Code of professional behavior of FLC consulting group

(it is accepted by the decision of Board of directors of February 10, 2002, changes and additions are made by the decision of Board of directors of March 9, 2005)

The present corporate Code establishes norms and rules of intra corporate behavior and communication of employees of "Financial and Legal Consultants" consulting group ("FLC") Tyumen.


FLC consulting group - the organization which is carrying out the activity on the basis of uniform general standards of behavior, the principles and values. Going to work, we thereby declare the commitment to these principles and values. We are ready to put all the knowledge, energy, experience for achievement of a common goal - to be the most effective organization - the leader in the field of rendering consulting services with simultaneous awareness of the social importance

FLC mission:
"Protection of business, increase in its profitability and competitiveness"

FLC strategy:
"To work so that to serve public interest, to justify public trust and to show high professionalism"

Motto FLC:
"More to be, than to seem"

Basic principles of FLC:

  • honesty
  • professionalism
  • confidentiality

Algorithm of actions of FLC:

  1. operational analysis of a situation
  2. exact statement of the purposes and tasks
  3. professional realization

FLC guarantees:

  • priority of interests of the client
  • observance of strict confidentiality
  • regular communication with the client
  • objective councils and recommendations
  • maintenance of recommendations by real examples from business and jurisprudence
  • rendering quality services, identification of all possible conflicts of interests and their preliminary permission

Our purpose: to be the recognized leader in rendering consulting business services.

In FLC much attention is paid to stimulation of development of the company and synthesis of experience of experts to make available to clients of carriers of professional knowledge. Therefore we allocate considerable resources for planned participation in thematic conferences and seminars, conducting continuous work on increase of educational level of experts.


In the organization the divisional structure and the control system based on a combination of centralized coordination of activity with decentralized operational management of design groups of structural divisions works.

The basic principles are:

  • Integrity of the organization - existence of accurately constructed integrated organizational structure, as administrative basis and priority need for organization activity.
  • Autonomy - granting quick and production independence of the organization.
  • Coherence - ensuring strictly coordinated functioning of divisions of the organization (both business units, and divisions of providing, maintenance, service) within uniform organizational structure.
  • Orientation to new technologies and the markets - wide use in the activity of the innovations providing competitiveness of carried-out services, and development of the new markets.
  • Personnel improvement - providing to workers, as one of the most important values, conditions for development of creative potential, manifestation of a bigger initiative, responsibility for the charged work and the end results. The organization gives to each worker opportunity of professional growth and optimum working conditions.
  • Social responsibility - recognition of social responsibility before internal and organization environment, satisfaction of interests as workers, and clients and society.


In the conditions of domination of information, knowledge and high technologies human resources get a strategic importance. Personnel improvement, increase of creative potential of workers, their social activity in ensuring success of the organization define its key priorities:

§1. Formation of the organization which is community of the related people, as the workers adherents aimed at realization of the general tasks and the purposes.

§ 2 . Existence of a community of interests, participation when employees and managers divide organization values, its strategy and tactics.

§3. The attitude towards workers on the basis of cooperation, partnership, trust, coherence of actions. Assistance to professional growth and personal development of each employee, to increase of his welfare.

§4. Providing to each employee of the organization of equal opportunities for performance of the professional duties and an objective assessment of its work as the management.

§5. Use of high standards in an assessment of activity of the personnel, the requirement from the workers of unconditional loyalty to the organization, commitment to its corporate values, professionalism, to readiness and aspiration to work with the maximum return.



§1. Principle of personal responsibility. Is the priority principle of intra corporate behavior. Achievement of any strategic objective consists of achievement of smaller purposes and performance of operational tasks. For each of such tasks, the specific worker bears personal responsibility for each site of work.

§2. Principle of collective leadership. In the course of development the decision is possible and it is necessary to discuss a wide range, receiving as much as possible opinions and alternatives. However collective nature comes to an end before decision-making when the principle of personal responsibility starts working. Thus, any doubts and objections should be stated in the course of discussion of the possible decision. After the decision is made, it should be executed qualitatively, with the maximum return.

§3. Principle of observance of regulations and procedures. The approved procedures and the regulations existing in the organization, are directed on optimum achievement of results of work of structural divisions and employees, their violation isn't allowed.

§4. Principle of productivity. The preference is given to achievement of an ultimate goal, objective realization in the organization according to the approved procedures. Working over an objective, the employee can and has to not only designate problem area in the decision, report on it on the head, but also offer versions of decisions. In case of objective need of derogation from the approved procedure demanded for performance of an objective, the worker has to address to the head for adoption of the decision by it.


In the organization the following standards of behavior are applied:

§ 1 . Understanding of uniform collective: We - the uniform labor collective united by common goals, ideas, behavior moral ethical standards.

§2. Principle of a moral and ethical component: We consider ethics and morals as fundamental basis of our work and we undertake to correlate each our decision and an act to standards of honesty, legality and justice.

§3. Discipline and self-discipline maintenance: it is conscious need, our behavior, individual and collective, will promote strengthening of image of all organization.

§4. Maintenance of favorable psychological climate in collective, observance of intra corporate standards of behavior - necessary working conditions, a basis of favorable and effective interaction with colleagues.

§5. Aspiration to obtaining only the honest income, inadmissibility of obtaining the personal income through use of official position or insider information

§6. Observance of interests of the organization in the relation with business partner and contractors: We always act in favor of the person who has entrusted to us protection of the interests, and we do everything possible that there was no decrease in quality of provided services.

§7. Observance of corporate style of communications: direct form of our general interaction with colleagues and partners are the correctness, politeness, including in the conditions of non-standard situations. Manifestation of competence, tactfulness, restraint and goodwill - a basis of successful internal and external communications and achievement of mutual arrangements.

§8. Following to rules of etiquette: the business (office) etiquette observed in everyday behavior, appearance, when holding business meetings, etc., is norm of our daily activity.


Image is an integral part of existence of the organization and represents the generalized image of the organization opening its most characteristic features. Image of the organization is an important instrument of achievement of common goals and it has to be used most effectively.

§1. Each employee of the organization realizes that he (it) represents the person of the organization therefore it is extremely important to remember that each action of the employee of the organization can be apprehended as organization action as a whole.

§2. Use of the official position in mercenary interests for receiving any benefits from external contractors gives to image of the organization negative coloring.

§3. Internal image of the organization can differ from external (the companies with external positive image "strong and steady" can have negative internal image). Positive internal image testifies to comfortable moral and psychological climate in collective, competent business partnership of the management and performers. Heads and employees of the organization are obliged to undertake measures and efforts for formation of positive image of the organization.


§1. The corporate style is the essential part of corporate culture forming at a social environment impression about the organization, expressing individual shape, reputation of the organization on which it judges the public.
Each worker bears information on the organization in the outside world, i.e. creates an image of the organization appearance, behavior manners, culture of business communication, observance of obligations.

The corporate style has to correspond to the level of business management connected with ideas of high professionalism of employees of the organization, quality of rendered services, contacts with the public.

§2. The firm design as an element of a corporate style - is esthetic shape of the subject environment of the organization. The design design of internal premises of the organization sets style of office, the working room: interior, furniture, office equipment, equipment. Its level has a certain impact on corporate culture of the organization, style of behavior of workers, culture on a workplace, behavior of the client, style of business relations.

The correct arrangement of a workplace also plays an important role in creation of the general corporate style, forms idea of the organization. Employees of the organization conform to such rules:

  • to perceive office as the house and to think over all trifles from the point of view of a good form;
  • any subject on your workplace has to follow a specific goal to emphasize image of the organization and your image;
  • to try that the workplace was organized so that at any visitor it associated with high corporate culture and a corporate style of the organization.

§ 3 . The business shape of workers is a person of the organization on whom it is possible to judge extent of development of its corporate culture.

Any element of appearance должн to work for the personality, to speak about taste, a step and sense of proportion, intellectual and other qualities.

The clothes for the businessman are a working tool, a lever on people around. The clothes which have been picked up with taste, make pleasant impression, increase confidence, give not only external, but also internal efficiency.

"office style" is admitted to the organizations of clothes of workers. The clothes of the business woman are an orientation to fashion, elegance, severity of style. The business man has to look self-assured, inspiring trust. The one-color suit is a basic element of clothes of the business man, it is preferable - blue, gray, beige (for summer) flowers.

§ 4 . Style of business communication

  • The main receptions of style of the business communication, admitted to the organizations, are:
  • politeness, correctness, goodwill;
  • familiarity avoiding at communication with colleagues;
  • exception of frivolities, hints, disrespectful attitude towards employees;
  • thorough training to any form of business communication (to negotiations, meetings, performances, receptions, presentations, exhibitions, etc.);
  • observance of requirements of language culture, avoiding of the wrong speech turns, words and sounds - parasites.


§1. The working day of all workers is defined by the internal labor schedule approved in the organization.

§2. Employees of the organization can temporarily depart from the schedule if it is required for performance of an important production task. In all cases of a deviation of the employee from the approved schedule coordination with the direct head is necessary.

§3. Working hours of heads of the organization aren't regulated. Their working day is considered unrationed. Each head works in a mode of performance of specific objectives. Time frames of the working day are defined by production need.

§4. Working meetings and meetings are appointed for a certain time, proceeding from interests and opportunities of their participants. Timely presence on these actions is obligatory for each employee of the organization. Delay on working meetings aren't allowed. In case of impossibility of presence at the planned meeting in stipulated time, the worker needs to notify beforehand on it the direct head and other interested persons.


§1. The organization assumes liability to provide each worker to all necessary for effective work:

  • to provide the workplace equipped with necessary furniture and office equipment according to norms operating in the organization;
  • in due time and in necessary quantities to provide with expendables according to norms operating in the organization;
  • in due time to inform workers internal normative documents, regulations, the instructions concerning their activity.
  • to provide means of communication and communications

§2. Each worker assumes liability to use resources of the organization available at its order most effectively and only in the working purposes. Each worker is obliged to make thrifty use of resources available at his order, not to allow them not rational and not target use, damage, loss, transfer into strange hands.

§3. In a case when certain resources at the same time are required for work to several workers, the decision on distribution of a resource is made by the head bearing responsibility for a resource. If workers can reach the agreement within the competence without participation of the head, such solution is preferable with the subsequent informing of the management.


We work in the uniform organization, and results of work of one worker are directly connected with results of work of another. To build the most effective and comfortable interaction between people, in the organization the following rules are defined:

§ 1 . To be open and ready to communication. Continuous contact with people around is necessary for us for effective work. To receive both result, and pleasure from work in collective, honest human relations are necessary for us. Each employee of our organization has to be always ready to constructive communication.

§ 2 . In communication it is necessary to show mutual respect, politeness and goodwill. It is at all optional to be on friendly terms with all, but to treat people with whom you communicate, kindly and it is validly necessary to receive at least the same relation in reply.

§ 3 . To adhere in a working situation of only constructive communication directed on specific proposals on achievement of result. Mainly critical attitude towards colleagues and their work can't be present at our behavior.

§ 4 . To exclude unethical acts - not to allow and not to participate in any hidden intrigues and manipulations in our collective. Decency and honesty - necessary working conditions of staff of the organization.

§ 5 . Unworthy employee of the organization participation in gossips and conflicts, concealment or concealment of problems. Disputable working situations need to be pronounced directly specifically and aloud. To turn any problem into a task - a source of new ideas. To work by the principle: problem - discussion and the analysis - a problem definition - realization. The different way of the relation to a problem develops in a gossip and further in the conflict.

§ 6 . To avoid value judgment of employees and results of their work. There are no good and bad people, there are only more or less successful in relation to interests of the organization results. Be generous - each worker is worthy the second chance even in case of failure. To state positive evaluation of the work of other employees whenever possible publicly, especially if you their head. To state the negative job evaluation having constructive character, whenever possible privately and only to whom your remarks concern. If you the head, avoid remarks to subordinates in the presence of other workers. Not to criticize other heads in the presence of subordinates and performers.

§ 7 . In case of impossibility to avoid the conflict - to transform it to the constructive course. Search of the optimum decision is often connected with the disputes leading to the conflicts. Dispute can be conducted because of disagreements in decisions, approaches, instead of because of mutual personal claims and ambitions. In the organization only constructive ways of a resolution of conflicts are allowed when the contradiction already passed into a conflict stage. Responsibility for a resolution of conflict (i.e. for search of the optimum decision) bear both the conflict parties, and the head. After adoption of the constructive decision the conflict is considered settled, and both parties are obliged to execute the made decision.

§ 8 . To provide mutual assistance and mutual aid - to ask for the help as soon as there will be a need. The first step in the solution of any problem is its designation. Ask the help - and you by all means receive it. In turn, be ready to give help to the one who will address for it.

§ 9 . To comprehend the contribution to system of work of the organization - first of all, think of how your results will affect organization work. Don't choose only those directions in work which seem easy and advantageous. Don't confer on yourself responsibility for results which you aren't able to reach. Don't hide the mistakes. If you consider that work on any site of your professional orientation can be improved, and you have concrete ways of its improvement, don't hesitate with the offer.

§10. Accurately to represent an objective. If to you something isn't clear in work, there is a misunderstanding of objectives, the purposes, don't hesitate to ask questions to competent employees and the head. The task is more precisely defined, the it is easier to plan solutions, the productivity is higher.

§11. To respect the colleagues, to pay tribute to their advantages, to help (not to prevent) them to cope with the shortcomings, to trust colleagues.

§12. To observe administrative subordination and hierarchy. If in work, in relationship with colleagues and the direct head there were questions of unsoluble character or the organizations doing harm, in that case it is possible to address not to direct, and to the higher head

Article 11 of the OBLIGATION

§1. Work of the effective organization is constructed on mutual obligations between the organization and workers, between heads and subordinates, between the colleagues interacting with each other. Observance of mutual obligations - a necessary condition of constructive work.

§2. Mutual obligations of the organization and the worker are formalized at a stage of establishment of the labor relations at employment and made out in the form of the Employment contract of the organization with the worker, additions to it. Mutual obligations are also reflected in internal normative documents, regulations of the organization, such as the Provision on structural division, Duty regulations, the Internal labor schedule. In total without exception the obligations arising in the course of work, nekvozmozhno to formalize in the form of documents. The obvious consent of the worker expressed in an oral form, also is the basis for obligation emergence.

§3. Assumed liabilities have to be fulfilled by the parties. Disagreement of the worker with a task or doubt concerning possibility of its realization has to be sounded at a stage of its statement.

§4 At impossibility to fulfill the obligation for the objective reasons the worker is obliged to inform at once on it the management and interested persons. At achievement of the obvious mutual arrangement the obligation can be considered stopped or delayed.

§5. For non-performance of any obligation responsibility is provided. The responsibility for violation of the obligation not always has material character, however the fact of non-performance of assumed liability always has to be obviously noted by the management. All workers, regardless of their status and a position bear responsibility for assumed liabilities.

Article 12 SAFETY

§1. At the heart of safety the principle of careful attitude to business reputation of our organization lies.

All employees of the organization regardless of official category and official duties are obliged to protect honor of the organization, to protect and defend its interests, to bear responsibility for actions discrediting the organization. Basis of professional activity of workers within the organization are:

  • devotion to business;
  • interest in results of work;
  • increase of image of the organization.

§2. The organization, keeping the principle of respect of private life of workers and non-interference to it, reserves the right to regulate distribution of information on organization activity. Employees of the organization are obliged to keep strictly a trade secret, to provide confidentiality of information received as a result of office activity which disclosure can cause damage to economic and other interests.

§3. Each employee of the organization is obliged to safeguard the organization not to cause to it damage any action or inaction, workers should observe strictly labor discipline and the regulations established in the organization.

§4. The organization at all doesn't limit a personal liberty of the workers and doesn't regulate their private life. Any information of private life of the worker can be received and used by the organization only from (its) his consent. Each employee of the organization can count on the objective attitude towards.


§1. The organization admits that fact that the solution of the tasks set for it entirely is carried out by her workers and depends on them. Workers daily solve production, commercial, financial and administrative questions, communicate with partners and suppliers, the government and public bodies. Workers create those material and non-material values which we call wellbeing of our organization, our clients and partners, society.

§2. The organization aspires:

  • To give to each worker opportunities for creative, professional and career growth.
  • To provide workers with the fair, equal relation.
  • To give opportunity to play an active role in adoption of the important decisions connected with work.
  • To provide worthy compensation of each category of workers. To provide motivation, encouragement of initiative and creatively conceiving workers.
  • To create system of planning and management of career of perspective workers, to provide office advance, and also possibility of rotation of shots.
  • To provide conditions for professional development and professional skill.
  • To provide maintenance of healthy moral and psychological climate in structural divisions of the organization.
  • To create and provide safe working conditions and healthy environment for work.

§3. The organization appreciates and expects from the workers:


  • Comprehensive knowledge in the specialty
  • High professionalism
  • High efficiency of activity
  • Ability to build the relation with partners, colleagues
  • Possession of adjacent specialties and fields of knowledge
  • Ability and readiness to work with the maximum return


  • Ability to offer new approaches and ideas
  • Aspiration to self-improvement
  • Aiming at achievement of the end result
  • Creative approach to work
  • Activity and independence of thinking
  • Readiness and ability to assume responsibility

Personal qualities:

  • Honesty, decency, sincerity
  • Goodwill in the relation with colleagues
  • High internal culture and self-discipline
  • Understanding of specifics of work in the organizations and ability to keep confidentiality of information
  • Ability and readiness to study and train others
  • Ability and readiness independently to work over professional development

Corporate behavior:

  • Devotion and loyalty to the organization and to its management
  • Assistance to formation of spirit of solid team
  • Readiness to give support and to come to the rescue
  • Readiness to impart the saved up experience and knowledge with young workers


§1. At the heart of daily activity of consultants their professional responsibility both before society, and before clients and colleagues lies. Honesty is the main trait of character necessary for professional recognition. This quality on which the public trust on which the consultant of the organization has to verify all the decisions is based.

§2. The consultant is obliged to support and improve high professional qualities. Consultations the employee possessing an appropriate level of knowledge can carry out only, competences, judiciousness and authority.

§3. Professional remuneration consists in direct dependence on the received results. Professional services shouldn't be offered or appear if under the terms of the contract remuneration or if the definite objectives as a result aren't achieved isn't appointed, or a certain conclusion won't be made.

§4. Effective and effective cooperation demands that the client trusted the consultant and was extremely sincere in the information. Indispensable duty of the consultant – preservation of confidentiality of information of the client. The consultant in the public practice shouldn't open any confidential information without special consent of the client. Consultants, dealing with information from insiders (the persons having owing to official position confidential information on affairs of firm client) bear the same responsibility, as the organization management. They are obliged not to trade on this information and not to open it to someone to another.

§5. The consultant is responsible before colleagues. Consultants of the organization have to cooperate with each other with the purpose of improvement of quality of rendered services, maintenance of public trust and performance of the special duties connected with professional independence.

§6. Requirements imposed to consultants, extend and on the employees of the organization who don't have such status, but constantly or incidentally rendering consulting services.

Article 15 FINAL

We are convinced that following to the general arrangements protects and develops our business, unites our organization in one big collective and gives the chance of growth of welfare of our families, and to ourselves to receive pleasure from work and to be proud of belonging to the organization. Violation of the general arrangements deprives of us these opportunities.