As I said in my opening remarks, there's been a very solid evolution and development of these sorts of elements that contribute to that. I don't think I can name any, other than those I named before.
There have to be explicit expectations. Those expectations have to be announced and reinforced throughout the organization by communications, by training and by constant dialogue. We all have to be aware that the world keeps changing, situations keep changing and people keep changing. Ethics isn't something like mathematics, in which once you know your times table, you don't have to keep relearning it every few years. This is something quite different from that.
Beyond that are all the situations of providing for procedures and offices and so forth, internal to either an organization or a neutral third party, that allow people to seek advice or to raise concerns that they feel it would be too awkward to raise directly with their colleagues or superiors.
All of that is important, but I think the main point is the consistency of the culture, such that those at the top are the ones who are most visible and who end up leading and cascading the ethical culture through the organization. That would be my number one.