Develop a strong organ culture characterised by shared virtues scG's ethical practices are considered important to the organisation's success. They originated from its former leaders and Board of Directors, and have been at the heart of the company's operations since 1913. These ethical practices reflect unwritten traditions handed down through the years, which in 1987 were formalised in the Code of Ethics and then pub- lished (Siam Cement Group, 2007). The code emphasises four core values, which are held in high regard and are put into practice by the Board of Directors, management and staff at all levels: adherence to fairness, dedi- cation to excellence belief in the value of the individual; and concern for social responsibility. Fairness It is every person's responsibility to ensure that anyone who comes into contact with SCG is treated fairly, including customers, shareholders and employees. It icore value of fairness tells us what we should or shouldn't do. Would a decision be fair to all concerned-customers, employees, stockholders, suppliers and investors? Would a price increase negatively impact our customers? When the oil price increased, we adjusted transportation costs for our subcontractors, even before being asked. This is adherence to fairness Former director, corporate human resources SCG is devoted to continual improvement to overcome obstacles and achieve best results for the organisation and its stakeholders. Excellence in SCG is evolution rather than revolution: The uniqueness of SCG lies in being professional. This results from its professional management team, joint ventures with world- class corporations like Dow Chemicals, Michelin and Toyota, and developing our own people. That's what makes evolution in S Everyone here shares the same belief that tomorrow must be better than today. Like, if our work processes have 10 steps can we reduce them to 8,7, 6?