RESEARCH PROJECT (BMBR 5103) THE IMPACT OF FAIRNESS FACTORS ON CAREER COMMITMENT OF BUREAU VERITAS VIETNAM EMPLOYEE STUDENT’S NAME : HO NGOC PHUONG THAO STUDENT’S ID : CGSVN00018529 INTAKE : SEPTEMBER 2014 ADVISOR’S NAME & TITLE : Dr NGUYEN THE KHAI - DEC 2015 - ADVISOR’S ASSESSMENT ………………………………………………………………………………… ACKNOWLEDGEMENTS I wish to acknowledge the help of several individuals because without their assistance, guidance, and understanding this research would not have been possible Firstly, I am very grateful to my advisor DBA Khai Nguyen His patience, time, and commitment, in addition to his constant encouragement, effort, constructive comments, support, and individualized attention were a major source of inspiration Thank you for trusting in me The other members of my committee were also great assets Thanks to the board of managers and my colleagues of Bureau Veritas Certification Body Vietnam for their precious comments and helps to collect data for this thesis I would like to express my love and gratitude to my beloved wife and son for their understanding and endless love through the duration of doing this assignment TABLE OF CONTENTS ABSTRACT CHAPTER 1: INTRODUCTION 1.1 Introduction of Bureau Veritas Certification Vietnam (BVC) 1.1.1 Overview of company 1.1.2 Organization and personnel structure 14 1.2 Research introduction 14 1.2.1 Statement and purpose of research 14 1.2.2 Significance and scope of research 15 1.2.3 Research question 16 CHAPTER 2: LITERATURE REVIEW 17 2.1 Definition of constructs 17 2.1.1 Work-related expantancies 17 2.1.2 Goal clarity 18 2.1.3 Distributive justice 18 2.1.4 Fairness in skill-based Pay 19 2.1.5 Career commitment 19 2.2 Theory of career commitment 20 2.3 Conceptual research model 22 2.4 Research of hypotheses 24 2.4.1 Hypotheses 1: 24 2.4.2 Hypotheses 25 2.4.3 Hypotheses 26 2.4.4 Hypotheses 28 CHAPTER 3: RESEARCH METHOLOGY 31 3.1 Data collection 31 3.2 Measurement result of each construct 32 CHAPTER 4: RESULTS AND FINDINGS 34 4.1 Data analysis on demographic characteristics 34 4.2 Reliability Statistics 34 4.3 Descriptive Statistics 36 4.4 Correlations among variables 36 4.5 Hypotheses Testing Results 38 CHAPTER 5: DISCUSSION AND RECOMMENDATIONS 40 5.1 Rationale and Summary of Results 40 5.2 Limitation 41 5.3 Recommendation for Future Research 42 REFERENCE 44 APPENDIX A: QUESTIONAIRE 47 APPENDIX B: DEMOGRAPHIC DATA SHEET .50 LIST OF FIGURES AND TABLE Figure 1: Organization chart of BVC Vietnam in 2014 14 Figure 2: Research model of career commitment 24 Table Cronbach's Alpha- Internal consistency 35 Table 2: Summary of Cronbach’s Alpha of the variables 36 Table 3: Summary of descriptive satistics 36 Table 4: Summary of Correlations of all variables 37 Table 5: Model Summary of all hypotheses 38 Table 6: Coefficients of all hypotheses 39 ABSTRACT General statistics office (GSO) said that the labor productivity of Vietnam continued to increase in recent years, averaging 3.7% per year rate in the period 2005 - 2014 However, labor productivity is now Vietnam Men just one-eighteenth of Singapore, one sixth of Malaysia, one third of Thailand and China Vietnam National Productivity Institute reported that disengaged employees cost the Vietnam economy appropriate 30% in lost productivity This study aims to explore one of the many ways to enhance organizational career commitment in job function through the fairness in skill-based payment for employee within the goal clarity The study analyzes the results of a survey of 240 participants who self-identified as being in their current position for more than one year and are over the age of 25 years in BVC (top five of international quality certification service in Vietnam) Individuals who are managed under clarity and fairness system demonstrated significantly career commitment at higher levels of employee behavior than their non-congruent counterparts By identifying the fairness payment system based on skill, goal and distributive justice, HRM department can begin to think about better classification of employees, which should result in higher career engagement CHAPTER 1: INTRODUCTION 1.1 Introduction of Bureau Veritas Certification Vietnam (BVC) 1.1.1 Overview of company Bureau Veritas Certification offers certification services (“Services”) covering audit and certification against an appropriate recognised specification or part thereof to any person, firm, company, association, trust or government agency or authority that apply for Services (“Client”) The audit and certification services offered by Bureau Veritas Certification are “open ended” and are subject to automatic renewal - Bureau Veritas is a world leader in Testing, Inspection and Certification services Created in 1828, Bureau Veritas is a global leader in Testing, Inspection and Certification (TIC), delivering high quality services to help clients meet the growing challenges of quality, safety, environmental protection and social responsibility - As a trusted partner, Bureau Veritas offers innovative solutions that go beyond simple compliance with regulations and standards, reducing risk, improving performance and promoting sustainable development Bureau Veritas core values include integrity and ethics, impartial counsel and validation, customer focus and safety at work Bureau Veritas is recognized and accredited by major national and international organizations - Bureau Veritas Vietnam is a 100% French owned company, established in 1998 under the Investment License No 2042/GP dated March 1998 issued by the Ministry of Planning and Investment of Vietnam - Bureau Veritas Vietnam is a professional services firm dedicated to Quality, Health & Safety, Environment (QHSE) Management and Social Responsibility, in the field of: - Aeronautics – Agriculture – Automotive – Construction; - Real Estate – Consumer Products – Food – Governments; - Public Organizations – Industrial Equipment – International Trade – IT, Telecoms; - Electronics – Maritime Industry – Mines & Minerals – Oil; - Gas – Power & Utilities – Process Industries – Retail – Services – Transport & Infrastructures - Bureau Veritas Vietnam (BV Vietnam) delivers a comprehensive range of services including inspection, audit, testing, classification, certification, asset management, and related technical assistance, training, outsourcing and consulting services - I joined to BV Vietnam from 2013 as a role of Quality management system auditor for the certification service in the South of Vietnam 1.1.2 Eight global business Business scope of BV global base on type as below: - Marine and off shore; - Industry; - In-service inspection and verification; - Construction - Certification - Commodities - Consumer product - Government services and international trade The definitions in this Article apply in these General Conditions for Certification Services: - Accreditation Body: Authoritative body that grants accreditation, under which Bureau Veritas Certification performs its Services - Agreement: the Bureau Veritas Certification’s acceptance of a completed Bureau Veritas Certification Order Form or other instructions for Services from the Client, or Bureau Veritas Certification's acceptance of an agreed quotation for Services, or any instruction or request for services by a Client and subsequent acceptance by Bureau Veritas Certification and performance of Services by Bureau Veritas Certification for the Client These General Conditions govern each Agreement unless separate terms and conditions are agreed to in writing between the Client and Bureau Veritas Certification - Certificate of Approval: Permission issued by Bureau Veritas Certification for a product, service or process to be marketed or used for stated purposes under stated conditions - Bureau Veritas Certification Order Form: Bureau Veritas Certification’s standard form to be completed by the Client setting out the Services to be performed by Bureau Veritas Certification, together with any other information concerning the performance of the Services under the terms of the Agreement The fees for the Services may be set out in Bureau Veritas Certification Order Form or in a separate document or price list - Party and Parties: individually Bureau Veritas Certification or the Client and collectively Bureau Veritas Certification and the Client 10 CHAPTER 5: DISCUSSION AND RECOMMENDATIONS 5.1 Rationale and Summary of Results As stated in the beginning of this paper, the purpose of this research is to examine and approach whether items in terms of Goal and Process Clarity, Distributive justic, Work – Related expectancies and faireness in skill-based pay will have any influence on the Career Commitment of BVC’s employees The followings are some findings of the research and analysis This research hypothesized and supported that when employees’ jobs are congruent with their career commitment, they experience a higher level of employee engagement than employees who are not congruent Therefore, if an employee’s dominant career commitment is represented by his or her job functions, that employee will have higher levels of workplace engagement As research indicates, higher employee engagement leads to positive organizational outcomes (Haid & Sims, 2009; Tuss, 2010) Prior research has linked the congruence fairness in payment and career commitment to increased job satisfaction While these are beneficial outcomes for the employee, current research has indicated that less than 3% of the factors that drive job performance can be attributed to job satisfaction (Performance Minds, 2004; Singh & Greenhaus, 2004) Therefore, an employee could like his or her job but not be efficient, or an employee could dislike his or her job and still be efficient Employee engagement has been identified as one of the best predictors of job performance (Gruman & Saks, 2011; Haid & Sims, 2009; Truss, 2010) Assessing and applying employees’ dominant career commitment can increase their engagement levels and ultimately increase the bottom line In order for organizations to sustain a competitive advantage, they must pay special attention to the well-being and engagement level of their employees (Coetzee & de Villiers, 2010; Schabracq & Cooper, 2000) Now, with the assessment of employees’ career commitment, organizations can try to incorporate 40 their employees’ career commitment into their everyday tasks in order to increase their engagement levels Organizations may want to incorporate identifying their employees’ career commitment into each employee’s performance appraisal developmental plan This addition will give managers a better understanding of their employees’ personal talents, motives, and values systems Managers and their employees can then assess how each employee’s personal career commitment can align with departmental and organizational goals in order to increase productivity, job satisfaction, and engagement—and, ultimately, increase the bottom line Organizations may also want to explore the possibility that career anchors may help with succession planning Through career anchor assessments, organizations may better pinpoint what type of individual is needed in order to fill a position within the organization This study is the first to link congruence of fairness in payment and career commitment and should be further examined in the workplace When top managers are listening and ensuring democracy in the relationship with subordinates, it would help they organizations inspire creative ideas of the employees This can help the company increase opportunities to develop Employees rewarded for their work achievements will become driving force for other employees to follow In conclusion, to step by step improve the commitment from employees to BVC, the necessary thing is that top management should be aware of the importance of developing and retaining its workforce in high competitive labor market And then, focusing on reviewing and revising the HRMS policies and procedures, job analysis and job description creation should be implemented Furthermore, selection people that match with company culture and put them into the right positon are also solutions that could reduce the current status of turnover of BVC 5.2 Limitation 41 There was one major limitation to this study; around 3% of the original data was excluded due to the participants having more than one dominant career commitment My argues that a person can have only one fairness factor is most important in spite of displaying multiple dominant fairness factors In the future, if possible it should be expanded to other production company to obtain a more expository comparison In addition, this research is likely to be repeated at different intervals in order to test its reliability in case different conditions occur Ultimately, the person would have to choose among the dominant factors, and only one factor—the true factor—will prevail because it represents the one thing the individual will not sacrifice Due to the confidential nature of the study, no contact information was collected from the participants This circumstance made it hard to identify which anchor was dominant for the participants with tied factor; therefore, the data was excluded from the study 5.3 Recommendation for Future Research Future research is encouraged in this area and should incorporate a method for determining the top fairness factor for tied anchors Another area of exploration that should be considered is the employee selection process Typically, potential employees are assessed based on their knowledge, skills, and abilities as they relate to the position for which they are applying However, employers may want to consider incorporating a fairness factor assessment into the selection process; this process may give organizations a better look at the talent pool under consideration In order for organizations to begin to assess their talent pool, first they must categorize every job within the organization This will be time consuming in the beginning; however, career anchor assessments will likely yield better long-term results than assessments of job fit because they reflect the unique set of talents, motives, and personal values that a candidate needs to have to be successful in the open requisition 42 Another area to explore is how fairness factors differ across generations This research may shed light on what is most important to the Baby Boomer, Gen X, and Millennial generations, giving organizations a better understanding of what to expect from and how to engage employees of various ages Lastly, future researchers are encouraged to explore how identifying an individual’s fairness factor could be utilized for outplacement services This research could help better identify the optimal of fairness factors compound which career fields prospective candidates should consider—therefore, giving outplacement services a better idea of where to setting the pay system with the best profit for service organization as BVC Some key takeaways from this study include the following: - Knowing the advantage of assessing and identifying fairness factors as goal clarity, distributive justice, work related expectancies - Valuing what is important to your employees and understanding the mutual advantages of incorporating these values into their job functions, and - Knowing what effects this incorporation of fairness goals set will have on your organizational bottom line In the end, congruence of fairness factor has positively correlated to career commitment levels, demonstrating a host of possibilities for both organizations and their employees 43 REFERENCE Aryee, S., Chay, Y W., & Tan, H H (1994) An examination of the antecedents of subjective career success among a managerial sample in Singapore Human Relations, 47(5), 487-510 Blau, G (1989) Testing generalizability of a career commitment measure and its impact on employee turnover Journal of Vocational Behavior, 35, 88-103 Reilly, N R, & Orsak, C L (1991) A career stage analysis of career and organizational commitment in nursing Journal of Vocational Behavior, 39, 311-330 Somers, M J., & Bimbaum, D (1998) Work related commitment and job performance: It’s the nature of the performance that counts Journal of Organizational Behavior, 19, 621-634 Sweeney, P D., & McFarlin, D B (1997) Process and outcome: Gender differences in the assessment of justice Journal of Organizational Behavior, 18( 1), 83-98 Welbourne, T M (1998) Untangling procedural and distributive justice: Their relative effects on gain-sharing satisfaction Group & Organization Management, 23 (4), 477-493 Dulebohn, J H., & Ferris, G R (1999) The role of influence tactics in perceptions of performance evaluations’ fairness Academy of Management Journal, 42(3), 288303 Mansour-Colc, D M , & Scott S G (1998) Hearing it through the grapevine: The influence of source, leader-relations, and legitimacy on survivors’ fairness perceptions Personnel Psychology, 5/(1), 25-54 Skarlicki, D P., Folger, R., & Tesluk, P (1999) Personality as a moderator in the relationship between fairness and retaliation Academy of Management Journal, 42(1), 100-108 44 Folger, R., & Konovsky, M A (1989) Effects of procedural and distributive justice on reactions to pay raise decisions Academy of Management Journal, 32(1), 115 130 McFarlin, D B., & Sweeney, P D (1992) Distributive and procedural justice as predictors of satisfaction with personal and organizational outcomes Academy of Management Journal, 35(3), 626-637 Shaw, J D., Duffy, M K., Jenkins, G D., Jr., & Gupta, N (1999) Positive and negative affect, signal sensitivity, and pay satisfaction Journal of Management, 25(2), 189206 Witt, L A., & Nye, L G (1992) Gender and the relationship between perceived fairness of pay or promotion and job satisfaction, Journal of Applied Psychology, 77(6), 910-917 Pillai, R I., Schriesheim, C A., & Williams, E S (1999) Fairness perceptions and trust as mediators for transformational and transactional leadership: A two- sample study Journal of Management, 25(6), 897-933 Witt, L A., & Nye, L G (1992) Gender and the relationship between perceived fairness of pay or promotion and job satisfaction, Journal of Applied Psychology, 77(6), 910-917 Seibert, S E., Crant, J M., & Kraimer, M L (1999) Proactive personality and career success Journal of Applied Psychology, 84(3), 416-427 Kohn, A (2001) Why incentive plans cannot work In Harward Business Review onCompensation (pp 29-49) Boston, Mass.: Harvard Business School Press Lawler, E E., III (1971) Pay and Organizational Effectiveness: A Psychological View New York: McGraw-Hill OECD (2013) OECD Employment and Labour Market Statistics OECD: Paris 45 http://www.bureauveritas.vn/ Official website of Bureau Vertias Vietnam; http://www.pso.hochiminhcity.gov.vn/, Official website of Statistical Office in Ho Chi Minh City; http://www.moit.gov.vn/, Offical of Ministry of industry and trade of Vietnam 46 APPENDIX A: QUESTIONAIRE Dear Madame/Sir, I am HO NGOC PHUONG THAO from MBA OUM program I would like to take your time to conduct my survey for final report These questions are not concerned with your abilities, but how you see yourself in the way you relate to others, your approach to problems, and how you deal with feelings and emotions Your answer will be helpful to me in enhancing job satisfactions and meet the employees' needs All responses you provide for this survey will remain confidential and use for study purpose only Work-related expectancies It is more likely that I will be given a pay raise or promotion at Bureau Veritas Vietnam if I finish a large amount of work It is more likely that I will be given a pay raise or promotion at Bureau Veritas Vietnam if I high-quality work Getting work done quickly at Bureau Veritas Vietnam increases my chances for a pay raise or promotion Getting work done on time is rewarded with high pay at Bureau Veritas Vietnam Completing my work on time gets me greater approval from my immediate supervisor at BVC, My immediate supervisor at BVC gives me more recognition when I get a lot of work done If I get my job done on time, I have more influence with my immediate supervisor at BVC 47 My immediate supervisor at BVC pays added attention to the opinions of the best workers When I finish my job on time, my job is more secure at BVC Goal clarity 10 My duties and responsibilities 11 The goals and objectives for my job 12 How my work relates to the overall objectives of my work unit 13 The expected results of my work 14 What aspects of my work will lead to a positive evaluation Distributive Justice 15 Promotions or unscheduled pay increases here usually depend on how well a person performs on his/her job 16 Under the present system, financial rewards are seldom related to employee performance (R) 17 There is a tendency for supervisors here to give the same performance ratings regardless of how well people perform their jobs (R) 18 Under the present system, supervisors here get a few tangible rewards for excellent performance (R) 19 Performance appraisals influence personnel actions taken in this organization 20 My supervisor evaluated my performance on things not related to my job (R) 21 I will be demoted or removed from my position if I perform my job poorly 22 My performance rating presents a fair and accurate picture of my actual job performance 23 I will be promoted or given a better job if I perform especially well 48 24 My own hard work will lead to recognition as a good performer 25 I will get a cash award or unscheduled pay increase if I perform especially well Fairness in skill-based Pay 26 Supervisors a good job of certifying employees for skill-based pay raises 27 The skill-based pay certifications are a fair test of employee ability to perform a task 28 If an employee really knows how to perform the tasks that make up a skill level, the employee will be able to pass the certification tests for that skill level 29 The skill-based pay plan is fair to most employees of BVC Career commitment 30 I like this career too well to give it up 31 If I could go into a different profession which paid the same, I would probably take it (R) 32 If I could it all over again, I would not choose to work in this profession (R) 33 I definitely want a career for myself in this profession 34 If I had all the money I needed without working, I would probably still continue to work in this profession 35 I am disappointed that I ever entered this profession (R) 36 This is the ideal profession for a life's work 49 APPENDIX B: DEMOGRAPHIC DATA SHEET Gender  Male  Female  Under 25 years old  From 25 to 35 years old  From 36 to 45 years old  Above 45 years old Age Academic degree  Colleges Degree  Bachelor Degree  Master Degree  Doctoral Degree Working seniority  Under years  From to 10 years  From 11 to 20 years  Above 20 years Working position  Staff  Executive  Supervisor  Manager 50 APPENDIX C: BUSINESS RESEARCH PRESENTATION BUSINESS RESEARCH METHOD THE IMPACT OF FAIRNESS FACTORS ON CAREER COMMITMENT OF BUREAU VERITAS VIETNAM EMPLOYEE Instructor: PhD KHAI NGUYEN Student: HO NGOC PHUONG THAO ID No.: CGS00018529 - OUM.MBA0914-K15C Company description Since 1988 in Paris & 1997 in Vietnam & Asia zone Certification of management systems and second party auditing services in the area of QHSE Management system, Environmental services, Social responsibility, Sector specific (Food, Forest,…) Problem: In 2014, resignation rate is 20% at old group (3yrs exp) & 25% at new group 51 RESEARCH MODEL Work-related expectancies (WE) Goal & process clarity (GL) + H1 + H2 CAREER COMMITMENT (CC) Distributive Justice (DJ) + H3 Fairness in skill-based Pay (FP) + H4  28 questions  240 employees MEASURE OF VARIABLE Variables Author Description Number of items Work-related expectancies Eisenberger, Fasolo, and Davis-LaMastro (1990) The extent to which employees believe that higher levels of job performance will be rewarded 09 Goal clarity Sawyer (1992) Clarity about a job's outcome goals and objectives 05 Distributive Justice Sweeney and McFarlin (1997) Fairness in distributing rewards such as raises, promotions, performance ratings, and general recognition 11 Lee, Law, and Bobko Fairness in skill-based Pay (1998) Skill-based pay systems pay employees for the range, depth, and types of skills applied on jobs 04 CAREER Blau (1989) COMMITMENT Examine individual's commitment toward their occupations, profession, and careers 07 52 CORRELATION WE WE GL DJ FP CC Pearson Correlation GL DJ FP CC Sig (2-tailed) Pearson Correlation Sig (2-tailed) Pearson Correlation Sig (2-tailed) Pearson Correlation Sig (2-tailed) Pearson Correlation Sig (2-tailed) ,239** ,000 ,723** ,243** ,000 ,000 ** ,215** ,647** ,000 ,001 ,000 ,686** ,286** ,664** ,592** ,000 ,000 ,000 ,000 ,619 1 HYPOTHESIS Hypothesis 1: Work – related expectancies is positively with career commitment HR arrangement fit their competence/ expectancy Hypothesis 2: Goal and objective clarity based on performance indicator is positively with career commitment Hypothesis 3: Fairness in distributing rewards such as raises, promotions, performance ratings, and general recognitions is positively with career commitment Hypothesis 4: Fairness in skill-based pay is positively with career commitment In the service field, cross-function team is the core success and make the competitive advantage 53 REGRESSION RESULT Adjusted R = 0.549  54.9% Model Summaryb Model R R Square Adjusted R Square Std Error of the Estimate ,746a ,557 ,549 ,39513 Change Statistics R Square F Change Change ,557 73,729 df1 df2 Sig F Change 235 ,000 DurbinWatson 1,941 a Predictors: (Constant), FP, GL, WE, DJ b Dependent Variable: CC (CAREER COMMITMENT) DISCUSSION Suggest open scope study for labor force in high-tech agriculture in Vietnam to enhance the career commitment with best pay for each employee Explore how identifying an individual’s career commitment could be utilized for outplacement services, special for recent university graduate (unemployment rate of Vietnam 2014 is 6.26% of 20~24 ages) THANK YOU *************** 54 [...]... value on integrity, impartiality and independence which are at the forefront of the daily concerns of all Bureau Veritas employees Indeed, today, the reputation of the integrity of the services of Bureau Veritas has become one of its major selling points of which every Bureau Veritas employee should be proud - It is therefore vital that every Bureau Veritas employee acts in compliance with the Code of. .. Organization chart of BVC Vietnam in 2014 Organization of Bureau Veritas Vietnam is established based on the production lines for ensuring its specialized professional and bring into at most play of the capabilities and experiences of its related staff, base on the structure of LLC (Limited liability companies) During its operation if there is any expertise of the other departments of the company needed, then... educational background The following are the summary of demographic characteristics of the respondents - 68% of respondents are male employees meanwhile the rest of 32% are female employees The distribution of employees’ gender also reflects the characteristics of the certificate service where majority of employees are male as role of auditor - In term of age, the respondents are also various with the. .. alternative positions All of the measures that follow in this chapter ask employees to respond to statements or questions that reflect the employees' beliefs and attitudes about their relationship with the organization, not their behaviors The third measurement issue is the focus of an employee' s commitment Much of the theoretical and empirical work on commitment has focused on the organization This emphasis... additional pay only after they demonstrate the skills, knowledge, and/or competencies that the system rewards Thus, SBP is a person‐based system, because it is based on the characteristics of the person rather than the job In more common job‐based pay systems, pay is based on the job, which employees are entitled to receive even if they are not proficient in their position One dimension is the type of. .. reinforce unity and cohesion and help promotea strategy of profitable growth - The core values of Bureau Veritas "Integrity and Ethics" and “Impartiality and Independence" were the focal point of the work carried out by our profession in 2003, under the leadership of the International Federation of Inspection Agencies (IFIA), which led to the drafting of the first Code of Ethics of Bureau Veritas, published... Validation of the research instruments: The questionnaires were submitted to a panel of experts for validation The panel was asked to review the content of the items in each of the questionnaires and eliminate items they found to be irrelevant to the study After some modifications were made, the questionnaires were resubmitted to the panel, which then unanimously recommended the use of the modified questionnaires... Each of the multiple dimensions of organizational commitment such as affective, normative, and so on describes a basis of commitment For example, affective commitment is a product of the employee' s psychological attachment, liking, and identification with aspects of an organization; normative commitment may arise from an employee' s internalization of values and mission of the organization; and continuance... the relations of internal management items and organizational commitment of employees Therefore, the following questions will be addressed in the scope of study: - How does the Goal clarity influence to organizational career commitment of the employees? - How do work-related expectancies take influence on career commitment? - What is the impact of distributing reward such as raises, promotions, performance... Ethics and compliance The main principle of BV global is continue to grow as a truly global business built upon a solid and long standing reputation which is probably its most important asset - This reputation comes from the continuous application of the strong core values of Bureau Veritas shared by all employees and to which each of us within the Bureau Veritas Group ( Bureau Veritas ) subscribes ... value on integrity, impartiality and independence which are at the forefront of the daily concerns of all Bureau Veritas employees Indeed, today, the reputation of the integrity of the services of. .. reputation comes from the continuous application of the strong core values of Bureau Veritas shared by all employees and to which each of us within the Bureau Veritas Group ( Bureau Veritas ) subscribes... out by our profession in 2003, under the leadership of the International Federation of Inspection Agencies (IFIA), which led to the drafting of the first Code of Ethics of Bureau Veritas, published