Code To Culture

“I find that most companies struggle with the same issues. Most have the basic ethics tools in place — a conduct statement, some degree of employee training around it, an anonymous reporting line — but find that the real challenge is embedding it in the culture,” says Caroline McMichen, Director of Global Ethics and Business Conduct for Molson Coors, of her frequent speaking engagements at conferences on ethical business practices.

Over the years, what began as a simple rewriting of the then-Coors code of business conduct in 2000 has evolved into the global Molson Coors Living Our Values program, including a global roll-out of the code to each and every employee (as well as each member of the Board of Directors), including in-person and interactive training. Seven years later, Caroline is dedicated to the Code of Business Conduct on a full-time basis, heading up the Code’s implementation, education, investigations and enforcement worldwide, in addition to serving as a resource for the industry.

Caroline works with team members in each business unit that act as local Business Conduct Managers. They are critical to the program’s success as they make sure there is a local relevance for employees, so that it is not viewed as just another corporate program. They are also instrumental in local execution of the many program elements.

“Our Code is real, and it comes from the top,” says Caroline, referring to the fact that the company’s Ethics Committee, made of up the executive management team, sets and drives the Code, its language and implementation. Caroline regularly reports on program activity to both the Ethics Committee and to the Board’s Audit Committee. “My job would be completely different if I were just some lone, designated ethics administrator without executive support and direction. That’s just not a job I’d want.”

While the “tone at the top” is essential for the Code to be taken seriously, it’s more than her interaction with the executive team that Caroline likes about her job. “I like helping the employees,” she points out. “I can be a sort of safe haven for someone who might not otherwise feel comfortable coming forward with a concern. That’s why the Code really works.”

In 2005, Caroline and her team were pleased to be awarded the Optimas Award for Ethical Practice from Workforce Management magazine. “Apart from the good work we’ve done internally, it was great to have this external recognition for the Living Our Values approach to business ethics,” recalls Caroline.

For further information, please read our Code of Business Conduct.