Putting values first. Ethics as a shared practice
Every organisation is an ecosystem within which diverse individuals are expected to move in the same direction.
To do this, people need maps and compasses that will allow them to develop a common instinct that helps them make instant decisions and dedicate their time to value-added projects.
A code of conduct is an ethical code that concerns the habits and choices universally considered as right and wrong in a given social context. Ethics are the first means by which a society outlines the boundaries within which it is possible to act in a specific context. They allow those who move within this sphere to live better, protected by the potentially dangerous conduct of others and without falling prey to continuous doubts about their behaviour. In the event of having to take instant decisions, the code of ethics of any corporate organisation (whether large or small) provides a set of rules based on a specific doctrine and taking into account different needs. Esaote has adopted its very own Code of Ethics, rooted in the company’s founding values; a set of shared principles with which those who work for and those who choose Esaote as their partner can identify.
Teamwork: this chapter outlines a set of shared rules guaranteeing safety at work, respect for ethnic and cultural diversity, transparency and good relations with suppliers.
Commitment: this section defines the responsibility of Esaote and of all its staff in ensuring compliance with antitrust laws, correct customer relations, and respect for the competition. Moreover, it provides the important definition of “misuse of position” and draws the line between gifts and corruption, so as to dispel any ambiguity in relations with stakeholders. Conflict of interest is another issue that, while known to staff, has been included in the Code to help build a common vision for all countries.
Integrity: elements such as the use and careful handling of data, relations with doctors, respect for intellectual property and insider trading affect the consistency and honesty of the company. A careless behaviour with regard to these issues by even just one employee can destroy the credibility and identity of the entire organisation, and consequently the reputation of those who work there. Clear rules and definitions help build brand strength and reliability.
Results: quality information relating to the results achieved is a commitment that goes beyond the existing reporting standards. Producing and storing accurate and up-to-date documents is a duty towards all audiences interested in the organisation's activities. What may appear to be bureaucracy is in actual fact a checking opportunity for everyone, and constitutes a wealth of meaningful information - the only way of effectively guiding choices and decisions.
Customer orientation: for those who have worked in Esaote for a long time, more than a value, customer orientation is a natural attitude that grows and develops in line with the company's lifestyle. As a dynamic company that continuously opens up to new resources and talents, we have incorporated our marketing concept into the Code of Conduct: telling the truth, seeking to continuously improve the experience of our direct customers and their users, and participating sensibly in the ecosystem that starts outside the company’s doors.
Our Code of Conduct thus represents a compass that helps every single person who speaks in the name of Esaote to convey the values of the entire organisation and to act as a single body. It is not just a document, but an awareness raising exercise, also enabled through online training courses delivered via a dedicated platform. By simulating possible scenarios that might occur in the workplace, the collaborator is given the opportunity to exercise his or her problem solving skills, experimenting with decision-making and obtaining feedback that reinforces understanding and learning. The aim is to give shape to shared ethics, limiting situations of stress and ambiguity when faced with a dilemma. It is important for employees to understand that behaviours in the company are interconnected, and that intangible elements (values) increasingly support tangible elements, especially when they are transformed from declarations of intent into a system of questions and answers that help the decision-making process. The founding principles of an organisation - what it exists for, what its staff believes in - are fundamental to its competitive success. Making a decision is much easier if you already know what values you represent and what rules apply.
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