Home · Governance · Ethics & Integrity
Conduct · Trust · Accountability
Integrity in every decision.
We seek to build businesses and relationships on honesty, respect, fair dealing and responsible judgement—especially when the right choice is not the easiest one.
Honesty
Truthful communication
Respect
Dignity in every interaction
Fair Dealing
Responsible business conduct
Speak Up
Concerns raised in good faith
Accountability
Actions supported by evidence
Our Philosophy
Integrity is not a statement. It is a pattern of conduct.
Ethical business is created through everyday choices: how information is recorded, how people are treated, how suppliers are selected, how conflicts are disclosed and how leaders respond when something goes wrong.
Our intended framework is simple: understand the facts, consider who may be affected, apply the law and approved policies, document material decisions and escalate uncertainty before acting.
01
Do what is right, not merely convenient
Commercial pressure never removes the responsibility to act lawfully, fairly and honestly.
02
Make conduct visible through records
Accurate documentation, clear approvals and traceable decisions support accountability.
03
Protect trust before protecting appearances
Concerns should be examined objectively rather than hidden, minimised or redirected.
04
Learn and improve
Where mistakes occur, the response should address both the immediate issue and the underlying control.
Ethical Standards
The conduct we expect across the group.
These standards are written as an operating framework for employees, directors, contractors and business partners. Final scope, policy ownership and disciplinary processes should be confirmed before formal publication.
01
Honesty & Accurate Records
Communicate truthfully and maintain complete, timely records for transactions, approvals, expenses, inventory, performance and statutory reporting.
Evidence before assertion
02
Respect & Dignity
Treat colleagues, customers and partners professionally. Harassment, intimidation, humiliation and discriminatory conduct are not compatible with our values.
People deserve respect
03
Fair Dealing
Compete, negotiate and partner fairly. Do not misrepresent products, manipulate information or take improper advantage of another party.
Trust over shortcuts
04
Confidentiality & Data
Use personal, commercial and strategic information only for legitimate purposes and protect it from unauthorised access, disclosure or misuse.
Information has duties
05
Conflicts of Interest
Disclose personal, family, financial or outside interests that could influence—or appear to influence—company decisions.
Disclose before deciding
06
Gifts & Hospitality
Never offer or accept anything intended to improperly influence a decision. Apply approved limits, transparency and prior approval where required.
No improper influence
07
Responsible Use of Assets
Protect company funds, property, systems, brands, intellectual property and working time from misuse, waste, fraud or unauthorised personal benefit.
Stewardship of resources
08
Speaking Up
Raise suspected misconduct, control failures or legal concerns in good faith. Leaders should respond fairly, promptly and without retaliation.
Silence is not a control
Ethical Decision Test
Pause when the answer is not clear.
Rules cannot anticipate every situation. Before a material decision, people should be able to explain the facts, the authority used, the stakeholders affected and the reasons the choice is appropriate.
The four-question test provides a practical pause point. If any answer is uncertain, incomplete or uncomfortable, stop and seek guidance before proceeding.
A decision that cannot be explained openly, supported with records or defended consistently should not be rushed through because of commercial pressure.
Does it comply with applicable law, approvals, contracts and current company requirements?
Would the decision treat affected people and counterparties honestly and consistently?
Would we be comfortable if the facts, rationale and records were reviewed independently?
Does the choice support the long-term reputation and interests of the company and stakeholders?
Think.
Escalate.When uncertain
Stakeholder Commitments
Integrity is experienced through relationships.
Our ethical responsibilities extend beyond internal rules. They shape how employees are led, how products are represented, how suppliers are treated and how information is provided to investors, regulators and communities.
01
Employees
A workplace built on dignity, clarity and fair opportunity.
- Respectful treatment
- Clear responsibilities
- Fair review of concerns
- Protection of personal data
02
Customers
Products, pricing and communication that can be trusted.
- Truthful product claims
- Transparent terms
- Responsible service
- Fair complaint handling
03
Suppliers & Partners
Commercial relationships managed without improper influence.
- Clear selection criteria
- Documented agreements
- Respect for commitments
- Ethical sourcing expectations
04
Investors & Group Companies
Decisions supported by reliable information and proper authority.
- Accurate reporting
- Conflict disclosure
- Responsible capital use
- Entity-level accountability
05
Regulators & Communities
Open, lawful and responsible participation in the markets we serve.
- Timely cooperation
- Complete statutory records
- Respect for local standards
- Responsible public conduct
Speaking Up
Concerns should be heard, protected and addressed.
People should be able to raise a concern in good faith without fear of retaliation. Reports should be handled sensitively, shared only with those who need the information and assessed objectively.
The final reporting channels, designated officers, investigation procedures and escalation routes must be approved and published separately. This page therefore describes the intended principles rather than claiming that a particular hotline or committee is already operational.
01
Raise concerns early
Possible fraud, harassment, corruption, conflicts, data misuse, retaliation or serious control failures should not be ignored.
02
Report in good faith
A concern does not need to be proven before it is raised, but information should be provided honestly and without malicious intent.
03
Protect confidentiality
Information should be limited to people responsible for assessment, investigation, legal review or corrective action.
04
Do not retaliate
Retaliation against a person who raises or supports a good-faith concern is itself an ethical concern and should be escalated.
Illustrative Response Flow
01
Listen
Receive the concern respectfully and capture the key facts without premature judgement.
02
Protect
Consider confidentiality, safety, evidence preservation and the risk of retaliation.
03
Assess
Determine seriousness, conflicts, legal implications and the appropriate independent reviewer.
04
Investigate
Review evidence fairly, document findings and give relevant people an opportunity to respond.
05
Resolve
Take proportionate corrective, disciplinary, contractual or control action where justified.
06
Learn
Address root causes, strengthen controls and monitor whether the remedy is effective.
Before public launch, replace this illustrative model with the approved reporting routes, confidentiality statement, responsible officeholders and formal investigation protocol.
Everyday Ethical Risks
Small choices can create large consequences.
Ethical culture is tested in routine commercial situations—not only in major incidents. These examples show when people should pause, document and seek guidance.
01
Supplier Gifts
A supplier offers travel, entertainment or a personal benefit while a commercial decision is pending.
Pause · disclose · seek approval
02
Performance Records
A team is asked to change dates, classifications or numbers to make results appear stronger.
Preserve accuracy · refuse manipulation
03
Related-Party Influence
A family or personal connection could benefit from a purchasing, hiring or contracting decision.
Disclose · recuse where appropriate
04
Confidential Information
Customer, employee, pricing or strategy data is requested for a purpose not connected to authorised work.
Limit access · verify purpose
05
Workplace Conduct
Pressure, humiliation or exclusion is dismissed as necessary to achieve targets.
Protect dignity · escalate patterns
06
Third-Party Shortcuts
An intermediary promises a result through unofficial payments, undisclosed influence or inaccurate documentation.
Stop · verify · do not proceed
from the
TopMade credible by action
Leadership Accountability
Leaders make standards believable—or optional.
Managers and directors have a greater responsibility because people watch what leaders reward, tolerate, question and correct. Ethical leadership requires more than communicating rules.
01
Model the expected conduct
Use the same approval, expense, disclosure and documentation standards expected from others.
02
Create room for questions
Encourage challenge and uncertainty before a risky decision becomes an incident.
03
Respond consistently
Apply standards fairly regardless of seniority, commercial value or personal relationship.
04
Protect people who speak up
Watch for exclusion, pressure, changed duties or other retaliation after a concern is raised.
05
Fix systems, not only individuals
Examine incentives, unclear authority, weak data and missing controls that allowed the issue to occur.
Responsible Technology
Human accountability remains essential in an automated business.
Digital tools can improve speed and visibility, but they do not remove the duty to verify information, protect access and approve consequential actions.
01
AI Augments, Humans Approve
AI may analyse, draft and recommend. Final payments, pricing, postings, customer communications and other consequential actions require authorised human review.
02
One Source of Truth
Material decisions should use approved systems and reliable records rather than unsupported copies, informal messages or unverified AI output.
03
Access with Purpose
System and data access should be limited to legitimate responsibilities, protected by suitable controls and reviewed when roles change.
04
Traceable Automation
Automated workflows should preserve approvals, logs, exceptions and ownership so that outcomes can be understood and corrected.
Related Governance Areas
Ethics is supported by clear policies and controls.
Use the related governance pages to expand the standards that apply to specific risks and decisions.
Governance
Ownership oversight, board responsibilities, delegated authority and subsidiary accountability.
Conduct
Controls concerning improper influence, facilitation payments, gifts, hospitality and third parties.
Disclosure
Identifying, declaring and managing interests that could affect independent judgement.
Reporting
Approved reporting channels, confidentiality, investigation, non-retaliation and oversight.
Publication note: This page describes the intended ethics and integrity framework for LDV Groove Capital and its group companies. It does not confirm that every code, hotline, investigation process, disciplinary framework, training programme or monitoring mechanism is already formally approved or operational. Final public content should be verified against current board-approved policies, employment documents, reporting channels and applicable law.
Trust Through Conduct
Choose what is right. Record it clearly. Take responsibility.
Long-term value depends not only on what a business achieves, but on how decisions are made and how people are treated along the way.
Building businesses, creating brands and delivering long-term value through capital, strategy, partnerships and disciplined execution.
© 2026 LDV Groove Capital Private Limited. All Rights Reserved. · Capital · Strategy · Growth