Code of Ethical Conduct: Chipotle Mexican Grill

The fact that the present-day world has become increasingly competitive is not a subject of debate. Surviving in the current commerce sphere demands prudence and precision. Knowing this, Chipotle continuously formulates new laws besides revising its existing ones, all aimed at making the firm a preferred food destination point. While there are many ways of becoming competitive, Chipotle believes that success starts with upright behaviors, which involves how employees interact with each other as well as clients. The firm has an all-inclusive code of ethical conduct, which is the reason behind its success.

Key Areas of the Code of Conduct

Politics is by nature unpredictable and ever changing (Drutman, 2015). Coalitions crop up and go. Public attention arises and disappears. In brief, politics is uncertain. By choosing to remain neutral, Chipotle has in essence presented itself as true public firm. One of the benefits of this stance is that it discourages unhealthy conversation among employees, in this way, increases their concentration. The stance likewise discourages polarization along political lines thereby fostering a favorable environment for economic growth. Secondly, by not favoring any religion, the company presents itself as an equal opportunity employer. In doing so, the organization increases its chances of wooing top talents. Internally, the stance restrains religious discrimination thereby promoting peace coexistence among its workers.

Sexual harassment remains one of the biggest workplace challenges in the present day world. From basic psychology, the vice largely affects the productivity potential of the victim. In consideration of the impact of the previously mentioned, the company has an all-encompassing sexual harassment code. The code protects both women and men, and, as such, promotes equity. Historically, women have been the most affected. Such legislations encourage women participation, which in turn makes the establishment competitive.

There is a great correlation between employee participation and business continuity. Organizations that largely encourage employee participation outperform those that are less encouraging. By welcoming suggestions, ideas, questions, and complains, the institution benefits in several ways. Firstly, participation fosters the spirit of teamwork, an aspect that strengthens relationships between executives and employees. Secondly, employee involvement is cost-effective, as it eliminates the costs of outsourcing. Thirdly, participation boosts the morale of staffs, leading to better business performance.

In comparison to wooing clienteles, maintaining clients is quite challenging (Cooper, 2012). In general, customers demand attention, and so, are more likely to boycott institutions that they deem less conscious of their needs. The code on employee-customer relationships ensures that employees understand that consumers are the nucleus of any organization. The disciplinary law attached to the code further compels staffs to relate well with customers. In this way, the code boosts the customer satisfaction rating of the firm.

Steps to Ensure Adherence to the Code

First, the company needs to introduce both intrinsic and extrinsic rewards. Research reveals that rewards can inspire employees to repeat good behaviors (Cameron, & Spreitzer, 2012). Cameron and Spreitzer argue that there is a strong link between good behaviors and rewards. Their research discloses that repetition of good conducts is more possible in rewarding environments. Examples of extrinsic rewards the company should consider include salary increment, promotions, bonus packages, and public commendations. For the company to benefit out of this system, it has to learn/know when to give which rewards.

Secondly, the firm needs to educate its employees on the relevance of good behaviors. It can achieve this through offering free ethical seminars, books, and magazines. Such provisions will enable its personnel to have a broad understanding of ethics. According to research, organizations can largely influence their workers through education. The just stated implies that organizations are to blame for any unethical demeanors within their environment.

Three Ways to Engage in Social Responsive Activities

Firstly, the company should offer social education. The best way to achieve this would be developing an e-learning center. One of the advantages of eLearning is that the firm will be able to educate many people simultaneously regardless of their locale. Besides, this mode of education is cost effective. Using this means, the firm should strive to educate the public on every aspect of nutrition. Another effective way of educating masses would be through magazines, brochures, and local dailies.

Secondly, the organization should engage either directly or indirectly in charitable activities. For example, it can play a leading role in funding projects aimed at bettering the health of locals. Such actions will significantly raise the contributions of each individual in the community. As a result, the wellbeing of the aided communities is bound to rise.

Thirdly, the establishment needs to have a research center aimed at eliminating food-related hazards. The role of the center will be to test foodstuffs and subsequently declare them appropriate or inappropriate for consumption. Such actions will significantly reduce the number of consumption of poisonous foods.

In conclusion, the company sits at a better place for improvement. From an honest standpoint, its code of ethical conduct is all-inclusive. Should the company be able to encourage adherence to the code, it is bound to be more competitive.


Cameron, K., & Spreitzer, G. (2012). The Oxford handbook of positive organizational scholarship. New York: Oxford University Press.

Cooper, F. (2012). Professional boundaries in social work and social care a practical guide to understanding, Maintaining and Managing Your Professional Boundaries. London: Jessica Kingsley.

Drutman, L. (2015). The business of America is lobbying: How corporations became politicized and politics became more corporate. New York: Oxford University Press.