Ethical issues are a growing concern for companies, in the wake of a series of corporate governance scandals and the accompanying sharp decline in societal and investor trust in firms. Some companies have responded to these concerns by creating internal ethics programs. In the aerospace sector, for example, companies have focused these efforts on ensuring compliance with government regulations, while in the energy sector, ethics initiatives have concentrated on environmental issues and corporate and social responsibility [ 1]. Companies in pharmaceutical, biotech, and bioagricultural industries must not only comply with a wide array of government regulations and balance the profit motive with social responsibility, but also must deal with the complex array of ethical issues raised by doing business in the biosciences. These complex issues include the production and sale of genetically modified foods; gene therapy experiments and embryonic stem cell research to produce new therapies; animal testing for pharmaceuticals; drug pricing at home and in developing countries; the potential misuse of personal genetic information; how to appropriately commercialize and profit from genetic and biological samples; and the creation of transgenic animals for drug production. Although a theoretical debate rages about whether bioethicists should consult to industry [ 2, 3], no one has systematically examined from the standpoint of bioscience companies themselves how they address these ethical issues and why they do so. In understanding the complex relationship between bioethics and industry, there is a need to obtain insight from the people closest to the phenomenon. Some researchers would like to discount the views of corporate managers, but to do so would inappropriately ignore a very legitimate viewpoint, and a good starting place to begin to understand the issues faced, and approaches taken, by companies. To address this gap, our research team sought to uncover how bioscience companies, from global corporations to small start-ups, address ethical challenges specific to bioscience firms. Using the case study method (see Box 1), we performed more than 100 in-depth, face-to-face interviews with top managers and executives at 13 bioscience companies to learn about bioindustry ethics from their perspective (see Table 1 for a list and description of the 13 companies). Of the 13 companies, the majority can be classified as biotechnology companies, engaged in developing medical products, tools, and bioagricultural or industrial products. We also chose to include some companies for comparison that are part of the biotech value chain: a few pharmaceutical companies that often partner with biotechnology firms, and a contract research organization that is a supplier to biotech firms; thus, we use the term bioscience rather than biotech. We invited 19 companies to take part in the project, and 13 agreed (four pharmaceutical, one biotech, and one bioagricultural company declined). Box 1. Research Methodology Qualitative case study methods were used for this research. Data Collection Data was collected over a two-year period, using a study design approved by the University of Toronto research ethics board. Our research team performed in-depth, open-ended interviews with managers and executives from 13 bioscience companies (more than 100 interviews in total). Media articles, press releases, and company documents were also analyzed to verify the data resulting from the interviews. Data Sources Data was drawn from (1) interview notes, (2) observations from company visits, and (3) written documents (produced by the company and by other sources). Data Analysis Case Studies. The three sources of data were analyzed for each company independently to produce 13 qualitative case studies describing ethical decision making in each company. These case studies were verified for accuracy and approved for publication by each firm. Cross-Case Comparison. To perform the comparison, the case studies and interview notes were coded on four themes: (1) What mechanisms are bioscience companies using to address their ethical issues? (2) How effective are their mechanisms? (3) Why have these bioscience companies decided to implement ethics mechanisms? (4) What ethical issues are these bioscience companies facing and addressing with the previously mentioned mechanisms? In qualitative research, this is known as axial coding. This coding process was performed first by one of our researchers and then verified for validity by other team members. Any discrepancies in results were discussed until consensus was reached. The results from Themes 1 and 2 are discussed in the text of this article, and Themes 3 and 4 are addressed in Box 3 and Table 2, respectively. Table 1 Description of Study Companies Ethical issues are a growing concern for companies. The companies were not approached because they were representative of the bioscience industry, but rather because we knew they had implemented interesting and varied mechanisms to address ethical decision making from which we felt the rest of the industry could learn. In our selection, we were also looking for variety in company size, type, and location. The individual company case studies have been published as a book, BioIndustry Ethics [ 4], and each case provides a detailed examination of the company, the ethical issues it faces, and the mechanisms the company is using to address these issues. What was not covered in the book (and is reported in this article) are the findings from a cross-case comparative analysis of the 13 case studies. The data were analyzed under four themes. The first theme, and focus of this article, examined what mechanisms are being used by these companies to address ethical issues. This theme produced a list of mechanisms that can help to address bioindustry ethics; these are highlighted in Box 2 and described below. The second theme of our analysis was an attempt to see how the companies evaluated the effectiveness of their ethics mechanisms. As will be discussed, this theme, although important, has only been incorporated by a few companies in our study, and only on a preliminary basis, illustrating that this area requires further research and development. Box 2. BioIndustry Ethics Mechanisms Ethical leadership Founder/CEO/management ethical leadership An ethics department External expertise External ethics consultant Ethics advisory boards Internal ethics mechanisms Hiring practices focused on ethics Employee performance evaluations Ethics education and forums for ethics discussion Ethical reinforcement techniques External ethics engagement Ethics mechanisms with partners and suppliers Transparent engagement mechanisms with stakeholders Transparency of science Influencing industry standards and regulations Strategic philanthropy Ethics evaluation and reporting mechanisms Although not discussed at length in this article, the third theme was to understand the reasons why these companies have decided to address ethical issues, and the fourth theme was to learn what ethical issues these companies are facing. The results from theme three produced a list of six reasons why these companies are addressing bioindustry ethics ( Box 3), and the ethical issues facing each firm from theme four are described in Table 2. Box 3. Why Are Bioscience Companies Addressing BioIndustry Ethics? Do the “right thing” Risk mitigation Public reputation Attract and keep the “right” employees Guidance in uncharted waters Promote good science Table 2 Ethical Issues Faced by Study Companies