Using Data and Compliance Benchmarking to Improve Programs

ALAN SAUBER

Chief Ethics & Compliance Officer, Premier Inc.

The Sphere enables us to identify specific gaps and as a result, spend budget dollars more appropriately to improve our program. In the past, we would make educated guesses about our program gaps, or involve expensive consultants. The Sphere has real value—and it provides the data and context to validate our approach.
– Alan Sauber

Ethics and compliance programs are continually evolving – to address ongoing regulatory updates, and to reflect expectations from investors, employees, and other key stakeholders. The question for many leaders is: how do you keep up with all of these changes?

Given it’s long history of ethics and compliance leadership, we talked with 16-time World’s Most Ethical Companies Honoree Premier Inc’s Alan Sauber about his experiences using The Sphere, Ethisphere’s platform that helps ethics and compliance teams do three things:

  1. Benchmark against peers
  2. Identify Gaps to prioritize
  3. Leverage resources for faster improvements

The Challenge

Premier has a strong program in place, but they also recognized that organizations continue to raise the bar when it comes to ethics and compliance. What is sufficient one year may not be a year later, particularly around issues like ESG. The Board Oversight Committee came to Alan and his team and asked “what are other companies doing”? When ESG became an imperative for their investors and other stakeholders, they knew they needed to adopt a more formal approach to ESG.

The Approach

Alan and his team had looked into The Sphere to benchmark their program and as they prepared their application for the 2023 World’s Most Ethical Companies. The Sphere enables ethics and compliance teams to identify specific gaps and as a result, spend budget dollars more appropriately to improve their program. The team recognized they were able to utilize The Sphere to tackle additional initiatives.

Prior to using The Sphere, the Premier team made educated guesses about areas for improvement or engage expensive consultants to pinpoint program gaps. “Using data in The Sphere, we were able to share how companies are moving directionally on ESG, which has proven to be very helpful–and without the cost of engaging external consultants.”

The Results

The Sphere provided a fast way to effectively benchmark against peers and leading practices. Premier was able to quickly identify areas where others were gaining and had evolving programs, and where they were lagging behind. The data and insights:

  1. Sharpened Focus
  2. Identified Improvements
  3. Informed Priorities

The Sphere is a game-changer— it
offers us the ability to benchmark against peers and leading practices.
We were able to quickly identify areas where others were gaining and had evolving programs, and where we were lagging behind. The data and insights informed our priorities, needed improvements, and focus

– Alan Sauber

As a 16-time World’s Most Ethical Companies honoree, what is the key to Premier’s success? 

“Once leaders understand how ethics help inform their business on things like culture and work performance, they buy-in to the process and it becomes another part of the way we conduct business. Another critical aspect is measurement. While ethics or compliance is not as easy to measure as a P&L statement, using the right tools does provide leaders with the ability to see how much an effective ethics and compliance program can positively impact their bottom line.”

What is the value of going through the application process for the World’s Most Ethical Companies?

“It is a reminder to us that the field of ethics and compliance is growing and gives us a first blush at what organizations like Ethisphere are seeking to measure. It’s a comprehensive self-assessment tool in and of itself. Yes, it takes time, but it also makes you pause and think, why are they asking for this?”

Alan Sauber
Chief Ethics & Compliance Officer, Premier Inc.

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Learn How Ethisphere can drive your Compliance Program Effectiveness

Our comprehensive Program Assessment looks at your corporate governance systems and ethics and compliance program. The result? A detailed findings report and executive presentation that identifies gaps and includes recommendations to reduce risk and improve business practices.

An Independent Verification of Your Program:

Ethisphere’s independent review of your company’s program and practices provides external validation of your organization’s commitment to business ethics and compliance. Compliance Leader Verification recognizes companies who’ve proven that their programs and practices are extraordinary, and provide mechanisms to help communicate this key differentiator to employees, customers, and investors.

How to Approach Ethics and Compliance Benchmarking

Benchmarking helps organizations understand where they stand in their compliance journey, improve business practices, and manage ethics and compliance risks effectively.

While some executive roles have very clear goal posts (you either hit the revenue goals or you don’t; profitability is achieved, or it is not) it is not so clear-cut for an Ethics and Compliance leader.

The goals are broader, and they may shift based on events in the market and changing guidance from regulatory bodies. The things that most easily produce data are negative proof points—the amounts of regulatory fines, the costs of lawsuits, employee attrition rates, and other issues. Relying on such numbers alone is never an optimal solution because it fails to contextualize the organization’s experience against any kind of meaningful comparison. Here is where ethics and compliance benchmarking can help. 

The Need to Understand the Present and to Set the Course for the Future with Compliance Benchmarking 

Ethics and compliance programs can suffer from a lack of data. If a program were to be perfectly effective there would be: 

  • no regulatory enforcement or penalties,  
  • no substantiated internal investigations,  
  • no losses from misappropriation of assets, 
  • no reputational blemishes from unethical behavior.  

Without any data to show how well the program worked, one could cynically argue that the inherent qualities of an organization’s culture might have prevented bad things from happening, or every one of the organization’s employees is expert at avoiding risks, not at all susceptible to pressure, and never makes a mistake. Neither the perfect corporate compliance program nor a perfect employee population are reality. 

Every ethics and compliance leader must determine what to prioritize and how to select the best path forward, given limited investment resources. As a result, there are essential questions that every ethics and compliance executive must answer: 

  • How do I ensure that I am correctly identifying priority issues or tasks and setting the right direction for my company? 
  • How do I align the C-suite, the Board, and my internal partners around the priority issues and program initiatives? 
  • What actions do I need to take to ensure that my company’s ethical culture, integrity, transparency, and risk mitigation is competitive with other companies that are targeting the same employees, customers, and investors? 

None of these questions can be answered with confidence, authority, authenticity, or accuracy without the aid of relevant data. Benchmarking is the best way for an organization to obtain and present that data, as well as to understand where it is on its journey to compliance excellence, improve how it does business, and manage its ethics and compliance risk.  

And, if your organization is called before regulators, is your ethics and compliance program defensible? In the U.S., the Department of Justice (DOJ) asks three key questions in their Evaluation of Corporate Compliance Programs

  • Is the corporation’s compliance program well designed? 
  • Is the program being applied earnestly and in good faith? 
  • Does the corporation’s compliance program work in practice? 

Benchmarking helps to answer these questions. An understanding of how a program aligns to guidance is essential and can also be used for informing program priorities and practices, and in building a business case for new initiatives and resources. 

These long-standing issues lead to the key reasons why benchmarking delivers such value to ethics and compliance programs. 

Value of Compliance benchmarking 

There is so much more to benchmarking than simply identifying gaps in an Ethics and Compliance Program. It can validate program practices, provide data to bolster a business case for additional resources, inform on best-in-class approaches, and help determine priorities.  

  • Benchmarking has become a business imperative – As leaders demand data-driven decisions and investments, benchmarking has become a vital part of a defensible ethics and compliance program. The qualitative and quantitative insights from a benchmarking program can keep regulators, executive leadership teams, and Boards informed on how an ethics and compliance program aligns with guidelines, industry standards, and peer-driven best practices. 
  • Benchmarking is the foundation of data driven decisions – By knowing what is possible for similar programs of your size or within your industry, an ethics and compliance program informed by insightful benchmarking can help prioritize initiatives that align with the organization’s business strategy. Moreover, it identifies blind spots in the program that might otherwise go unaddressed. 
  • Benchmarking obtains buy-in  – Benchmarking can help prove to internal stakeholders, such as HR, Communications, and other functions, what programs (e.g., training, third-party risk management, data protection) are needed to drive strategic objectives. It also provides the crucial evidence for making the case for additional budget and resources (or to protect what has already been allocated). And, it helps to drive collaboration with other functions that will want to access the data coming from ethics and compliance. 
  • Benchmarking is a vital part of a defensible ethics and compliance program – Regulators expect that you have compared your program to the guidelines, industry standards, best practices, and to that of your peers. A regular practice of benchmarking prepares you to answer a regulator’s questions about how you verify the strength and the appropriateness of your program. 

Approaches to benchmarking 

Organizations approach benchmarking in a number of ways. 

• Benchmarking as part of a program assessment: Some organizations work with external consultants and include benchmarking as part of a broader program assessment process. While this process is comprehensive, it can be costly in terms of time and resources. 

Element- or industry-specific benchmarking: E&C teams can focus on specific program aspects and data or may leverage industry-specific benchmarking resources. These approaches are valuable and can contribute to a robust program, although by themselves will not provide a holistic view of the entire program. 

Benchmarking against guidance updates or organizational changes: This benchmarking is typically ad hoc and reactive to evolving internal and external dynamics. These elements can be useful for defining baselines and/or identifying key areas for improvement. These approaches offer important insights that can inform priorities and program investments. They typically involve both external and internal teams. They are also often performed on a periodic basis, offering a “point in time” snapshot of the ethics and compliance program’s state. 

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Selecting a benchmark 

The reality for ethics and compliance teams is that circumstances evolve, and senior leaders continually ask questions as different topics and risks arise. In those situations, a six-month-old benchmark is not ideal. It is vital to have a resource that enables on-demand access to benchmarking, giving you data to answer unexpected questions, and be able to proactively check benchmarks before making recommendations. 

At times, ethics and compliance teams may also want to gather an understanding of the state of the program without involving either external or internal parties. In this instance, it is important to have benchmarking available at any time without needing to consult anyone else. 

To be effective, it is a best practice to benchmark against a range of criteria that reflect the various aspects of an organization. 

  • Industry: Benchmarking by industry allows you to compare practices against companies that face the same regulatory mandates and expectations. 
  • Headcount: E&C programs differ by organizational size and maturity. Benchmarking against companies of a similar scope provides a more relevant comparison. 
  • Annual Revenue: Comparing practices to companies with similar revenues – or aspirational revenues – can be helpful for prioritizing activities. 
  • Best-in-Class: Comparing practices to organizations recognized for excellence (e.g., the World’s Most Ethical Companies®) offers a valuable way to understand how your program stacks up to those that have been judged as cutting-edge. Organizations with robust ethics and compliance programs have also been shown to outperform others in financial terms. 

Benchmarking that only scratches the surface, uses the wrong standards, or relies on outdated data will do little to guide you into the future of compliance excellence. A well-designed benchmark gives you insights in a multifaceted way–across a broad range of topics that define the elements of an effective program and drilling deep into specifics on how your program interacts with each topic and risk. 

Key business areas that should be covered in a benchmark include: 

  • Ethics and compliance program elements and activities: 
  • Structure, staffing, and organization  
  • Ethical culture measurement 
  • Codes and policies 
  • Training and communications practices  
  • Audit and risk assessment  
  • Investigations and incentives  
  • Third-party business partner interactions 
  • Board of Directors and governance practices 
  • Initiatives to support a strong value chain  
  • Environmental and social impact reporting and transparency 

Below are three examples of how benchmarks across a range of E&C topics have led to deeper insights or additional lines of inquiry that support compliance leaders in their mission to mitigate people-created risk. 

We have several benchmarks around interactions between the Audit Committee and the leader of the Ethics and Compliance (E&C) program. We ask about Board training, the frequency of updates provided to the Board, whether the E&C leader has a reporting line to the Board, and the Board’s ability to hire or fire the E&C leader or have input into their performance evaluation. Combining or cross-referencing benchmarks across this topic helps us assess the true level of Board engagement and E&C leader independence and whether these functions are operating with the many instances of independent oversight essential to a mature E&C program.

– Eric Jorgenson, Director, Data & Services

Benchmarks on the ways that companies assess their ethical culture can reveal missed opportunities to hear from employees. More than 88% of companies use engagement surveys and 63% use dedicated ethical perceptions surveys. But additional information that could be gained by using of other available channels is sometimes left on the table. Take exit interviews for example. 67% include an E&C-related question in their employee exit questionnaires but there’s the question of who receives these questionnaires. Is it only used for voluntary terminations, or could the pool be broadened to include those impacted by reduction in workforce terminations?

– Jodie Fredericksen, Senior Compliance Counsel

Benchmarks can highlight areas across the E&C workflow where there are failures to close the loop. For example, more than 80% of companies provide some type of E&C discussion guidance for their managers yet less than 50% of companies require mangers to have these E&C related discussions and even fewer have a formal process to get feedback from managers about these conversations. That is a lot of effort going into creating support resources, but failure to boost their use or understand their effectiveness leaves the E&C program with a lack of evidence of outcomes.

– Neal Thurston, Director, Data & Services

Compliance and Ethics Week: A Complete Guide for Success

A well-chosen theme inspires engagement and participation, helping to reinforce key ethical principles and compliance standards throughout the organization. 

Ethics and compliance (E&C) touch every part of your organization from the policies you write to employee comfort in speaking up when they observe misconduct. Therefore, E&C should be
embedded across the organization and be top of mind for employees when they are making decisions.

Consider hosting an annual Compliance and Ethics Week to emphasize the importance of ethics and compliance. This can include activities and communications that help employees connect E&C principles to their daily work. The Business Ethics Leadership Alliance has held several conversations about how to host a successful corporate compliance and ethics week. Here are some best practices to follow. 

Identify Emerging Themes 

Pick emerging themes that resonate with employees to drive interest and focus on important E&C topics for your organization. The theme could be general, such as ethical decision-making or a recent organization change, or specific like addressing new compliance challenges and regulations. 

Unsure what to focus on during your Compliance Week? Consider: 

Is there a particular E&C topic you want to educate your employees on? 

  • If there is something that you want your employees to know more about, such as the organization’s commitment to non-retaliation, you can center your theme around this topic to ensure that employees understand it. 

Look at your data – what is it telling you about the organization?

  • Look at the data and results of your employee engagement, culture, and ethics and compliance surveys as well as your risk assessments. This data can tell you where you have gaps or what employees are interested in. 

Focus on organizational values 

  • Your organizational values and mission statement can be another good place to start if you are unsure of a theme. They are already aligned with company strategy and messaging, so they should be familiar to employees and consistent with messaging they already see from you. 

Select a theme that reinforces the connection between E&C and the organization’s goals. This makes the week more impactful and relevant for employees. A well-chosen theme also inspires engagement and participation, helping to reinforce key ethical principles and compliance standards throughout the organization.  

Partner with Other Departments  

The Ethics and Compliance program has a broad scope, and many of the topics under the E&C umbrella will have additional stakeholders at your organization. Consider partnering with another department that has an interest or stake in the topic you are focusing on.   

Thinking about focusing on cybersecurity? Partner with the folks in Information Technology. Do you want to focus on culture and incentivizing ethical behavior? Partner with Human Resources and managers. 

Partnering with another department can also be a way to do more with less. If you have budget limitations or lack experience in engaging with employees across the entire company, working with another department can help you fill those gaps.  

Additionally, they may have recommendations on the timing of the event to avoid competing with other employee engagement initiatives planned, or times of the year when employees are under increased performance pressure. 

Promote the Event in Advance  

Communicate with employees and managers before the week to get it on everyone’s radar. Get people excited for the week’s activities by giving them a sneak peek or preview of what will happen. Share the schedule of activities and let employees know where to find more information and who to go to with questions.  

How should I get the word out? 

  • Advertise the upcoming event on the company intranet and on message boards 
  • Harness the influence of E&C champions and ambassadors to bring the message right to employees 
  • Include the upcoming schedule of events and activities in your company-wide messaging or newsletters 
  • Coordinate with the communications team to share company-wide messages getting people excited for the week 

Getting employees excited in advance of the event will help boost your engagement during the week. If you will have any prizes or incentives, make sure those are included in the pre-event messages and communications. 

Make It Fun – Whatever That Looks Like for You 

To get the best engagement, think about what will make it fun and interesting for your employees. Would a single day with multiple activities work best? Or small interactions throughout an entire week? Would employees prefer to submit pictures or compete against others for prizes? 

Activity Examples: 

Scavenger hunts 

  • Have employees find where policies are housed or have them match a scenario to the relevant policy or Code of Conduct section 
  • Find an E&C message (either in-person or virtually) 
  • Where is the E&C hotline? 

Interdepartmental competitions 

  • Get employees to team up with their coworkers to complete challenges and activities to compete against other departments or teams 

Word search and crossword puzzles 

  • Create puzzles with topical keywords or E&C buzzwords like culture of compliance or due diligence to get employees thinking about the topic 

Spot the Violation or Error 

  • Set up a scenario and have employees tell you what the problem is or what was done wrong 
  • Give out a prize to the first person to spot the error in a fake version of the Code of Conduct 

Hand out employee recognition awards 

  • This is a great opportunity to engage with managers, your E&C champions, and other departments. Before the event, solicit nominations for employees that embody organizational values or someone that spotted a problem and reported it, preventing risk or incident. 

What resonates with employees will vary from company to company, so make sure whatever activities you choose will catch the interest of the employees at your organization. 

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Harness the Power of Storytelling  

 One of the best ways to educate and engage with employees on E&C topics is to use storytelling. Here are some ways to do that during your E&C week: 

Share videos and messages from senior leaders – 

  • Messages from senior leaders, especially those that employees may not regularly hear from, can carry a lot of weight with employees. Capitalize on that influence and have leaders share messages on E&C issues throughout the week. This can help humanize the examples and show that leaders have experienced similar situations. 

Include actions and outcomes –

  • Share anonymized scenarios that employees have found themselves in, how they responded, and what the outcome was. If applicable, share what the employee could have done instead along with resources from ethics and compliance and the related policy. For a fun take on this, turn it into an advice column. If you’ve received questions from employees on E&C issues and topics, answer them there as well. 

Bring humor to potentially dry topics – 

  • Not all topics will be interesting to employees. Leverage humor to grab their attention. At this year’s Global Ethics Summit, Dianna Karg from FedEx shared an example where they interviewed a leader and asked them to share the top ten craziest reimbursement requests they had seen, then tied the message back to their policy on reimbursements. 

Use alternative communication mediums – 

  • Emails and posters can be repetitive for employees. Consider using animated videos, cartoons like Ethisphere’s Ethitoons, or podcasts to share your message through new means. 

Don’t Forget Your Remote Employees  

Most companies have hybrid or remote workers these days, so make sure your Compliance and Ethics Week programming is accessible to these employees. Do they have access to email or your intranet site? How do they receive messages and where do they look for resources? 

Ways to engage remote or hybrid employees: 

  • Post pictures of the activities and have them answer questions 
  • Share interactive graphics 
  • Make your games playable by remote workers 
  • Hold separate competitions for off-site employees 

Provide Compliance Resources  

You want employees to continue thinking about ethics and compliance after the event is over. Provide them with resources and toolkits on the issues presented during the week and how employees can address them as they arise.  

When creating resources, follow the best practices from above – make them engaging, use storytelling, and ensure they are accessible by remote workers. 

Don’t forget to include where to go when they have questions about ethics and compliance issues or topics, how they can report a concern or instance of misconduct, and where they can find policies and additional resources. 

Conclusion

Hosting an Ethics & Compliance Week can seem like a big lift, but it doesn’t have to be. Here are some key performance indicators (KPIs) to measure the success of an Ethics and Compliance Week: 

  • Knowledge Retention and Improvement: Assess employees’ understanding of key ethics and compliance topics before and after the week through quizzes or assessments to measure knowledge retention and improvement. 
  • Employee Participation Rate: Measure the percentage of employees who join in the planned events and activities for the week. 
  • Training Completion Rate: Track the number of employees who complete any mandatory or voluntary training sessions or workshops offered during the week. 
  • Feedback and Satisfaction Scores: Collect feedback from participants through surveys to gauge their satisfaction with the events and their perceived value of the activities.
  • Incident Reporting and Resolution: Monitor the number of reported ethics or compliance incidents before, during, and after the week to see if there’s an increase in awareness and reporting.  

World’s Most Ethical Companies: The Best Application You’ll Ever Complete  

Tyler Lawrence discusses best practices for the World’s Most Ethical Companies® application process.

Interview by Bill Coffin – featured in Ethisphere Magazine: Insider’s Guide

Even if applying to the World’s Most Ethical Companies feels like a long shot, engaging in the process provides a valuable benchmarking baseline.

– Tyler Lawrence

Applying to the World’s Most Ethical Companies is an in-depth self-assessment that provides valuable insights on your ethics and compliance program. In this article, learn the steps of the process and how to take your application from good to great. 

Why is going through the application process such a worthwhile experience for applicants?  

The Ethics Quotient® (EQ) is the backbone of the World’s Most Ethical Companies application. It is the same, in-depth questionnaire that Ethisphere uses for our program assessment and benchmarking work. 

Ethisphere updates the EQ every year based on the general evolution in the ethics and compliance space, along with trends in regulations, governance, third parties and supply chain management, and ESG. Completing the World’s Most Ethical Companies application gives companies a chance to measure themselves against the latest best practices.  

Throughout the application process, you’ll expand opportunities to collaborate with allied functions across the enterprise.  

To support your application, you will be asked to provide documentation—such as examples of ethics training and investigation programs, sample communications and written policies, etc.—to get a holistic sense of your program maturity and the impact of your ethics and compliance team within the organization. 

We measure those EQ answers and their corresponding documentation against best practices demanded by regulators such as the U.S. Department of Justice. We want to make sure that the ethics and compliance team, and its work, is embedded within other partner and control functions across the organization. 

The beauty of the application process, especially for companies that come back repeatedly every year, is it provides a nimble barometer on how their program measures up against the EQ. Applicants receive a scorecard and benchmarking on a curated selection of specific questions that represent noteworthy trends from the EQ. The application process provides an annual opportunity to renew relationships with allied functions to ensure that they are just as involved with, and engaged in, the work of ethics and compliance as the core team is. 

What does the application process look like, step by step?  

Every year, we announce the opening of the World’s Most Ethical Companies application window and make available a form for interested parties to fill out and declare their interest in applying. 

The Application Process
STEP1
Access the Application Portal
Request an application; receive an invitation and your primary contact can submit your credentials.
STEP2
Complete the EQ Questionnaire
Download the Ethics Quotient (EQ) questionnaire and plan your approach. Collaborate with your broader teams and submit your application.
STEP3
Upload Documents
Gather and submit documents via the application portal.
STEP4
Submit the Processing Fee
Submit your EQ processing fee, which partially covers the hundreds of hours spent analyzing applications.

GETTING STARTED: The Application Portal 

Organizations that fill out that form gain access to the application portal, where they can review the EQ as well as document submission requirements. This gives a good sense of the scope of the application process. 

We recommend that all applicants pay close attention to the various aids, guides, and communications Ethisphere will release to give applicants a clear understanding of what changes were made to the process from the previous year, and why.  

This year Ethisphere will release a series of videos that explain what we are looking for in each section of the EQ and what a strong submission looks like. We will also host several webinars that share details of the application process, what the platform looks like, and how you can collaborate with partners within your organization. I encourage applicants to attend those webinars. 

Many applicants designate one person to captain the entire process. The day the application window opens, that person typically downloads the full EQ and assigns questions to people across the organization who would have the particular data needed to answer a certain section of the EQ. The sooner you begin that outreach, the better. For some organizations, the application team may include a dozen people or more. However, most questions can be answers by the ethics and compliance team on their own. 

While the EQ is extensive, don’t let it discourage you from applying. Organizations of many different sizes and types receive World’s Most Ethical Companies recognition. Your application will be compared to your industry peers, and our evaluations team knows what kinds of allowances to make for certain differences of expectations, or law, which exist around the world. 

Even if applying to the World’s Most Ethical Companies feels like a long shot, engaging in the process provides a valuable benchmarking baseline. And the documentation feedback can be used to make the case internally for the investments or improvements needed to create a truly best-in-class program that exceeds public and regulator expectations. 

The application window is open for about three months, and companies typically use that time to gather documentation, provide summaries or narratives (particularly around document requests where an applicant may have redacted information). We encourage companies to include summary documentation to provide narrative context to your application. 

In the application portal, applicants finalize their answers to the EQ section by section. Multiple users for a single application can access the portal, so applicants can finalize multiple sections simultaneously; this is not something that one person has to do on their own. 

Once applicants have submitted their questionnaires and documentation, and the application window has closed, our team reviews all submitted materials and diligently evaluate the total body of applications. This process takes several months. Occasionally, Ethisphere may contact an applicant if there is a technical issue on some piece of their application. Applicants should not expect Ethisphere to entertain follow-up calls so applicants can provide further materials. If an applicant cannot submit something in their documentation, then they should provide a narrative to explain why and how it impacts their overall E&C program. 

Notifying the Honorees & The Scorecard Experience

In January, Ethisphere contacts applicants to notify them if they have received World’s Most Ethical Companies recognition. Shortly afterwards, applicants receive a scorecard with a topic level score out of 100 on how high they scored in any given category or sub-category from the EQ, as well as what the World’s Most Ethical Companies average was for that category. It is important for applicants to remember that because the EQ changes annually, their scorecard is not meant for year-over-year comparison. 

In addition to their scorecard, applicants receive benchmarking data on 20 specific data points from across the EQ that correlate to noteworthy trends that presented across the entire applicant group. We also provide companies with scores on the strength of their various document submissions. All of that information is contained within The Sphere, Ethisphere’s analysis and benchmarking platform. Applicants gain access to that on the same day that Ethisphere officially announces the new honorees. 

After all honoree companies have been notified, there is usually a 4- to 6-week period until Ethisphere officially announces the new World’s Most Ethical Companies Honoree class. Honoree companies will use that time to prepare internal and external communications, congratulations messages, press releases, videos, etc. This is an exciting time, as many honoree companies create innovative ways to share the news with their stakeholders. 

Leveraging Insights for Continual Improvement

By the time of the public announcement, applicants typically have already begun analyzing their scorecard results, documents scores, and benchmarking in The Sphere to develop action plans for addressing their opportunities for improvement. Many organizations will turn that into their continuous improvement plan for the year, spotlighting the different action items they can implement before the next year’s application window opens again. 

What does it look like when applicants make the best use of the tools and resources provided to them to maximize their application experience? 

Organizations that do not receive World’s Most Ethical Companies recognition often use their benchmarking data in The Sphere, their scorecards, their feedback, and the EQ itself, to drive their continuous improvement plans. 

Companies that apply year over year allows them to gauge how far they are progressing on their improvement journey. An ethics and compliance team should be prepared to receive the results about their program, and they can use those results to make the case for the buy-in, the resources, and the collaboration needed to take their program to the next level. 

What are some aspects of a strong application that you wish were better known?

Do not underestimate the importance of narrative, especially if there is a gap in your documentation. A brief narrative for each section to provide a sense of what is there—in addition to the documents themselves—is helpful. In areas where there an applicant cannot submit requested documentation, a narrative as to why is better than nothing. Although, narratives alone are not a general substitution for documentation. 

Sometimes applicants will encounter a question that they cannot answer. When that happens, don’t send a huge amount of un-related documentation. Just present what you do have. Our reviewers are very qualified and experienced, and if the honest answer to a question involves something that is still under development, that’s fine. The review team will appreciate an applicant that is honest about where their program is rather than submitting unrelated documentation. 

Strong Ethics is
Good Business
Apply for the 2025
world’s most
ethical companies
OPEN july 31 – october 31, 2024