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Jovita Matos Fazenda

jovita@tei.org.za

Jovita is an Ethics Subject Matter Expert and heads up the International Bureau at The Ethics Institute with a Masters in Anticorruption Studies from the International Academy of Anticorruption (IACA), and a Certified Ethics Officer. She serves as a BEN-AFRICA Advisory Board Member and an Associate and Supporter of the Coalition for Organizational Integrity in Mozambique. Jovita is a trained lawyer with an LLB Degree and over 20 years of experience in various legal functions.

She has been an active associate and contributor to the Ethics Institute for the past 8 years, focused on the implementation of the Siemens Integrity Initiative project in Mozambique. A passionate ethics trainer and speaker on ethics, culture, values, and ethics risk management, with experience in designing, implementing, monitoring, and evaluating corporate ethics programs. She has hands-on experience in risk management, particularly in managing ethics and compliance risk, and implementing ethics and corporate governance programs.

“I believe that ethics and values are the basis of any lasting relationship, be it social or business.”

Ethics are at the centre of any sustainability conversation. Only through balancing our interests with those of others and the greater good can we find the equilibrium to build lasting environments and relationships.

Ethics Subject Matter Expert and International Bureau
Masters in Anticorruption Studies
Ethics Officer 493

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Because it works.


The Ethics Institute’s assessments are powerful diagnostic tools that provide a clear picture of your organisation’s ethics management and culture— and more importantly, where and how to improve it. We don’t just measure. We help you move the needle.

Key Results from Recent Assessments


Across a diverse group of organisations, 92.3% showed measurable improvement in their Ethics Culture Maturity Index (ECMI) percentile scores following an ERA and tailored interventions.

Here is what we have seen in practice:

  • Significant Improvements: Most organisations saw double-digit increases in their ECMI scores — some improving by as much as 30 to 40 percentile points.
  • Sustained Growth: Organisations that already had strong ethical cultures managed to strengthen them even further.
  • Gradual Progress: In a few cases, smaller gains pointed to incremental improvement or highlighted areas needing more targeted support.
  • Minor Regression: A small number of organisations experienced temporary setbacks, often linked to internal disruptions such as restructuring or shifting priorities.

Trends by Sector

  • Finance: Organisations in the financial sector consistently demonstrated strong improvements, with several showing substantial percentile gains.
  • State-Owned Enterprises (SOEs): While starting from a lower baseline, SOEs showed meaningful upward trends in ethical culture development.
  • Real Estate: Some maintained high levels of ethical culture maturity, reflecting sustained internal ethics efforts.
  • Retail and Agriculture: More modest progress suggests that further support or deeper systemic engagement may be needed.

What Drives Improvement?


The organisations that achieved the strongest outcomes typically took a structured and strategic approach, which included some or all of the following:

  • Developing a formal ethics strategy and management plan
  • Appointing ethics officers or empowering internal ethics champions
  • Establishing ethics ambassadors to drive awareness at operational levels
  • Rolling out ethics training and awareness initiatives
  • Strengthening whistleblowing protections and safe reporting mechanisms
  • Reviewing and aligning policies, procedures, and governance frameworks with ethical standards

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