Name: Building a Culture of Integrity: The Value of Effective Code of Conduct Training
Uploaded: 2025-11-06T20:16:09.275Z
Duration: 57 min 20 s
Description: Building a Culture of Integrity: The Value of Effective Code of Conduct Training

Transcript for "Building a Culture of Integrity: The Value of Effective Code of Conduct Training": You have three seconds. Okay. Hi. Welcome in, everyone. Thank you all for, for joining us in today. We have a wonderful presentation prepared for you around building a culture of integrity and the value of having an effective code of conduct training. We'll get started momentarily, but in the moment, we'd love to give more people a few more minutes to, to join in. So I thought we would start with, a fun little icebreaker. So, in the chat, which should be found on your right hand side, why don't we have a holiday icebreaker? Since we're in holiday season and it blows my mind, like, this year is almost over. Right? Like, we are it's November, guys. And, Thanksgiving to be here soon. So with that being said, with Thanksgiving coming up, in the chat, tell me your one Thanksgiving dish that you absolutely cannot do without. The one thing that is if it's not on the table for Thanksgiving, you're getting up and you're leaving. I'm interested to see what everyone's one thing is. Oh, apple pie. Well, that's a good one. Yeah. That's a good one. Let's see what else. What is everyone's one thing that they have to have to have to have? Oh, dressing with duck. That sounds awesome. Peach cobbler. That's a good one. I'm surprised no one said turkey. Yeah. Oh, garlic mashed potato. Mashed potatoes. This is probably the wrong question to ask because I'm getting so hungry right now looking at all these yummy answers. Looks like mashed potatoes is is for sure in the lead. So everyone wants mashed potatoes on their table for Thanksgiving. I don't know, Pedro, what would you say? What is your one Thanksgiving dish that you wish to have? For me, it's tough because you have so many. I'm gonna go with sweet potatoes. I do like sweet potatoes. Yes. I think I'll agree with you. Candied yams. That's why we have them. Yeah. The the time with the marsh marshmallows of the pecans. Yes. Yep. Yes. Yes. Yes. Although, I don't I don't wanna put you in your name. Tayanna. I think I'm saying that right. Dressing with duck. That that sounds interesting. You might have to send me some pictures of that recipe later. But thanks so much for playing along. I wanna be respectful of your time, so we'll go ahead and kick off our time together today. And so again, thank you very much for joining us. I am Tasia Polis Roberts, and, I am I service as an account executive here at Everfi, which means I get to work with really incredible people such as yourself, everyone here, viewing this webinar. So my HR leaders, learning and development departments, culture visionaries, and compliance teams. And I love working with you all because you really, really, really care about the people that you serve. And I love that I get to work with, companies to make compliance simple and culture stronger. Because at Everfi, we really do believe that those two things go hand in hand and they are not mutually exclusive of one another. With that being said, Pedro, would you like to go ahead and introduce yourself? Sure. My name is Pedro Limon. I'm a solutions engineer at Everfi. Been with the company for eight years. My background is primarily with, implementations and, technical integration, so I can definitely speak to the technical side of the, of the platform, and, I can answer all your questions as well. Yes. Awesome. And we love having you here, Pedro. You are so amazing. With that, before we start digging into our content today, I wanna go over a couple of, housekeeping rules or housekeeping, things, if you will. So on your let's see. Right hand side, you should have a console with a bluish, greenish. I might be whatever that is. You should have a console there, with a number of different buttons. So one is the chat, which a lot of you have used to insert a really yummy Thanksgiving must haves. And so there you'll be able to, chat with everyone in the group with Pedro and Nahi. You can feel free to chime in and share thoughts, ideas, takeaways as we move forward with our, presentation today. We love interactivity. And quick note, whatever you write in the chat, everyone can see. The second call I want to make is the q and a. And so that's where you're going to drop your questions in. Again, as we move along our presentation today, anything that comes top of mind to you, questions you want for us to answer, drop it in the q and a box and Pedro and I will, review those at the end of our our webinar session and and get you the answer. There's also a docs tab and that is going to have additional resources for you. One of them being a really helpful, help docs if you have any sort of technical issues while you're here in the platform today, as well as some other, helpful documents. And then, of course, there is the, the messages tab there. And so you'll be able to directly message, anyone of us in the webinar today. And, last call out, you don't see it quite yet. But, again, in the spirit of interactivity, I will be launching a poll or two at some point. And so once I do that, you'll see a button there and click on it and you'll be able to vote in the poll. And so, with that, here's our agenda for our time together today. So we'll start by, talking about some of the costs that are associated within the very real impacts of compliance violations. As you all know, today the stakes are higher than ever for companies and organizations to really, really have a thorough culture of integrity and build out a comprehensive compliance training. The second topic we'll cover is, dive into the United States Department of Justice guidelines for compliance programs and around, the the the sort of rules they put in place around policies and training. And so that's gonna serve as a really important road map for any organization that wants to make sure their compliance program is robust enough to meet the DOJ's needs. Point three is we're gonna talk a little bit more about important training scenarios on current issues that have to take place. We're in an ever changing environment and so we wanna make sure we are, that our compliance programs are touching real world current scenarios. The fourth thing will be, the wonderful mister Pedro walking us through a demo so you can see Everfi's code of conduct course and how it can, meet your needs. And then we will wrap up with some q and a at the end. So with that, let's hop right into cost and impacts of compliance violations today. So, let's talk about what's really at stake when it comes to compliance. What are organizations like yourself actually required to cover in your compliance training? And what should you be working towards beyond that? Right? And most importantly, why does compliance even matter? What kind of impact can it have on a company when things go wrong or violations occur? And so I I don't need to tell you this, but organizations today is based in an unprecedented amount of scrutiny around their, around their compliance. Right? What are they doing to make sure their employees are compliant? And it comes from a lot of different directions. That scrutiny is coming from regulators, from the government. It's coming from customers, employees. It's coming from stakeholders in the general public. And if an organization finds itself in the headlines or a compliance violation or a scandal, it can be incredibly devastating to an organization. Without calling out names, I'm sure we can we can all or you can think about a recent scandal where, it negatively impacted the organization. Right? And so when these sorts of things happen, they can really impact our company and organization's bottom line. So the pressure is on for organizations really to be operating at the highest levels of integrity. With that, we are actually going to launch off into our first poll. And while I get that up, you should see it. Let me change this screen. Here's a question for you. How much money did The US, did US companies lose due to unethical behavior from 2022 to 2023? What do you think that is? So when you think about across all organizations, right, over the span of just one year, would you say it's 280,000,000, 1,400,000,000.0, 2,700,000,000.0, or 3,100,000,000.0? I see a a bunch of votes coming in. It looks like, we have votes for 2,700,000,000. I see some for 1.4. I see in the chat, 2,700,000,000.0, 3,100,000,000.0. So let's see if you got it right. The correct answer is d. So if you said 3,100,000,000, that is the right answer. According to the Association of Certified Fraud Examiners, which is one of the leading organizations tracking unethical workplace behavior, US companies collectively lost about $3,100,000,000 between 2022 and 2023 due to fraud and other unethical conduct. So that means that they found that companies generally lose about 5% of their annual revenue to fraud and other unethical behavior. I mean, when you think about that, that's that's actually pretty pretty huge. Think about your organization's, total revenue. What does 5% of that looks like? It likely represents quite a bit. And so, you'll see this report is from 2024. This particular agency, they update that report every two years. So there's actually a new report slated to come out 2026. I I'm personally curious, to see if that number goes up, goes down, or stays the same. So feel free to throw in the chat where you think that number might go. Do you think that, businesses are losing more money than this last report, or, do you think it stays the same or does it go down? And so as we think about implications of compliance lapses, the financial impact is usually the first thing that comes to mind. Right? So, again, that, that 3,100,000,000.0 that we talked about. If employees are embezzling funds, committing fraud, laundering money, or using company resources for personal gain, that can all have very serious financial consequences. Unethical behavior can also lead to bad business decisions. So for example, if you have, an employee at your, at your organization that chooses to hire contractor, vendor based on personal relationship they have with them, or worse, because of a bribe, your organization is more than likely losing money on that deal, because you you probably are not getting the best price from that vendor. They're probably not the most qualified partner. And another factor to consider here is that those internal issues don't always stay internal for very long. That sort of unethical behavior, can threaten the business itself. It can erode your reputation, weaken customer trust, and even affect top performance for publicly traded companies. Once your your clients or partners start questioning your integrity, those relationships become much harder to sustain. But it's not always difficult. There's also the human impact as well. So when employees see others engaging in self healing, shady behavior, it begins to create this cop, toxic work culture. Morale drops, your your staff disengages, and eventually you start to see a high turnover. And then if you zoom out, even further, the human cost can be devastating. You you have compliance violations that can actually lead to injury, illness, or death, and sometimes even broader environmental harm. So think about cases where unethical sourcing, bribery, or faulty design, decisions have impacted product safety, medicine quality, or even building integrity. And finally, there's the legal impact. Corporate misconduct, things like insider trader, bribery, misuse of company data, all of these things can trigger very lengthy government investigations. And those often come with millions in fines, lawsuits, damages, and in some cases, even prison time, for the people involved. And speaking of those legal penalties, I I did wanna put a few numbers behind that. So on the left, you can see, that the average penalty for a FCPA violation is roughly a $154,000,000. So one one of a company's employees is found guilty of that violation. The average fine is a $154,000,000. And then on the individual side, for the the bad actor, the average jail sentence for that is twenty eight months. So a little bit over two years behind bars. And if we look at another, form of corporate misconduct with insider trading, those penalties can be just as serious. Companies can face fines of up to 25,000,000 and the individual bad actor employee involved can be fined up to 5,000,000 and or face, up to twenty years in prison. So these are really significant consequences, not just financially, but also rep from a reputation standpoint. There is good news. When you have a strong compliance program and more importantly, you built in a culture of integrity within your workplace where people value doing the right thing even when no one's watching, it can actually create real positive business value. And so here are a few examples on this slide. In the top left box, you'll see data pulled from Ethisphere, which is the organization that tracks the world's most ethical companies. And they found that the companies that are, slated amongst the most ethical actually see, an outperformance of their stock price by 12.3 percent over their peers. That's real monetary value for having a positive culture. If you look to the right box, you'll see the impact on recruiting. So 86% of women and 76% of men in The US all say that they would not work for a company with poor ethical reputation. And in the bottom left, that statistic shows you that even if they were offered a pay increase, they would still turn the the job down. And finally, a culture built on compliance and integrity also supports employee retention. 92% of employees say they will consider leaving their current job for a company with a better reputation in the same area. So the pros are powerful and the risk of ignoring ethics and compliance are just as significant. And that's why building out a robust code of conduct, compliance training program is not just about checking a box. It's very much about protecting and strengthening your entire organization. With that, in our ever changing landscape, we have to acknowledge that compliance is not always easy. Keeping an organization compliant is harder today, right, than it really has ever been. And here's here are a couple reasons why. So the first is if you have employees across multiple states or countries, it really can be tough to keep up with which laws apply where, how should you structure your program out to meet all those different laws from a city, local, state, international requirements? So that can present a challenge. On top of that, business operations today are more decentralized than ever. All of our employees are less than likely all under one roof. So there are the days where we had the main office and everyone shows up and, you know, we have these water cooler tops and, you know, everyone's working in the same place. Now employees are spread out across states, regions, continents, and that can cause distance and disconnection. And we even have remote work baked in there. Studies show that when people work in isolation, they are often less likely to reach out to compliance teams for guidance when questionable situations arise. Another layer of complexity comes from our growing reliance on our third parties. So whether that's your suppliers, your vendors, your contractors. Every time we onboard a new partner, that adds a new risk. Because if one of those organizations experienced a compliance failure, it can very much impact our businesses or your business, your organization. And we definitely can't ignore the impact of globalization and workforce diversity. I personally think one of the the best things about the current climate we are in is the diversity and diverse set of background that people bring to the workforce. However, that can also lend itself to a challenge because, sometimes with different backgrounds, different ways that we're raised, different cultures, it's not always abundantly clear what's acceptable behavior in a workplace. And so it's really, really critical for companies to clearly define their core values so that everyone can align themselves around them, no matter where they're from or what sort of experiences they bring to the table. And finally, speed of business. Things are definitely moving fast in terms of technologies. There are new markets. There are new situations that arise. And your employees may find themselves thinking, I've I've never seen this situation. I've never been here and I have no idea how to handle this. And again, with that isolation or decentralization, it may make them hard to reach out to compliance channels or proper resources to ask, you know, how they should act or what they should do. And so considering all of these things in the pace at which things are changing, it can certainly make compliance, and staying up on it feels like a constant uphill battle. AI is a huge new risk. Right? It brings a lot of amazing things, but there are risks that it also brings in as well. So we often think AI and work, some of the risk that I think might be front of mind for you, is gonna be phishing phishing schemes. Right? Where people are using AI to send realistic looking emails that are designed to trick your employees to clicking in or sharing information. But it's also creating a different kind of risk, where employees are accidentally or unintentionally leaking confidential data by typing into open AI tools. So for example, someone uploads meeting notes or a project plan into a public AI platform, that information now becomes a part of that tool's training data. And so now suddenly your company's confidential details could surface in public results. That's a very real compliance risk. And then there are deepfakes. I don't know how many of you heard about, you know, deep fakes or the impact it has on the company. I I think a lot of times when we think about deep fakes, we're thinking about edited photos or or videos. But bad actors are actually using deep fakes to create real time video meetings. In fact, in 2024, there was a very well documented case where an employee at a company in Hong Kong received an email that he thought was from his c CFO urgently asking for a quick video call. And so when he joined it, on the screen was what he thought was his CFO along with several several other colleagues all in this meeting discussing this really important financial transfer. The only problem with it all is that it was a deep fake and none of it was real. Every single person in that meeting was created from publicly available, video footage. And so what wound up happening is that employee believing that this was a real meeting transferred out $25,000,000 of company funds directly to the fraudsters. So all of this to say, AI is ever evolving and changing and presenting compliance issues for us. Employees may unintentionally leak data. They may, you know, authorize fraudulent payments, share confidential information just because they think that this is a real request. And so it's really important for organizations to start educating their employees now, making sure that you have AI as a part of your compliance, deck so that you're helping your employees recognize the risk and pause before they act. Another emerging risk is remote work. So there's a quote here on this slide that I think sums up, really well the risk. And it says away from the controlled environment, employees lose many of the traditional support systems that they have. And that's exactly right. When people are working in isolation, there's there's naturally more opportunity for things like fraud or unethical behavior to occur simply because no one's there looking over their shoulder. And it doesn't always start maliciously. It's not that your your employees might be intentionally, leaning in, but that lack of visibility can make it so much easier for really small lapses to turn into bigger issues over time. And then if you look over on the right of the side, you'll see some of the other risks that come along with remote work. Employees might be more tempted to use work devices for personal reasons. Confidential information, could be more exposed. So maybe there's a their laptop is left open, on their desk where friends or families can see. Maybe they are on a conference call at a coffee shop or even at home, where others around them can hear what's going on. And even well meaning employees can unintentionally create risk in the same way, providing, an opportunity for potential insider trading concerns if someone overhears sensitive company information. And finally, the issue of gifts and entertainment. So if we're all in the office, if a gift basket shows up, there's built in visibility and accountability. We can all see what was delivered. But in a remote work situation, if that same gift shows up at at someone's house, no one may know about it. So, this makes it easier for improper gifts or conflicts of interest to slip through the the cracks. And so these are all very, very real evolving risk. So, I'd love to hear from you. Are any of these emerging risks, are you seeing any of these at your organizations or any of any other risks that that you're seeing that you wanna share with everyone here to keep their eyes open to? Feel free to share that in the in the chat if you have any thoughts. With that, for all of these reasons that we talked about, because compliance is getting more and more difficult because of all these factors, the need to have a solid code of conduct and a strong code of conduct that reflects all of these is really, really important, and it has tons of benefits. So one, one is that it provides a solid road map for ethical business operations. It aligns employees around the shared set of values and expectations and tells them where to turn if they need help. And it could help meet your shareholders expectations. The thing is, if you have good rules, you you have good guidance and your people will know what to do and what not to do. It can help prevent illegal behavior if people know what's expected of them and it will help them to avoid those hefty legal penalties that we talked about before. Another really important reason that we're about to dig into having a code of conduct is adhering to the DOJ's compliance program guidelines. If you have a code of conduct, you wanna make sure that you're meeting the DOJ's expectations, and that's what we're going to cover, here in just a moment. So what are the DOJ guidelines for workplace compliance programs? Well, first, here's the title of the DOJ document, and it is public. If you want to write this down, and I very much encourage you to, look into this and and read the the document in its entirety when you do have time. So that document is called the evaluation of corporate compliance program. And even though it says corporate compliance programs, this guidance applies to both for profit and nonprofit organizations. Now you might be asking, are these guidelines mandatory? And the shortest answer is no. No. Technically, technically, no. They're the the guidelines are not mandatory. As a matter of fact, the document is written for federal prosecutors, not for organizations. And it serves as kind of a checklist, for those federal federal prosecutors that they can use when they are evaluating an organization that's under investigation for a potential compliance or legal violation. And we'll talk about that a little bit more in a moment. So if it's not required by law, why are so many, organizations following it anyway? Well, that really comes down to two main reasons. First, these guidelines puts your organization in a strong position to prevent compliance violations before they ever happen. Second, if a violation does occur, having these elements in place provides a strong legal defense and can significantly reduce potential penalties. So in other words, when the DOJ or another prosecutor comes in to investigate, they'll ask, does this organization have a compliance program that aligns with our guidelines? If the answer is yes, if you can show that you've done your due diligence within your organization, that can make a huge difference in the outcome. Those penalties may be reduced, charges may be downgraded, or even in some cases, prosecutors may forego, prosecution altogether. So even though it's not technically required, it it really is a huge incentive for organizations to align their compliance programs with the DOJ's framework. So let's walk through the elements that the DOJ has kinda crafted out for a well put together compliance program. So on this slide, you'll see, six primary elements that they emphasize. Again, I would encourage you to read the complete document, but these are gonna be very high level primary elements they're looking for. So the first thing that they wanna look for is risk assessment. And this is about, understanding the specific risks that are inherent at your organization and making sure that your compliance program is tailored to those specific risks. So for example, if you work with a large network of vendors or third parties, regulators want to see that you have strong oversight built into your compliance plan. The second is having strong policies and procedures, and this is where your code of conduct plays a central role. It's basically the backbone of your compliance, framework. Third, having clear investigation process, and this includes having reporting mechanisms like hotlines, web portals, where your employees can safely raise concerns. The fourth is effective training and communication. So DOJ wants to make sure that compliance isn't just a one and done activity. They feel like your employees need ongoing reminders, reinforcement, and real world examples that keep your code and company values top of mind. And finally, they are looking for, due diligence for those third party partners, and we talked about that a little earlier. Right? So when you engage with suppliers, contractors, vendors, you need to verify that they're reputable, they're ethical, and they're legitimate. You the DOJ expects, for you to do a little digging and make sure it's not an AI generated entity with a fake website. Right? Are you working with a real business? And so these are the, six major components. Again, risk assessment, policies, reporting, training, investigations, and third party due diligence. So, let's zoom in just a little bit on these two particular areas. So in terms of policies and procedures, this is where we'll come back to our topic of discussion today, and it's your code of conduct and why it's really key here. So the DOJ makes it clear in its guidance that having a code of conduct or written policies is not enough in and of itself. Right? They want you to take additional steps to make sure that those policies are top of mind for your employees, that your employees genuinely understand what's written in them and how to comply with them in their day to day work. So, DOJ is looking to see if your code of conduct truly reflects, a true commitment to full compliance with all applicable laws, whether it's accessible and, relevant to each of your employees, and whether it includes key policies and procedures that guide ethical decision making. Ultimately, the expectation is that compliance isn't just written down somewhere. Right? It's not a, you had your employees in onboarding sign that they received code of conduct and never to see it again. Right? They wanna see that it's fully integrated in your workplace culture. And, on this list, you'll see codes that are often found in code code of conduct. So most code of conducts, include a wide range of policies. Things like anti harassment and discrimination, workplace violence, anti corruption and bribery, and use of company email and assets just to to name a few. But here's the deal. Sometimes our code of conduct have all of the above on this slide and then some more, which means that they can often be long, dense, and complex. And when they're packed with all of these, these policies, it tends to make it hard for employees to really connect with what that code means for them specifically and how they can utilize it in their day to day. So, with that being said, we are going to move on to our next poll. And on this poll, I want you thinking about this from a personal standpoint. You don't have to speak for your company, but use your personal perspective here. In your opinion, what makes a code of conduct hard for employees to follow? Is it because there's a lot of legalese, so like that language that they don't really understand? Is it, maybe because employees have a hard time connecting to the content in the code, and so they don't they're reading it thinking, well, this doesn't really apply to me. Is it because the code of conduct is circulated once in onboarding and they never see it again? Or even once a year, something where they sign it and forget it? Or is it d, all of the above? K. I see votes rolling in. It looks like a fair amount of you are saying all of the above. Yeah. Thank you for, for playing along in the poll. Yep. Looks like everyone is saying all of the above. And that that really ties back to, you know, everything we've been discussing. The DOJ makes it clear that it's not enough for a company to simply have policies in place. Like, you can't just say, well, we have a code of conduct. We've done everything we could. They they're looking the DOJ is looking to see if your code of conduct training is impactful. Is it reinforced? Are you weaving it into the day to day workings of your organization? Because if if your employees don't fully understand what's in your code of conduct or even how it connects to them, it's gonna be hard to demonstrate to the DOJ and really to anyone else how that compliance is truly a part of your culture. So, here's where your training really comes in. As many of you noted in the poll, and we've seen this time and time again, just putting a code of conduct in front of employees can be challenging because most employees don't naturally understand every single nuance. They don't, the legal detail is a little fuzzy for them. And honestly, code of conducts, again, they can be pretty dense. And sometimes, some of the scenarios in a code of conduct can feel remote or unrealistic. Your employees might be thinking, okay. I get it. Bribery is illegal. Right? So if someone shows up with a suitcase full of cash, I'll say no. Got it. And the truth is, that's not really realistic. Most times people are not going to show up with a suitcase full of cash. It'll actually be a little bit more subtle than that. It may look like a questionable gift. It may look like a favor that someone is doing or a relationship that starts to blur the lines. And if all your employees do is read the code of conduct once a year and just sign off on it, it's it's less likely to stick for them. And so this is why the Department of Justice explicitly highlights training and ongoing communication as a key element of an effective compliance program. Doing so helps them to see how, these particular situations can show up in the in their real life and give them a chance to practice what's the right thing to do. And it reinforces how it really is compliance is a part of everyone's job. Everyone has a role to play. And it's not just a check the box and, and we're done. So turning back to what Department of Justice says about training, they actually outline several key things that prosecutors look for when evaluating whether a company's compliance program is truly effective. And I would urge you to, kinda lean in here and take notes so you can go back to your training and see if you are actively covering off on all of these, these bullet points. So d f DOJ wants to see that your training is giving periodically, not just onboarding. So not just that you had them sign once and then, you know, that's it. It disappears. The DOJ also wants to see that your training is delivered in a format in a language that fit your unique audience. Can everyone understand and apply what's in that code of conduct? They're also looking for evidence that companies measure the effectiveness of the compliance, of your compliance training. So are your employees being tested on what they learned and whether those lessons are actually sticking with them? The DOJ also expects visible leadership involvement. So how is senior management involved in building that positive culture of integrity? They should be articulating and sending out clear messaging around, accountability and support. And finally, training should always include additional resources and guidance so that your employees know how to get, help or report concerns when something doesn't feel right for them. And I'll say this, one of the things that our partners consistently tell us that they love about Everfi's code of conduct training is how it helps them to meet all of these expectations. And Pedro will cover off on that in in just a moment, as he gives the, the high level demo. One of, one of the the really cool points, and Pedro, I think you'll cover off on this in the demo, is that we have built in opportunities for you to put in customized messaging from yourself, from senior leadership, whether that be a video video or text area, so your employees understand how it really is woven into the fabric of your company culture. So, last little tidbit before Pedro hops over, or share the stage with, Pedro and he gives the the really quick walk through is I wanna talk about the importance of impactful training scenarios. And this is really to help employees understand your unique code of conduct and other, policies and how that training needs to go beyond just listing all the rules and and definitions. So here are some very nuanced real world scenarios. And it's really important that you incorporate these type of types of scenarios in your training to keep pace with all of the evolving ways that misconduct in can occur. So for example, we talk about bribery. Right? Again, someone showing up with a suitcase full of cash. That's that's open. A more covert or throwaway might be, a vendor offering you concert tickets, inviting you out to dinner. And sometimes that can get a little gray or fuzzy because we have to consider cultural differences. What does that look like in terms of gift giving across the social market? So that's something to consider. Another example is charitable donation. So a business contact might suggest, hey. Show your commitment by donating to my charity. And that that might sound harmless, but it can definitely cross the line if it's time to a business decision. Antitrust risk is not evolving. Executives aren't really in your your view anymore. You know, that can happen in having conversations at conferences or networking events. And, of course, we talked about this. And in our remote hybrid work environment, confidentiality can be hard to manage to manage. This is, information that are heard or shared intentionally at home or in public spaces. And finally, conflicts of interest look different in today's economy. So, historically, couple of the ventures looks like so you tell your employees, don't start a or business that can piece with our company. But now with people having side hustles or or gigs, you know, there there might be overlap that affects your, your company's interest. So this is why it's so important that your training reflects all of these real world evolving risks that, that your employees face day to day. Now with that in mind, I'd love, I'd love for us to take a look at how these scenarios and the rest of the training features we talked about come to life in the platform. And so, Pedro, if you are ready, we'd love for you to give us the walk through of the platform. Sure. Thank you, Tasia. For the sake of efficiency and to avoid any potential glitches, I went ahead and prerecorded my portion of the demo. It runs for about four and a half minutes, and I will cover the course highlights and as well as the capability. So please stand by while I turn it on. Your code of conduct sets the ethical standards and establishes expectations for employee behavior in the workplace. This comprehensive course educates your employees on how to mitigate legal and financial risks through real life examples and ethically challenging scenarios. Specifically, conflicts of interest, protecting organizational assets, maintaining confidentiality, protecting private information and data, and the ethics of gift giving. This best in class training solution offers a fresh, modern, and innovative way to set up and deliver your company's code of conduct training. This course is made up of seven modules that can be deployed as a single course with an approximate run time of forty five minutes. Alternatively, individual modules can be assigned as needed in a just in time format. For example, when some of your employees could use a refresher on your gifts, meals, and entertainment rules, you could assign that one module by itself. Without further ado, let's jump into the demo and see what a learner will experience. When a learner first opens their dashboard, the course will be available to start. Once started, learners will see at the top a progress tracker. It is currently at 0% and will incrementally increase as learners progress through the modules. Next, a learner can select a different language if needed. We currently support 10 languages and also include Chinese, Spanish, and French variants. Now, let's dive into the introduction module. The first page will give a brief introduction of the importance of setting and establishing the organization standards and how the course will help accomplish that. This is then followed by an assessment that will allow administrators to see the learner's baseline understanding of the course topics. The assessment will be repeated at the end of the course to measure effectiveness of training in compliance with DOJ guidelines. Additionally, the course also includes brief knowledge checks within each module as new scenarios are presented. In introduction to conflicts of interest, we start off with a video. Let's go over some of the functionality. You can play the video, adjust the volume, access a transcript, and add closed captions. Video quality can also be adjusted from here. Next, we move into the different types of conflicts of interest, and this showcases one of our engagement modalities that we use throughout the course. The purpose of having a wide variety of modalities, such as videos, illustrations, short knowledge checks, and flip charts, is to keep the interest of the learner. These keep the learner engaged and motivated to learn. Clicking on each card dives deeper into the conflict and how to mitigate the impact it can have on the employee and the organization. Next, we see a quick knowledge check. The learner is asked to select the best answer from a multiple choice selection. Choosing the wrong answer is treated as a learning opportunity, and the learner is encouraged to reconsider and try again. The module then shows a summary page of the content just covered. However, an administrator has the option to configure each module with a policy that aligns with the content of each module. In this example, we see that an administrator can configure module two with a conflict of interest policy at three optional points. The policy can be added at page eleven, twelve, or 13. Additionally, administrators can configure different modules with additional policies, concluding statements, and additional resources. Due to Everfi code of conduct course structure, where each module can be its own separate mini course, we have included similar learning modalities throughout. We start with an intro page, then we introduce video scenarios. We provide examples in various engagement formats, as well as solutions and best practices to mitigate legal and financial risks, and finally, knowledge checks and summaries. And as I mentioned earlier, administrators may upload branded, company specific resources within each course module, creating a truly customized experience. Thank you so much for letting me take you through this brief tour of the course. Thank you so much for sharing that demo, Pedro. Oh, you're welcome. And thank you all for attending today. On your screen, you will see the SHRM credit information for those of you who, want to utilize this credit for your recertification. And I do want to, give you a quick note that you will receive a follow-up email with the link to this webinar as well as the SHRM ID. So if you don't have the chance to, to write it down now, no fret. It will be sent out to you via email. So I'll do that for a couple more seconds. And while that's up there, does anyone have are there any questions? Oh, I see one in the chat. Let me see. How can we get senior leadership where did it go? It was just there. How can we get senior leadership more involved in promoting compliance and where did it go? Oh, and promoting compliance and reinforcing the code of conduct. That's a very good question. And so again, like we talked about, leadership buy in is absolutely key. The most effective organizations I've seen are the ones where employees regularly hear from, from their leaders, as well as that there's an open door policy, with leaders. And so when that culture is built in and those leaders are continually putting out a message about the importance of doing what's right and showing that through their own actions and not just through an annual email. Right? Not just through the code of conduct, but actually incorporating incorporating that into their day to day. Maybe even including a video, right, or a personal message, that really does signal to the staff that integrity is something that's woven into, everyday culture. So that's a really good way to, to get senior leadership more involved. Just have them, you know, speak to the people, put out messaging, ensure that it's it's remains front of mind. Pedro, did you see any other questions? There was a second one, but I'm not sure if you already covered about when would be the best time to launch the training. Okay. I see it here. I mean, ideally, you wanna roll it out with your employees on a pretty consistent basis, of course, with onboarding new employees. But a lot of our partners like to incorporate that sort of training annually. I know with our co code of conduct course and I only share this because maybe you can utilize this in your program. We build it so you're able to deploy it on a modular basis, and so you can drift it out quarterly. Right? You could send a training out every month if you want. But it really is a good idea to keep that that front of mind for your staff and for your employees so it's embedded in the into your company culture. So great question. I don't think we have any other questions. So, again, I will put the SHRM credit code up, and that will be emailed out to you. Feel free, to Pedro and I will stick around for a few more minutes here, so feel free to to hang to, add some questions and answers. But if not, it has certainly been a pleasure, being here to connect with you all today. And happy Thanksgiving if you celebrated. Happy Veterans Day. Happy holiday season. Thank you, Austin. It doesn't look like anyone else has any questions. No? Perfect. Alright. Alright, Pedro. We'll go ahead and and help our session today.