Code of Ethical Conduct
The Code of Ethical Conduct prescribes the ethical conduct of members. The code is enforceable.
Best Practice Guidelines for Research Integrity
The Best Practice Guidelines for Research Integrity were developed by the Securities Institute and the Securities & Derivatives Industry Association (SDIA) to assist members manage potential conflicts of interest.
The Guidelines are not mandatory, however the Association believes that they provide a benchmark for best practice in the industry.
This Association was originally known as the SDIA (Stockbrokers and Derivatives Industry Association).
The current Stockbrokers And Financial Advisers Association Constitution can be found here:
Gender Diversity Guidelines
SAFAA’s Guidelines for Gender Diversity are aspirational.
The Association encourages all member firms to implement them as best as they are able.
Research shows that businesses that embrace gender diversity outperform those that don’t
1. Step up as Leaders
1.1 Create leadership teams that embrace and implement gender diversity – lead by example.
1.2 Publicly advocate and support change.
1.3 Actively develop, promote and advance inclusive leaders across your organisation by:
– Publicly talking about the importance of gender diversity
– Creating opportunities to discuss gender diversity
– Talking about the community expectation that at least half of your advisers should be women
2. Create Accountability
2.1 Set granular targets and provide transparency and reporting on progress, measuring and assessing diversity statistics.
2.2 Hold your businesses accountable to targets and continue to monitor success.
2.3 Break entrenched patterns by encouraging leaders at all levels to live the gender diversity objectives of the firm.
2.4 Leaders should articulate the benefits women bring to their teams. Refer Which Two Heads are Better than One by Juliet Bourke. Published by AICD.
Set stretch targets for entry and leadership roles
Provide support and education around gender diversity benefits
Create working groups that assist with the vision and goals
3. Disrupt the Status Quo
3.1 Ask 50/50: If not, why not. Ask 50/50 across career life cycles, from recruitment and talent development to leadership teams, boards and panels.
3.2 Broaden your executive searches and challenge results in creating opportunities.
3.3 Encourage male leaders to act as role models and embrace flexible work practices (eg., pick up children from school)
3.4 Personally sponsor talented women and expect your senior executives to do the same. 3.5 Ensure women get critical experiences in key roles.
3.6 Reflect on work patterns and what it takes to succeed in your organisation. Change the presumption – ask why all roles can’t be done flexibly as a starting point.
3.7 Encourage women to attend industry mentoring and networking events (so they’re not embarrassed to ask!)
Ensure job ads appeal equally to women and men.
Encourage equal representation for graduate programs.
Ensure all interview panels include women.
Embrace industry mentoring and sponsorship programs
Support Women in Stockbroking program
4. Dismantle Barriers for Carers
Get the basics right and build environments where parents and carers thrive and are encouraged to return to work.
Encourage new fathers to take the same amount of paid parental leave taken by new mothers.
Ensure that senior male leaders role model the use of paid parental leave.
Invest in back to work programs making transitions easy.
Support primary carers, both men and women, by creating a supportive culture and awareness.
Get under the numbers to see whether parents returning from leave continue to develop their careers. Intervene where needed.
Supportive parental leave and flexibility policies.
Use the term parental leave, not maternity leave.
Make sure technology supports flexibility (ie.,VPN from home)
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