Ethics_Training_Program

Business Ethics & Conduct: The successful business operation and reputation of TMC is built upon the principles of fair dealing and ethical conduct of our Associates. Our reputation for integrity and excellence requires careful observance of the spirit and letter of all applicable laws and regulations, as well as a scrupulous regard for the highest standards of conduct and personal integrity. The continued success of TMC is dependent upon our customers’ trust and we are dedicated to preserving that trust. Associates owe a duty to TMC, customers, and shareholders to act in a way that will merit the continued trust and confidence of the public. TMC will comply with all applicable laws and regulation and expects its directors, officers, and Associates to conduct business in accordance with the letter, spirit, and intent of all relevant laws and to refrain from any illegal, dishonest, or unethical conduct. In general, the use of good judgment, based on high ethical principles, will guide you with respect to lines of acceptable conduct. If a situation arises where it is difficult to determine the proper course of action, the matter should be discussed openly with your immediate supervisor at TMC. Compliance with this policy of business ethics and conduct is the responsibility of every TMC Associate. Disregarding or failing to comply with this standard of business ethics and conduct could lead to disciplinary action, up to and including an unpaid suspension or termination of employment. B Ethics Training Program: Orientation training on the company (TMC) 1. Timekeeping Policies & Payroll Policies: March 1 2010. 9am-3pm 2. Work Schedules: March 10,2010 2pm-4pm 3. Employment Termination: March 15,2010 9am-3pm 4. Garnishment May 10,2010 9am-3pm 5. Location Breaks May 15,2010 9am-4pm 6. Meal Periods June 1,2010 9am-3pm 7. Jury Duty June 15,2010 9am-4pm 8. Pay Advances June 20,2010 9am-3pm C Discusses systems to Monitor, Audit, and Report Misconduct: Disciplinary Action: Where, in the sole judgment of Company management, a violation or problem does not warrant Immediate dismissal and where management has determined that the Associate should be given the opportunity to correct the violation, or improve his or her performance to an acceptable level, a corrective action procedure may be involved. 1. Disciplinary Action Form: The existence of this process does not in any way change the nature of at will employment or obligates the Company to use this process in any specific case. Additionally, the use of this process should not be construed as preventing, limiting, or delaying the Company from taking appropriate disciplinary action against any Associate, up to and including, immediate termination without prior warning, where the Company in its sole discretion, deems such action is appropriate. 2. Verbal Warning: Advising the Associate verbally of the violation or problem and the need to correct it. 3. Written Warning: Advising the Associate in writing of the violation or problem. The written warning must include guidelines and timetables for acceptable performance. It should also include interim steps and time frames leading to fully acceptable performance. 4. Final Warning : Advising the Associate in writing of a serious violation or problem or the past behavior resulting in a written warning has not improved. Thus, a final written warning is issued. This warning should also include specific steps and Associate timetables for achieving acceptable performance. 5. Dismissal: Corrective action steps may be varied depending upon the individual circumstances and the nature of the offense. The failure of an Associate to respond positively to progressive discipline may lead to dismissal. Exception or deviations from these disciplinary guidelines may occur when TMC deems it appropriate. Management will review and conduct all terminations. Notwithstanding anything to the contrary, TMC retains the right to immediately terminate the employment of any Associate with or without cause, at any time, for any reason without prior warning or notice. As with all other Company policies, nothing herein is intended or should be construed to create a contract between TMC and its Associate. D reduces costs, and in a bro chu format, which is only five pages. To address the worker- availability problem, TMC provided a toll-free number with a message, and they provided short, live training classes for all associates, which consisted of two hours for management and two hours for associates. All training was designed in-house with TMC support made available online, which reduces costs, and in a brochure format, Which is only five pages. 1. Berenbeim, R.E. ( 1992, Spring). “ The Corporate Ethics Test” Business and Society Review, 31 (1), 77-80. 2. Brenner, S.N.(1992). “ Ethics Programs and Their Dimensions.” Journal of Business Ethics, 11, 391-399. 3. Buchholz,R.A.(1989) “ Fundamental Concepts and Problems in Business Ethics”, In Madsen, P.& Shafritz, J. M. (EDS.) (1990). “ Essentials of Business Ethics”, New York: Penguin Books. 4. Dean, P.J. (1992) “ Making Codes of Ethics Real.” Journal of Business Ethics, 11, 285-290. 5. Ferrell & Fraedrich (2008) “ Business Ethics ,Ethical Decision Making and Cases ( Seventh Edition),. 217.