Defining integrity at work quick takes

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QuickTakes
Quick Overview
Welcome! This workbook will serve as your guide to defining integrity at work – your mission, vision, values,
and priorities.
Values are a powerful source of guidance and inspiration for organisations. They help key people inside and
outside an organisation focus and stay aligned on the right targets, give guidance to the right path and
boundaries for achieving the targets, and serve to increase an organisation’s velocity toward the target.
As your company grows, you need to be able to communicate who you are to new and existing employees
and other stakeholders – integrity at work help you do this. Company values help everyone in the company
guide their activities, behaviours, and decisions. When values are well expressed and baked into a
company’s culture, they help you to:
q Hire the people who best fit your values
q Help the “right-fit” people know that you are the best company to work for
q Help the “wrong-fit” people know that your company is not the right company for them
q Inspire your staff
q Separate staff that are not aligned with your values
q Give guidance for the millions of activities, behaviours, and decisions that are made in your company
every week
q Allow your product market participants to understand where you are going, why you exist, and what is
important to you
q Inspire your product market participants to purchase and use your products.
A values-driven company gives the people, both inside and surrounding the company, extreme clarity on
what to expect and what is expected, which helps you to accelerate toward your values and meet your goals!
DEFINING INTEGRITY AT WORK

A values-driven company gives the people, both inside and surrounding the company, extreme clarity on
what to expect and what is expected, which helps you to accelerate toward your values and meet your goals!
What is Moral/ Ethical Character?
Business ethics are the standards of conduct and rules based on moral principles governing how businesses
and employees should conduct themselves.
There have been several high profile investigations and arrests in the headlines….
Martha Stewart had a billion dollar empire when she made a decision to sell a stock based on an insider
trading tip from her stock broker in 2004.
Martha Stewart was a self-made business icon. She had to call upon those skills to rebuild her brand after
her stint in prison.
The meaning of “ethics” is hard to pin down and views of many rest on shaky ground.
Many people tend to equate ethics with their feelings. A person following his or her feelings may not do what
is right. In fact, feelings frequently deviate from what is ethical. Being ethical is not the same as following the
law. The law often incorporates ethical standards to which most citizens subscribe.
Finally, being ethical is not the same as doing “whatever society accepts.” What then, is ethics? Ethics is two
things.
QuickTakesDEFINING INTEGRITY AT WORK
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So, what then are business ethics?
First, ethics refers to well based standards of right and wrong that prescribe what humans ought to do,
usually in terms of rights, obligations, benefits to society, fairness, or specific values. Put another way
anytime you ask yourself “what you should do,” the question involves an ethical decision.
Secondly, ethics refers to the study and development of one’s ethical standards. In other words, ethics are
standards or rules you set for yourself that you use to guide your efforts do what is right and wrong, or what
you should do. A decision you make is ethical when you choose to do the right thing.
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Cadbury Report - there is a Code of Best Practice :
Principles are those of openness, integrity and accountability.
Openness on the part of companies, within the limits set by their competitive position.
Integrity means both straightforward dealing and completeness.
Boards of directors accountability is through the quality of the information which they provide to
shareholders, and the shareholders through their willingness to exercise their responsibilities as owners.
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Moral issues greet us each morning in the newspapers; confront us in our work or at school. We are
bombarded daily with questions about the justice of our foreign policy, the morality of medical technologies
that prolong our lives, the rights of the homeless, and the fairness of facilitators.
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Dealing with these moral issues is often perplexing. How exactly, should we think through an ethical issue/
what questions should we ask? Some moral issues create controversies simply because we do not bother to
check the facts. This first step, although obvious is also among the most important and the most frequently
overlooked.
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To build relationships that get the work done, the members play certain roles
Some members are encouraging; they get people to open up and get involved. Some are harmonizing; they
relieve tension and at the time of conflict let the group accommodate different views. Some motivate others
to participate. Some bring the group back to its main purpose. In your group, examine the following list and
see what kind of qualities the members contribute to these functions.
q Providing support and encouragement
q Facilitating communication
q Evaluating the process
q Setting goals
q Improving the relationship
q Managing conflict
q Keeping the group focused
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Facts by themselves only tell us what is; they do not tell us what ought to be. Resolving an ethical issue also
requires an appeal to values. Although ethics deals with right and wrong, it is not a discipline that always
leads everyone to the same conclusions.Deciding an ethical issue can be equally difficult for conservatives
and liberals. Of course, there are situations that are wrong by any standard.
To guide our reflection on such difficult questions, philosophers, religious facilitators and other thinkers have
shaped various approaches to ethical decision-making. The five different approaches to values to deal with
moral issues are: The Utilitarian, the Rights, Fairness and Justice, the Goodness, and the Values.
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The key to good corporate governance lies in substance, not form. It is about the way the directors :
q create and develop a model to fit the circumstances of that company and then test it
periodically for its practical effectiveness.
q take control of a regime they have established and for which they are responsible.
One thing is clear, though. Whatever the model, the public must know about it and about how it is operating
in practice. Disclosure should be a central feature of any corporate governance regime. Shareholders,
potential shareholders and the wider public are entitled to real, meaningful detail about the way the directors
say they are carrying out their stewardship role.
The Hon Justice Owen
Royal Commissioner in HIH Enquiry
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We can take lessons from Prophet Muhammad s.a.w. as the model reflected by these characteristics:
Siddiq (Task oriented) The soul of an honest man is always in the side of truth and commendablemoral
attitude and being proud of being servant of Allah. Briefly, honesty is the integrity of a person’s attitude
towards the work mandated to him. Siddiq principles reflect the behaviour of the manager of the company
which is based on the principles of truth, honesty and faith-oriented values.
Amanah (People oriented) The principle of amanah is loyalty and commitment to the company’s
management in carrying out the duties and responsibilities imposed upon him. Business managers must
have good manners. It is a form of liability (responsibility) as a trust holder.
Fathanah (Listening) Businessman should manage his business in a professional manner not only with
honesty and responsibility, but also intelligence (skills), so that what has been entrusted to him is not
neglected. One day, a friend asked: “How can a trust be lost?” and Rasulullah replied: ”If the matter
submitted to the person who is not an expert on it, then wait its destruction” Bukhari. Fathanah personality (a
blend of ’alim and hafidz’) had led the Prophet Yusuf and his economic team to rebuild the land of Egypt.
Tabligh (Telling) Businessman or managers who apply the principles of tabligh (sermons) will convey
information correctly; describe tasks, responsibilities and authorities with polite, courteous and transparent,
so that it can be easily-understood by all stakeholders.
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What do ethics have to do with anything?
Ethics, or positive moral values, are things such as honesty, trustworthiness,loyalty and integrity. Integrity is
an indispensablemoral value that includes acting with honesty, fairness, and decency.
Understanding ethics and demonstrating ethical behaviour are ways young people get ahead. It’s not always
easy, though, and we sometimes we find ourselves in situations where it might be difficult to be honest or
loyal. Understanding what it takes to demonstrate ethical behaviour can help an employee go a long way!
QuickTakes
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DEFINING INTEGRITY AT WORK

To serve God, a Muslim leader is to act in accordance with the injunctions of God and His Prophet (saw),
and must develop a strong Islamic moral character.
This moral character will be reflected by his increasingly strong belief in God as he progresses through
taqwa stages of spiritual development:
q iman,
q islam, and
q ihsan.
Ihsan means doing good and being kind to others. Enlightenment.
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Corporate scandals have created a market for a new breed of independent third parties who provide/sell
guidance on which companies deserve our trust, such as:
q Standard & Poors
q Institute for Corporate Law and Governance
q Institutional Shareholder Services (ISS)
ISS uses a Corporate Governance Quotient that measures global companies against 61 different
governance criteria.
ISS rated Parmalat bottom of the 69 Italian companies in its listings.
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OneTel: The Collapse
Factors of collapse included poor management, trading while insolvent and other breaches of the Australian
Corporations Act 2001. Directors paid themselves large bonuses while the company was insolvent.
http://www.lawbookco.com.au/academic/CorporateMisconductezine/pdf/Gerald%20Minimizing%20Corporate
%20Collapses.pdf
OneTel:
Quotes from Brad Keeling (Director)
“Sometimes you can be good at promoting something. It becomes very big and you still might be good at
promoting but not good enough at managing ”
Brad Keeling in his interview with Herald
“It probably happens a lot. Whether you're an engineer or a marketer, when things start to boom people feel
they're invincible and that feeling of invincibility has to be countered. Everybody is fallible and you have to
realise what your capabilities are.”
Brad Keeling in his interview with Herald
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So, what then are business ethics?
First, ethics refers to well based standards of right and wrong that prescribe what humans ought to do,
usually in terms of rights, obligations, benefits to society, fairness, or specific values. Put another way
anytime you ask yourself “what you should do,” the question involves an ethical decision.
Secondly, ethics refers to the study and development of one’s ethical standards. In other words, ethics are
standards or rules you set for yourself that you use to guide your efforts do what is right and wrong, or what
you should do. A decision you make is ethical when you choose to do the right thing.
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Adelphia Communications, The Indictment:
John (CEO), Timothy (CFO),
Michael Rigas (VP Operations), James Brown (VP Finance), Michael Mulcahey (Dir)
Amongst other things:
Routinely used Adelphia's corporate aircraft for their personal affairs, without reimbursement to Adelphia,
used approx. US$252,157,176 in Adelphia funds to pay margin calls against loans to the Rigas family.
http://www.newsday.com/business/ny-adelphia-indictment,0,6067514.acrobat?coll=ny-business-
headlines
These uses of Adelphia funds and assets for the benefit of the Rigas Family were not presented to or
authorized by the Adelphia Board of Directors, were not disclosed to the Outside Directors, and were not
disclosed to the public.
http://www.newsday.com/business/ny-adelphia-indictment,0,6067514.acrobat?coll=ny-
business-headlines
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“How shall we live?”
Trust is critical. Reputation of counterparty is paramount. Trust leads to confidence and reputation. Real cost
to balance sheet of poor reputation.
Once lost, it is hard to recover.
DEFINING INTEGRITY AT WORKQuickTakes
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Television phone-in poll rigged to get the 'right' Miss Asia elected. Ricky Wong resigned from his position as
chief executive officer of the TV station yesterday after just 12 days in the job, after a public falling out with
Mr. Cheung that was said to be unrelated to the Miss Asia pageant.
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The head of India's embattled Satyam Computer Services resigned on Wednesday and said the firm's profits
had been inflated, sending the stock down more than 80 percent and roiling investor confidence.
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The Securities and Exchange Commission charged Robert Allen Stanford and three of his companies for
orchestrating a fraudulent, multi-billion dollar investment scheme centering on an $8 billion CD program.
"We are alleging a fraud of shocking magnitude that has spread its tentacles throughout the world."
Securities & Exchange Commission
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EU Competition Commissioner Neelie Kroes tells a press conference in Brussels that she has decided to
slap a record fine of 1.06 billion euro ($1.45 billion) on the world's biggest chip maker Intel Inc. for having
abused its market position at the expense of consumers.

Principles of Integrity and Ethics
Leaders began the transformation by first getting the right people on the bus (and the wrong people off the
bus)
“Who” questions came before “what” decisions - before vision, strategy, organisation structure, and tactics.
Leaders must be rigorous, not ruthless in people decisions.Three practical disciplines for being rigorous:
1. When in doubt, don’t hire;
2. When you know you need to make a people decision, act; and
3. Put your best people on your best opportunities, not biggest problems
Knowledge and wisdom are the major reasons which determine the leadership.
”….Say are those equal, those who know and those who do not know? It is those who are endowed with
understanding that receive admonition”
[Al-Quran, 39:9]
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How do we know when something is “ethical?”
What does it mean to be ethical?
Some people think you can’t get ahead by being honest. Do you agree or disagree with this statement.
Explain.
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We are ALL a work in progress–and we can ALWAYS choose to change our behaviours. If you think you
would like to talk to someone about your score, please show this paper to a facilitator or an adult you trust.
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Organisations shape ethical conduct through
q Code of Ethics/ Conduct:
A formal set of guidelines for maintaining ethics in the workplace.
q Codes of Ethics cannot detail a solution for every ethical situation, so corporations provide training in
ethical reasoning along with a Code of Ethics.
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Is it fair to argue for his retention based on friendship, rather than merit?
Is it fair to just tell Eddie and not the other staff affected?
What happens when he tells someone else?
Your boss told you “in confidence”. Would you betray that confidence?
Do you have the authority to reveal this sensitive information?
What will Eddie think of you if you don’t tell him?
How can you balance your responsibility to Eddie and your company?
Management involves taking difficult decisions – balance those of a friend with your employer and all staff
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The building you are in is on fire – you are trapped in a room with one of your parent’s who is incapable of
getting out unaided and a scientist who has the cure for a major disease. Who should you save – the one
you love or the one who could cure millions?
Is it the ‘greatest good for the greatest number’? Or should family be put above all?
What would happen if another person you love has the disease the scientist has the cure for?
You are driving home from a night out when you accidentally hit a pedestrian who now looks seriously
injured. You know you will probably end up going to jail if you stay as you were not paying attention properly
and have been drinking. No one is around and if you leave now it is likely you won’t get found out.
Would you stay and help the person you hit and face the risk of going to jail?
Or would you leave the person, even though it is likely they will not be found for hours and will die.
The Value Approach
The value approach to ethics assumes that there are certain ideals toward which we should strive, which
provide for the development of our humanity. These ideals are discovered through thoughtful reflection on
what kind of people we have potential to become.
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Values are attitudes or character traits that enable us to be and to act in ways that develop our highest
potential. Values are like habits that once acquired they become the characteristic of a person. Moreover, a
person who has developed values will be naturally disposed to act in ways consistent with moral principles.
In dealing with an ethical problem using the value approach, we must ask, what kind of person should I be?
What will promote the development of character within my community and me?
Focuses on attitudes, dispositions, or character traits that enable us to be and to act in ways that develop
our human potential. It asks whether any given action demonstrates human behaviour at its best. Examples:
honesty, courage, faithfulness, trustworthiness, integrity, etc..
The principle states: “What is ethical is what develops moral values in us and our communities.”
Values defined
Your company’s values are what you aspire to be as a company. They are the longest-term and most
aggressive goals for your company. Your values can be organized in many different ways, but most
frequently are organized as your company’s mission, vision, values, and priorities.
The ultimate goal of identifying, expressing, and living your integrity at work is for everyone in and around
your organisation to embrace and act in a manner consistent with your values, including the millions of small
decisions and behaviours that take place on a weekly basis, thereby allowing you to truly reach your values.
Essentially, you reach your values by living your values.
Your values goal can be broken down into mission, vision, value, and priority goals:
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q Mission Goal – All of the people in your organisation understand your organisation’s purpose and work
toward meeting that purpose in their daily work.
q Vision Goal – All of the people in your organisation understand what you want your company and
customer set to “look like” longer term and they use this understanding to both motivate and guide their
work.
q Value Goal – All of the people in your organisation work in a manner that is consistent with your values
and principles.
q Priorities – All of the people in your organisation understand your priorities if there is ever any conflict
between individual values.
Values serve as a guide for everyone inside and outside of your organisation for explaining who you are,
where you want to go, and how you’re going to get there.
What values are not
Values are confusing to a lot of people running emerging growth technology companies. Most of the time we
find that values are so confusing and appear so difficult to create that companies tend to avoid them
altogether. Some companies think of values as a poster to motivate employees. Other companies have
senior managers who believe that values are for the “troops” but not for them. These issues, and others,
have led the vast majority of companies to have very poor values practices and most people to have a
general disregard for or disbelief in the practice. Clearly, these approaches do not meet the goals of true
values and the poor approaches used by other companies make it much more difficult for you to implement
the practice of true values.
Company values are often – but should not be – confused with “product values,” “brand values,” “customer
values,” “business unit values,” “functional values,” or any other values that can be developed for a specific
initiative. Company values are different in that they are the umbrella over all the other values. They should
be aligned, but different.
What is your conclusion from this exercise?
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Participants will decide what they value and how values affect their choices in everyday living.
Participant Handouts: What’s Important to Me?, Value Characteristics,What is a Value?
facilitator Instructions
Have participants fill out the checklist ‘What’s Important To Me?’
(Note: before copying, review list for any that may not be appropriate for your community and delete or
change.)
Ask participants to go back through the list and pick the four to five values that are the most important to
them and write the numbers in the blanks at the bottom. Then have them refer to the ‘Values Characteristics’
handout, find the numbers they have chosen on the left side of the page and write the corresponding words
on the lines at the bottom of the page.
Refer participants to ‘What is a Value?’ Discuss the definition of values. Do the participants think the four or
five they have selected are the qualities that motivate them to act as they do? Have participants share their
values with a friend. Did they have any the same? (It is natural for people to associate with people who
share the same values).
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What is a value?
Values are those inner standards from which you receive the motivation to act as you do and by which you judge
behaviour (both yours and others).
Values signify what is important and worthwhile. They serve as the basis for moral codes and ethical reflection.
Individuals have their own values based on many aspects including family, religion, peers, culture, race, social
background, gender, etc.. Values guide individuals, professions,communities, and institutions.
1. A value must be chosen freely. If you don’t cheat because someone tells you not to, or because you know you
will get into trouble with some authority figure, say, you are not freely acting on your values of honesty and
integrity.
2. A value is always chosen from among alternatives. If you don’t cheat because you are taking a test in an
empty room without any resources, you cannot say you chose not to cheat. There must always be an
alternative in choosing your value.
3. A value results from a choice made after thoughtful consideration of choices. If you don’t cheat because it
never occurred to you to do otherwise, there is no value at play. If you cheat thoughtlessly or carelessly,it
does not reflect a value. Only when you carefully consider alternatives and consequencesand then make a
choice is value reflected in that decision.
4. When you value something, it has a positive quality for you. If your decision not to cheat is something you feel
good about, then it is based on a value. You like yourself for your honesty and integrity. You prize them and
cherish these qualities in yourself.
5. You are willing to publicly stand by your values. Not only are you proud of your choice not to cheat, you will
speak about your position and even try to convince others not to cheat. You declare in your actions and your
words that you value honesty and integrity.
6. When you have a value, it shows up in every aspect of your life. You don’t just talk about having honesty and
integrity – you live it. You will spend time and energy on developing your honesty and integrity. You will
associate with people who also value honesty and integrity. You will make sacrifices (money or otherwise) to
live by your values.
7. Values show up again and again in your actions. Not cheating on one thing does not mean you hold a value.
Only when you make the same kind of choices over and over again in similar circumstances is value at play.
Because of your honesty and integrity, you don’t cheat on anything. From small quizzes to big tests, from
board games to big contests, your value is in effect in every circumstance.
Adapted from materials found on: http://www.mtsu.edu/~u101irm/valuedef.html
Originally from Louis E. Raths, Merrill Harmin, and Sidney B. Simon, Values and Teaching, Columbus, Ohio:
Charles E. Merrill Publishing Co., 1978.
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Values prioritization
Participants are asked to prioritize their own values and reflect on the importance of values in individual and
group decision-making. Participants are asked to link outcomes important to them with values they may hold.
Facilitator Instructions
Participants are asked to prioritize their own values and reflect on the importance of values in individual and
group decision-making. Participants are asked to link outcomes important to them with values they may hold.
This activity follows the ‘Choices and Values’ one.
Participant Handouts – Values Prioritization, What is a Value?, Values Definition Table, materials from
Choices and Values activity
Ask participants to offer their definitions of the word ‘value’. What do people mean when they say things like
‘family values’, ‘school values’, ‘religious values’ etc.?
Review the ‘What is a Value?’ sheet that lists the criteria for values to clarify what makes a value a true
value.
Provide the ‘Values Definition Table’ and explain that 1) participants might use it as a resource when they’re
having difficulty verbalizing what the value at play might be, and 2) as lengthy as this list might be, it is still
an incomplete one, and it is important that they continue to think about the criteria for values in coming up
with values relevant to a given situation.
Review the ‘Choices and Values: Value Characteristics Sheet’.
Ask participants to prioritize their top values on the Value Characteristics Sheet. Have participants rank their
values in order of importance.
Discuss what participants felt they learned from the activity of prioritizing values – Was it difficult? What was
challenging about it? Did they learn anything new about themselves and their own priorities?
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What the Prophet (SAW) did?
He removed duality in public role and private life. Since his every moment is reported, we know that even
before he was appointed the Prophet, he was upfront and honest.
As the Prophet began to speak in the community, many were moved and his expression was commanding
and deeply touching. What was so amazing in his speeches is that they were natural, the Prophet says:
“Every one of you is a shepherd and will be accountablefor his flock. The ruler is a shepherd and will be
accountable for his community; a man is a shepherd of his family and will be accountable for them; a woman
is a shepherd of her husband’s household and will be accountable for her charge; a slave is a shepherd
looking after his master’s property and will be accountable for it. Indeed, every one of you is a shepherd and
will be accountablefor what is under their care.”
Source: Bukhari and Muslim, on the Authority of ‘Abdullah ibn ‘Umar
First we need to go back to the basics
q Every organisation should be guided by a set of values and beliefs
q Provides an underlying framework for making decisions – part of the organisation’s culture
q Values are often rooted in ethical themes, such as honesty, trust, integrity, respect, fairness, . . . .
q Values should be applicable across the entire organisation
q Values may be appropriate for certain best management practices – best in terms of quality, exceptional
customer service, etc..
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Value is noble behaviour, and sin is that which creates doubt and you do not like people to know about it.
Source: Nawwas bin Sam’an in Sahih Muslim
Those who take bribes and those who give bribes are cursed by God.
Source: Bukhari and Muslim, on the Authority of ‘Abdullah Ibn ‘Amr Ibn Al-’As.
Greed and faith can never co-exist in the human heart.
Source: An-Nasa’i, on the Authority of Abu Hurayrah
Mutual consultation and unity or Shura are important and basic principles of democratic leadership
Managerial leaders in Islam must consult with their people before making any decision. It is also the
fundamental aspect of democratic system. Leaders must consult with their subordinators in formulating any
strategy or policy.
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Whenever God makes a man responsible for other people, whether in greater or lesser numbers, he will be
questioned as to whether he ruled his charges in accordance with God’s decrees or not. and that will not be
all. God will question him even about his family members.
Source: Ibn Hanbal, on the authority of ‘Abdullah ibn ‘Umar.
“And those who answer the call of their lord and to worship none but him and performed their prayer
and who conduct their affairs by mutual consultation and who spend of what we have bestowed on
them”
(Al Quran - 42:38)
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The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first.
Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader
first…
The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served,
become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is
the effect on the least privileged in society? Will they benefit or at least not be further deprived?“
Engage the group members in responding to all of the above points
This practice will identify the group’s identity for the members. It also brings the members closer to
understanding themselves in the group of which they have chosen to be a part.
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Case Study
A social worker in a support group for abused women is gradually delegating her responsibilities to the group
members. Her intention is to move the group from a professionally- supported group to a member-led group.
This is due to the changing atmosphere in her agency, lack of funding and a positive move towards self-
sufficiency. She is aware that some women in the group are more committed and attuned to group work.
However, she feels that for the group to sustain itself, all the members need to take ownership. She starts to
move the group to a shared leadership model by asking the group the above questions. In a simple exercise
of going through the above points, group members gradually create an identity and a vision for their group.
Ultimately all causal paths start from learning perspective… and to improve learning
This is the step to begin looking at the work that needs to be done in any given group.
Follower interaction with a leader
A person in a position of responsibility must not require his subordinates to do anything that is not permitted
by Islam. If he does, then they must not obey him. He also said: “No one may be obeyed in what constitutes
disobedienceof God”. If a commander orders someone to do what is forbidden, that person must disobey
the order.
One who walks with a tyrant, in the full knowledge that he is a tyrant, in order to strengthen him, is such as
has already left the fold of Islam.
Source: Al-Bayhaqi, on the Authority of Aus Bin Shurahabil
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Is this actually a serious issue?
Why not just remove the footer and be done with it?
Staff may claim that it is a “matter of principle”
Care of staff is also a “matter of principle”
What happens when two principles conflict?
A number of colleagues may be losing their jobs, so they need to be involved
Is the “customer always right”?
At some point an evaluation of the merits of the two principles has to take place
If you accommodate Inks on this, what happens if they become more demanding?
Are you comfortable in making people redundant over this?
Would you be willing to lose your job over this issue?
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Many large organisations set out their purposes and values as a part of the job of managing stakeholder
relationships.
Such guidelines, or ethical codes, set out desirable conduct and best practices, provide framework to help
employees resolve ethical dilemmas they may encounter in their work.
The individual at work
We all have rights, duties, responsibilities, powers, interests etc. which accrue to us as people within a
society.
We do not lose these moral responsibilities as we enter the work place; instead we gain new ones that are
contingent to holding the post within the organisation.
These new powers, responsibilities, duties, interests, concerns etc. can be different from the ones we had
before, they may even be in conflict with them
Many of the moral dilemmas faced at the workplace are raised by issues that are not peculiar to work but are
to do with interpersonal relationships with the people you are dealing with.
Power, Authority & Trust
We owe special degree of consideration who are closest to us. What is laudable as a private person
becomes suspect once we are acting in trust of a third party (organisation). It is even more suspect if what
makes it possible for that person to act in that way is that the power and authority lent by the organisation
itself
Though it is clear in principle, drawing a line between private and public is not easy.
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Why is it important for us?
Responding to these points moves the group towards a concrete way of looking at actual tasks within any
given group. It also enables the group to develop an identity which they can package in a brochure or flyer to
describe their group and recruit new members.
The prophet facilitated everything for everyone: if you are not able to pray standing up, you may pray sitting
or even lying down. What will you think of a ruling that makes a couple to forcefully remain married forever
even if their characters and interests are not compatibles? The Prophet Muhammad (PBUH) clearly
legislated against such practices. Couples are free to divorce if they chose to do so.
He addressed everyone including his companions in the most beloved way and treated each one of them
with dignity to such an extent that each one felt that he was the most beloved to him amongst all the others.
It is a well-known fact that the Prophet was the supremely successful man in the entire human history (see
the greatest 100 in History of humanity by Michael Hart). He was not just a hero, as Thomas Carlyle has
called him, according to the Qur’an; he was the best example for all mankind (33:21).
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Secrecy, Confidentiality and Loyalty
The problem of protection of confidential information and the circumstances under which it is to be disclosed
arises both in public and private capacities.The duty to tell the truth need to be qualified whether the person
you are telling the truth is entitled to know it.
Gossip has some value in organisational cohesion, but those who engage in this, walk a thin line between
passing on what is justifiablein the public domain (the weather, last night’s episode in the disco, new policy
for space allocation), or what one may know but not casually and promiscuously disclose (X’s marital
problem, Y’s alcoholism, Z’s state of health)
It also matters how one came to be in possession of such information. Many social positions and
occupations require one to be entrusted with information which one may not deal with as if one has learned it
in a private capacity.
The confidentiality of medical report is near absolute; can be made available to other medical person who
may need this for further treatment or to the court of law.
Contractual, professional and moral obligations not to disclose specific information. Clearly, the
organisations have the right to protect the information whose disclosureto the competitors may threaten its
prosperity or survival (client list, industrial processes, management structures – things coming under
Intellectual Property Right – IPR)
46

Personal attributes a leader should develop in himself/herself:
1. Develop competency in the area in which you are leading others.
Whoever delegates a position to someone whereas he sees someone else as more competent (for the
position), verily he has cheated Allah and His Apostle and all the Muslims.
Source: Ibn Taymiyya, Assiyasah Ash-Shar’iyya , 1996
2. Stress value and behave with integrity.
Value is noble behaviour, and sin is that which creates doubt and you do not like people to know about it.
Source: Nawwas bin Sam’an in Sahih Muslim
Those who take bribes and those who give bribes are cursed by God.
Source: Bukhari and Muslim, on the Authority of ‘Abdullah Ibn ‘Amr Ibn Al-’As.
Greed and faith can never co-exist in the human heart.
Source: An-Nasa’i, on the Authority of Abu Hurayrah
3. Maintain balance and self-control.
Three things are part of the good morals of a believer. When he is overcome by anger, his anger should
not drive him to falsehood. When he is happy, his happiness should not take him beyond the bounds of
what is right. When he has power, he should not stake a claim to something which is not his.
Source: At-Tirmidhi, on the Authority of Anas Ibn Malik
4. Be proactive and action-oriented especially when confronting evil.
Whosoever of you sees an evil action, let him change it with his hand; and if he is not able to do so, then
with his tongue; and if he is not able to do so, then with his heart, for that is the minimum that is desirable
from a believer.
Source: An-Nasa’i, on the Authority of Abu Sa’id Al-Khudri.
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5. Be modest and self-effacing (i.e. Collins’ Level 5 Leadership)
Hayaa (i.e. modesty) is a part of Iman and Iman shall be rewarded with Paradise. Foul talk is a part of
neglect [towards God] and neglect [towards God] shall be rewarded with Hellfire.
Source: Ibn Maajah, no. 4174.
Faith (Belief) consists of more than sixty branches (i.e. parts). And Haya (This term “Haya” covers a large
number of concepts which are to be taken together; amongst them are self respect. modesty, bashfulness,
scruple, etc.) is a part of faith.
Source: Bukhari, on the authority of Abu Huraira.
The Messenger of Allah (PBUH) said, “The dearest and nearest among you to me on the Day of
Resurrection will be one who is the best of you in manners; and the most abhorrent among you to me and
the farthest of you from me will be the pompous, the garrulous, and Al-Mutafaihiqun.” The Companions
asked him: “O Messenger of Allah! We know about the pompous and the garrulous, but we do not know
who Al-Mutafaihiqun are.” He replied: “The arrogant people.”
Source: Jabir in At-Tirmidhi.
6. Keep your word.
Three are the signs of a hypocrite: When he speaks, he lies; when he makes a promise, he breaks it; and
when he is trusted, he betrays his trust.
Source: Abu Hurairah, in Bukhari and Muslim.
7. Maintain a positive and cheerful attitude.
Do not belittle any good deed, even meeting your brother (Muslim) with a cheerful face.
Source: Abu Dhar in Sahih Muslim.
8. Do not meddle in what does not concern you.
Part of the excellence of one’s Islam is his giving up of that which does not concern him.
Source: Abu Hurayra, At-Tirmidhi.
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Associate yourself with good people
Associate with well-mannered persons and your manners will improve. Should one see a wise man, who,
like a revealer of treasure, points out faults and reproves; let one associate with such a wise person; it will be
better, not worse, for him who associates with such a one.
The Messenger of Allah (PBUH) said, “The dearest and nearest among you to me on the Day of
Resurrection will be one who is the best of you in manners; and the most abhorrent among you to me and
the farthest of you from me will be the pompous, the garrulous, and Al-Mutafaihiqun.” The Companions
asked him: “O Messenger of Allah! We know about the pompous and the garrulous, but we do not know who
Al-Mutafaihiqun are.” He replied: “The arrogant people.”
Source: Jabir in At-Tirmidhi.
Things are of three categories:
1. a matter whose right guidance is clear, which you must follow;
2. a matter whose error is clear, which you must avoid;
3. and a matter about which there is a difference of opinion, which you must entrust to Allah.
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Compassion is one of the few things we can practice that will bring immediate and long-term happiness to
our lives. The key to developing compassion in your life is to make it a daily practice. The first step in
cultivating compassion is to develop empathy for your fellow human beings. When we encounter someone
who mistreats us, instead of acting in anger, withdraw.
But determine that if people do you good, you will do good to them; and if they oppress you, you will not
oppress them.
Sacrifice of the lamb
Just as the Prophet (S.A.W.), and his companions landed from their rides, and laid the loads down, it was
decided that they would sacrifice a lamb for dinner.
One of the companions volunteered: "I will sacrifice the lamb."
Another: "I will skin it."
Third: "I will cook it."
Fourth: " I will...."
The Prophet (S.A.W.): "I will gather the wood from the desert."
The group: "O Messenger of Allah, it is not becoming of you to discomfort yourself as such. You rest. We will
be honoured to do all this on our own."
The Prophet (S.A.W.): "I know that you are eager to do it all, but Allah isn't pleased with the slave who
distinguishes between himself and his companions, and considers himself better than others.“ Then he went
to the desert, and gathered some wood, and brought it to the group.
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Level 5 hierarchy
“Executives spend more time on managing people and making people decisions than on anything else - and
they should. No other decisions are so long lasting in their consequences or so difficult to unmake. And yet,
by and large, executives make poor promoting and staffing decisions. By all accounts, their batting average
is no better than .333: at most one-third of such decisions turn out right; one-third are minimally effective;
and one-third are outright failures.
In no other area of management would we put up with such miserable performance.
Making the right people decisions is the ultimate means of controlling an organisation well. Such decisions
reveal how competent management is, what its values are, and whether it takes its job seriously.”
Peter F. Drucker “How to Make People Decisions”
Harvard Business Review July-August 1985
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You have already raised your concerns with the Chief Executive via the Risk Committee, so what is new that
may cause him to change his mind?
You believe that your message is being ignored because it is unwelcome and the CE is possibly being
driven by personal financial considerations
If you go above the CE you are going against him, therefore you will have only one opportunity to get your
message across
Failure to have your concerns accepted will leave you with resignation as your only option and possibly
jeopardise your bonus
Is this essentially a commercial matter, or are there valid public interest disclosure issues?
If you “blow the whistle” you will need to ensure that you have followed all of your firm’s procedures, in order
to get notice taken of your complaint
Notwithstanding any whistle-blower protection under the law, you are unlikely to be warmly received within
your firm, even if you are right and resignation may ultimately be inevitable
So, what’s your take away from this?
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Logistics
The basics - You will need:
q A room or quiet area appropriate for the number of people involved
q Tables and chairs laid out in a way appropriate to stimulate engagement and discussion
q Printed dilemmas, one per person
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The subtleties - When possible
q Locate a room that has space for all participants to sit (and breathe) comfortably
q Try and find an area that has windows and if possible, fresh air
q Set out your room in a cabaret–style layout with groups of no more than 6 on a table
q Have space for a flip-chart for each table or wall space for mounting wallcharts
55

Happy is the person who finds fault with himself instead of finding fault with others
1. Ask yourself : what information do I need or what information does my audience need from me. For
example, in developing a flyer you need to decide what information needs to be shared with the
audience. To get your information or to share your information you need to think of a series of open
ended and close ended questions. E.g. in developing a flyer inviting people to a meeting, you should
think of the kinds of questions that should be answered on your flyer. In door to door outreach to invite
people to a meeting, you might start by giving information, but shape the information based on the
questions that the person opening the door might have.
2. Think about these. Do you look in people’s eyes? Do you stand close to people? What is your hand
gestures?
3. We all have perceptions about others and beliefs about ourselves that effect our communication. Our
cultures, our social roles, our personality, our age, all shape our communication with others.
4. There are stages in communication which usually happen automatically.First, you have an intention to
start a communication. This is when you think about your goals. Later, after planning your message, you
begin the l interaction. This is when you make the initial contact, which is the most important stage in
the case of an outreach worker. This is the first impression. Ask the participants to share their
understanding of the first impression. Let them think of a person who made the best first impression.
Ask them to share the qualities in his/her communication which left them with a good first impression.
After an initial contact, people start to exchange responses. In the mutual exchange stage, the
communicatorand the receiver start sharing information/ideas.They start to build a relationshipthe
ability of the communicator to generate a response from the other party make this stage more effective.
Here also the use of open-ended and close-ended questions are emphasized.
5. Ask the participants how they show respect when talking and listening?
Improve yourself all your life
Everyone has been given a life and everyone exists but the main difference between the way you live your
life and the way others do it is to live a fulfilling and content life. At the end of the day, when you look back at
your life, you should be able to see it in a positive light and should be satisfied with the fact that you did
whatever you could to make it worthwhile 57

1.
This issue needs to be raised at once. We are talking here about child labour, and our Code clearly says that “we will never use
forced, compulsory, illegal or child labour, or knowingly work with anyone who does.”
Child labour is still a big problem in many parts of the world, and a major cause of Human Rights abuse. As a global company
working in many different countries we do not want to be a part of that abuse, even indirectly. So wherever we work, we always
apply the standards of our own Code and the values it is there to protect.
In this case it is best to raise the issue with your manager so it can be followed up in the right way. Even though these children may
be above the legal minimum working age in their own country, we need to be quite certain that we are not exploiting children.
What our contractors do is our business.
2.
Our relationship with this customer may be valuable, but commercial interests should never come before our Code.
In this case we are concerned with a potential abuse of fundamental Human Rights. We cannot ignore that and hope it goes away.
Our Code says we will not tolerate any abuse of Human Rights. We will act to protect them and prevent exploitation. And we will
never knowingly take part in, or benefit from, any activity or relationship that violates people’s rights directly or indirectly.
It also tells us that indirect violation usually happens when someone within our network of business relationships commits an abuse.
That network includes our customers.
We work in many parts of the world; including some areas that have a poor record on Human Rights. It’s vital to stay alert so we’re
not involved even indirectly in abuse. Sometimes the argument, “That’s how things work round here” can seem very persuasive.
Never be persuaded.
So even if it risks a valuable relationship and it may just be malicious gossip, an allegation of Human Rights abuse needs to be
investigated. We will always support you if you Speak Up when you think people’s rights are being abused.
At this Company we champion Human Rights.
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3.
Respect for Human Rights is extremely important to the Company. It extends to our suppliers and partners, so we need to be
concerned when we hear that one of them may be abusing the rights of their employees, even if it proves to be unfounded.
never knowingly take part in, or benefit from, any activity or relationship that violates people’s rights directly or indirectly. It also tells
us that indirect violation usually happens when someone within our network of business relationships commits an abuse. That
network includes suppliers, partners and customers.
It’s vital to stay alert so we’re not involved even indirectly in abuse. Sometimes the argument, “That’s how things work round here”
can seem very persuasive. Never be persuaded.
Wherever we work, we always apply the standards of our own Code and the values and working conditions it is there to protect.
That means we have a responsibility to ensure our suppliers are doing the same.
That is why our Code says, “We will take care to check the record and activities of those we work with. If we are already working
with someone we discover is abusing Human Rights, or has done so in the past, we will end the relationship and report the abuse.”
4.
We do not want to risk being associated with any abuse of Human Rights. So every allegation needs to be investigated, if only so we
can discount it.
never knowingly take part in, or benefit from, any activity or relationship that violates people’s rights directly or indirectly.
It also tells us that indirect violation usually happens when someone within our network of business relationships commits an abuse.
That network includes suppliers, partners and customers.
Wherever we work, we always apply the standards of our own Code and the values and working conditions it is there to protect.
That means we have a responsibility to ensure our suppliers are doing the same. So we need to be concerned when we hear that
one of them may be abusing the rights of their employees, even if it proves to be unfounded.
It’s vital to stay alert so we’re not involved even indirectly in abuse. Sometimes the argument, “That’s how things work round here”
can seem very persuasive. Never be persuaded.
Always report any allegation of Human Rights abuse.
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5.
We are an equal opportunity employer. That means we believe all staff should be treated fairly, equally and with respect. An
opportunity, such as overtime, should be offered to all staff. We do not discriminate against others or treat them unfairly. We must
give all our colleagues, male and female, equal opportunities.
To omit one colleague, or a group of colleagues, from this because they might not be able to arrange childcare is discrimination.
After all, there may be male employees who have commitments they need to check. This colleague may well feel angry and
excluded, and her colleagues might feel they’re being asked to do extra work that she doesn’t have to do.
Our Code sets out our principles here:
“We value difference and diversity and believe that each person is entitled to opportunities for employment and promotion based on
their talent and merit. We help each other to excel in an open, fair and equal working environment. We oppose discrimination, and
we Speak Up when we see it.”
We will always treat our people fairly and equally.
6,
We want everyone at the Company to be absolutely clear: we will not tolerate any form of discrimination. We create and maintain a
working environment where everyone is treated fairly and equally.
In the case of someone with a disability our Code specifically says,
“We will ensure those with disabilities are never at any disadvantage when we recruit or promote people.”
It also makes our position against any form of discrimination clear. Here’s what it says:
No Discrimination
At the Company discrimination means treating one person or group unfairly, unequally or disadvantageously because of their: sex,
race, colour, national or ethnic origin, sexual orientation, gender identity or expression, religion, political belief, trade union activity,
marital status, caring responsibilities, disability, age, or citizenship.
We oppose discrimination and we Speak Up when we see it.
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7.
We stand for fair treatment and equal opportunity for all, and we want everyone to know we will not tolerate any form of
discrimination among our staff, or within our business network.
That’s why our Code says,
“We will do our utmost to make sure that when we work with third parties, they treat their people as we treat ours.”
If you hear that anyone we work with may be discriminating against any individual or group, never ignore it, even if you think it’s just
idle talk.
If you see it or experience it, Speak Up.
We will support you and protect you from retaliation.
8.
Ask yourself whether this behaviour is what the Company stands for. If it isn’t then it should be managed. Clearly it isn’t.
Just because this individual is a sub-contractor does not mean we should tolerate behaviour that is unacceptable. And whether he
works hard or is otherwise a “nice guy” is irrelevant.
Our Code asks us all to understand what behaviour is appropriate, so we don’t unintentionally discriminate against others or treat
them unfairly.
It also asks us to never behave in a way that could be offensive, intimidating, malicious or insulting.
In this case, this person’s behaviour is clearly sexist – that is, it is both discriminatory and offensive against one sex. Just because
nobody’s complained does not make it okay. People often feel reluctant to complain, even though they’re upset or uncomfortable.
We don’t want anyone to feel uncomfortable at work because someone else is behaving inappropriately.
You could have a word with this contractor, or report what’s happening to your line manager, Human Resources or Ethics Lead.
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9.
Our Code tells us, “Everyone at the Company has the right to be treated respectfully at all times in a workplace free from any kind of
bullying, harassment or violence. These behaviours are unacceptable, we will not tolerate them, and we will take action against
individuals who behave in this way.”
This is how our Code defines Bullying: “Any offensive, abusive, intimidating or insulting behaviour or abuse of power that makes
someone feel upset, threatened, undermined, humiliated or vulnerable.” And this is the definition of Harassment: “Any behaviour that
offends someone, violates their dignity or intimidates or humiliates them.” What you have witnessed is bullying, harassing behaviour.
And it’s not a one-off. It must be reported, so it can be stopped. Because the bully in this case is a manager, Speaking Up can feel
very difficult. Your colleague may well be frightened of retaliation. You may feel that too. But we provide ways for you to Speak Up
safely. And we will protect you from any retaliation.
The only way to stop bullying in the workplace is to Speak Up.
10.
We should all be able to joke at work – but not at the expense of someone else. We believe that the Company should be a great
place to work. A place where you can do a good job, in a mutually respectful environment.
Our success depends on the skills and diversity of our people. Our Code asks us to stop and think about our behaviour and the
effect it is having on others:
“What seems to you like a harmless comment or action may offend someone whose culture is different from yours. So take care that
your behaviour isn’t making someone else uncomfortable. “ Though it may appear “harmless”, this is inappropriate behaviour that is
actually treating someone else unfairly based on discrimination against their culture and accent. This person is being made to feel
like an outsider, and it’s behaviour that can quickly take root and become the norm unless it is challenged at the outset. If you think
it’s happening, and say nothing, you are participating in it.
So raising this matter with your manager, Human Resources or Ethics Lead is the right thing to do.
Always ask yourself,
“Is this how I’d like to be treated?”
“Is this what we stand for?”
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11.
At the Company, we don’t tolerate any form of harassment in the workplace.
Harassment means any behaviour that offends someone, violates their dignity or intimidates or humiliates them. In this case a
colleague is visibly upset by constant comments. This is harassment, and it is a cause for concern. We will do all we can to make
sure everyone is treated with respect in the workplace and no one feels stressed or unhappy because of the behaviour of others.
These things do eventually fade away, but the best chance of that happening is if a situation like this is monitored so comments like
this stop.
So here this woman’s supervisor should have supported her, and the advice should have been to ask where these comments are
coming from so he or she can take action to stop the behaviour without further humiliating this woman.
Always ask yourself,
“Is this how I’d like to be treated?”
“Is this what we stand for?”
12.
While it would be good to have a chat to check if your colleague is aware their behaviour is upsetting, aggressively shouting at a
colleague is never acceptable.
Whatever the junior has done, we do not tolerate shouting in the workplace. And since this is not normal behaviour for your
colleague, they may need help. So this behaviour must be addressed, and the sooner that happens the easier it is to deal with the
situation. Our Code gives you both the context and the action you should take.
We expect you to:
• Treat everyone at work with courtesy, dignity and respect
• Never behave in a way that could be offensive, intimidating, malicious or insulting
• Never threaten anyone with physical or verbal violence
• Report all incidents of bullying, harassment or violence, or any concerns you have that these might be taking place
• If you see or hear violent or harassing behaviour, do not let it go unreported. Always Speak Up – the sooner the better.
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13.
Our Code makes it absolutely clear that “our work is never so urgent that we cannot take time to do it safely.”
There are systems and processes in place to ensure safety at all times, and there are no circumstances in which these can be
ignored.
Regardless of deadlines, our Code tells us all to:
• Actively promote our safety culture and follow our health and safety standards and processes
• Understand your personal responsibilities and your personal contribution to maintaining a safe workplace.
• Exercise proper care for your health and well being, and that of everyone who may be affected by what you do - or don’t do
• Work within any method statement or risk assessment that applies to your work
No one should ever compromise safety to “get the job done”. Our commercial objectives will never take precedence over doing
what is right and safe.
14.
Our Code tells us to “report any accident or dangerous occurrence.”
It also makes it clear that Health & Safety is the responsibility of all of us. We are responsible not just for our own safety but also for
the safety of others.
So you have a clear responsibility to report this incident, and so does your colleague. You also have a responsibility to assist with
any investigation into an accident or incident.
In this case, if this incident isn’t reported at once, there could be other potentially more serious accidents.
The colleague who slipped might also have a more serious injury than they suspect. If that’s the case they may not be covered if
they haven’t followed the correct procedure for reporting all accidents. And they may also need time off work.
Always immediately report a health and safety incident or concern to your line manager or Health & Safety representative, so we can
rectify the problem and log the incident.
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15.
Sometimes it may seem like there's a good reason for doing the wrong thing. Here you are feeling torn between your loyalty to your
friend and telling the truth. But not to tell the truth isn’t an option, and could also cause harm to others. So let’s work this one through
…
Our Code says, “You have a responsibility to assist with any investigation into an accident or incident, whether that is internal or
external.” When you are asked to assist, you must report what you saw accurately and in an unbiased manner. If an accident isn’t
properly reported, it could happen again, and it’s vital that we all learn from mistakes and errors, so we can train everyone properly
and provide a safe working environment.
Your colleague is in a difficult position, but that’s not your fault and you were the only one who saw what actually happened. Telling
the truth is the only option, you are legally bound to do so – and it is the only way to keep us all safe.
16.
Health and Safety rules on-site are there to keep us all safe. They apply to everyone, not just to some. There are no exceptions. And
we are all responsible for making sure they are followed. That’s why our Code asks everyone to:
• Actively promote our safety culture and follow our health and safety standards and processes
• Understand your personal responsibilities and your personal contribution to maintaining a safe workplace.
• Wear proper items of personal protection equipment when required, and request replacements if the equipment is damaged.
Of course because this is a senior manager and there are guests, you may feel intimidated. But this senior manager should know
better and is behaving in an unsafe way. Our Code empowers you to take action whoever is violating it: “You have a responsibility
to report any concern when you think there may be a violation of our Code, and never knowingly allow or encourage anyone to do
anything that violates our Code.”
Not wearing safety equipment is in violation of our Code and isn’t safe. So you must Speak Up!
Unsafe conditions or work practices?
Need additional training?
Need more information to do it safely?
Speak Up.
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17.
This is a difficult situation; if what you suspect is true then your friend needs help. Failing to act could result in them making mistakes
that could harm themselves or their colleagues. It could also mean that the Company does not carry out its business as it should.
We will try to help you if you have a substance abuse problem, but you should also help yourself, and comply with our requirements.
If we look at those requirements, our Code tells your colleague clearly that we expect everyone to:
• Come to work free from alcohol, drugs, or other substances which could affect your performance
• Let us know if your doctor has prescribed drugs or medication that may impair your performance. We won’t penalise you, but we
do need to make sure you and those you work with are safe.
Your colleague isn’t doing this.
Our Code also tells you clearly:
• Speak Up if you suspect substance abuse by others. It’s your duty to do so.
So you should talk to your line manager or Human Resources about this, before any harm is done. That’s also the best way to help
your friend.
18.
Our Code tells us that we should all “come to work free from alcohol, drugs, or other substances, which could affect your
performance.”
It also requires us to “Speak Up if you suspect substance abuse by others.”
It’s important to know that we will try to help those with problems, and we can’t do that unless we know.
But we have particular policies to protect people from the consequences of drug, alcohol and other substance abuse, and we must
and will act to ensure our people can work in a place that’s safe, healthy and free from substance misuse.
In this case, there’s real danger that this colleague could do harm. So despite your colleague’s words, you must report your concern
immediately. If you don’t, you are risking his safety and the safety of others.
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19.
You’re right to flag this straight away. If your friend does have a problem, they may need help, and it’s important to try to sort this out
before they harm themselves or others.
You should let your line manager or Human Resources department know. Our Code makes it clear that we will try to help anyone if
they have a substance abuse problem, but they should also help themselves, and comply with our requirements. Our Code tells
your friend to “Seek professional help as soon as possible if you have a drug or alcohol problem, and comply with all our
requirements for your recovery.” It also makes it clear that: “We will respect your privacy as far as possible if you are undergoing
treatment.”
“We will work with you to try to return you to your pre-treatment duties, or to an alternative job if that isn't possible.” And it tells all of
us to:
“Speak Up if you suspect substance abuse by others. It’s your duty to do so.”
Substance misuse presents major health and safety risks in the workplace, so we must act to ensure our people can work in a place
that’s safe, healthy and free from substance misuse. If we think it’s necessary, we will put procedures in place to prevent it. These
can include screening for drugs or alcohol.
20.
work in a place that’s safe, healthy and free from substance misuse. And it specifically prohibits the selling of drugs at work:
“Never use, possess, sell or distribute illegal drugs or substances or abuse alcohol at work.”
We want to create a workplace that is free from substance abuse, so we can protect people from its consequences. It is imperative
that as an organisation, we challenge wrong behaviour.
Speak Up if you think drug selling is happening at work. It’s your duty to do so, and you are responsible for reporting violations of our
Code when you become aware of them.
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69

1.
We want everyone to trust that we will do business and trade properly, honestly and lawfully at all times.
Of course mistakes do happen. But when they do, we need to report them and record them properly every time. That ensures that
people continue to believe in our integrity.
We must always do this, and our ability to continue working for Governments around the world absolutely depends on it. That’s why
our Code is very specific about our duty to report mistakes:
“To work with Governments they must be able to trust us. One of the keys to that trust is that we will inform them of any breach of
agreements we have with them. No matter how small, and whether it’s deliberate or accidental, let us know if something has
happened that shouldn’t have.”
Always report any violation of the rules.
2.
It can be very tempting sometimes to just risk breaking a few rules, especially when there are urgent business reasons for doing so.
But there’s a real problem with this. Because while your motives may be of the best, you could possibly get yourself and the
Company into serious trouble that would make the emergency you’re facing right now seem insignificant. It is a very serious offence
to break trade rules, and the need to be secure against international terrorism makes this an especially sensitive area of national
and international law. It could even result in us being unable to trade in a particular country or region. That’s why our Code is very
clear on this “We will comply with national and international restrictions on Trade and Exports/Imports and all legitimate sanctions
and boycotts.” “We will comply with legitimate special trade restrictions. For example, in some countries there are laws covering the
transfer of equipment, software, services or technology to a foreign country or foreign person.”
To be able to continue to do business around the world, we must all follow the rules where there are special trade restrictions or a
special security agreement. This is essential for our continued ability to do Government business. In this case, you could try to see if
someone more senior is able to get the necessary import permissions transacted in time. But you should not go ahead unless
everything is in place.
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3.
Our work for Governments absolutely depends on the way we always honour the requirements made of us. Governments must be
able to trust that we will do this at all times.
This kind of work is often defined around “Special Agreements”. As our Code explains, these are often especially sensitive about
who has access to information. For instance, in the U.S. on some projects our the Company colleagues must get permission before
meeting with the Company colleagues from outside of North America, and follow particular rules once that permission has been
granted – like keeping a record of all phone and in-person contacts with these colleagues. Of course mistakes can happen. But if
they do, we must report them as soon as we become aware of them. That’s why our Code says: “To work with Governments they
must be able to trust us. One of the keys to that trust is that we will inform them of any breach of agreements we have with them. No
matter how small, and whether it’s deliberate or accidental, let us know if something has happened that shouldn’t have.” So in this
case, you absolutely must explain what has happened.
Never try to cover up a mistake. Always report any violation of the rules.
4.
There are very strict rules that tell us what we can and cannot do when we work with Government contracts. In almost all cases
there are restrictions on who has access to information on specific Government contracts. As our Code explains, “these can include
potential transfers to other parts of the Company, and can even apply to any foreign nationals working on our team.”
However, there may be circumstances in which it is permissible to share certain information. You must always check to see if this is
the case. That is why our Code says, “Seek legal or commercial guidance before sharing information or data about customers or
proposal submissions with colleagues from other parts of the Company. This includes information from sources such as a Request
For Proposal (RFP) or a prequalification bid for a customer.”
We need to follow the rules at all times where there are special trade restrictions or a special security agreement. This is essential
for our continued ability to do Government business.
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5.
Our Code says this: “We want to compete in markets that are free, honest and open. And we want everyone to trust that we will
compete fairly. So we always behave ethically, and support and comply with all laws that promote and protect competition whether
we’re working on our own, or with others.”
Our reputation for competing fairly is vital to our success. So we need to take the greatest care to make sure we are not damaging
that reputation or acting illegally. We are allowed to discount, but only if we are doing so on the basis of legitimately received
information. How did we find out this information? That’s a question we must be able to answer if there is an investigation. And in this
case there could well be an investigation as there are potential issues here with competition laws and the ethics of this approach.
For example, the practice of removing the competition and then increasing our prices is known as “Predatory Pricing” and is illegal
under a number of different laws. Even when it’s not the case, the impression that we are manipulating the market, acting unfairly, or
in an underhand manner, can do huge damage to us.
That’s why our Code specifically says, “Seek legal advice if you are uncertain about how to proceed.”
6.
You may have inadvertently put the Company at risk because the conversation revealed commercially sensitive information. So you
do need to report this discussion to your manager and record this meeting. You haven’t done anything wrong so long as the
meeting is recorded and reported.
If it’s not recorded, then those who may have heard the conversation, or someone who discovers that it took place, could gain the
impression that you were trying to fix the market. This is illegal, and could breach anti trust laws. So you and your friend could be in
real trouble, even though you’ve done nothing wrong. These laws exist to stop any attempt to restrict free and fair competition, such
as price-fixing. Many countries apply these laws both inside and outside their borders, so their scope is international. It can be a
criminal offence to violate these laws, involving severe penalties - including prison for individuals and heavy fines for companies.
And even when not proven, just the suggestion of price fixing can seriously damage our reputation. That is why our Code says, “We
will not enter into discussion with competitors or provide them with information about anything that could limit competition, or agree
with them to fix prices, control supplies, allocate markets, boycott customers or suppliers, or enter into any other anti-competitive
agreements.”
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7.
“When we work with partners, or when we partner with competitors to bid for and deliver a contract together, we need to make sure
what we offer and do is ethical and legal, does not disadvantage our customer, and does not misrepresent anything to them.”
We are now in possession of information that suggests this partner does act unethically and illegally to fix prices and disadvantage
customers.
The implications are very serious for us. Even though their actions are on a different contract, their behaviour could reflect on our
own, since we are partnering with them.
What’s more, by doing nothing, and failing to act on this information, we might be accused later of failing both in our duty of care to
our customer, and in doing what’s right.
This is a very tricky situation, and it needs specialists to manage it. That’s why our Code asks us to seek legal advice if we’re
uncertain about how to proceed, and tells us to report any suspicious or anti-competitive behaviour.
8.
It’s fine for us to compete aggressively, so long as it’s fair. And it really matters that we are seen to be competing fairly. Sometimes
that means acting in a way that demonstrates our integrity, but isn’t necessarily to our competitive advantage. Here is such a case.
Without acting in any underhand way we have learned something that we could exploit. But it’s something we shouldn’t know, and
shouldn’t be able to exploit. So let’s walk through what could happen here:
If we use this information, we improve our chances of winning this contract. But we also risk the chance of being accused of unfair
practices. If that were to happen it would severely damage our reputation, and diminish our chances of winning business in many
other bids. And some very important laws regulate the markets to ensure every company operates fairly.
These are called “Anti Trust Laws” and they exist to stop any attempt to restrict free and fair competition, such as price-fixing. Their
scope is international and it can be a criminal offence to violate these laws, involving severe penalties - including prison for
individuals and heavy fines for companies. What’s more, even when not proven, just the suggestion of price fixing can seriously
damage our reputation. Put simply, taking advantage of information we are not entitled to have is just not worth it. It isn’t fair, and it
doesn’t make good business sense. So even if it means we have to forgo the opportunity of this bid, we must report what we’ve
learnt to a member of the legal team. In the long run, it’s to our benefit. We will never risk our reputation to try to gain an unfair
competitive advantage
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9.
It’s so important that our customers trust us. When we partner with a competitor to deliver a service to a customer, trust becomes
even more of a critical issue. That’s why our Code says,
“When we work with partners, or partner with competitors to bid for and deliver work, we always act fairly, honestly and
transparently.” One of the keys to trust in this situation is our Procurement Integrity. Our Code makes it clear how we need to
behave: “We never collude with a partner to misrepresent facts or disadvantage a customer.” In this case, if we acted on our
partner’s information – information we would otherwise not have - we’d be colluding to disadvantage our customer. So the key
business question here is what builds our reputation for trust, and what risks destroying it?
Winning a contract and losing our reputation is the worst deal we can make.
10.
The trust we build with customers is based on the fact that we will never try to cheat them. We say in our Code:
“We will ensure the customer is promptly notified as soon as we are made aware of any error. This is a duty of care we have to all
our customers.” These words must be demonstrated in our actions. Genuine mistakes do sometimes happen. When this is the case,
we won’t seek to blame anyone. But we need to be seen to be acting with integrity. In this case, even though the discovery of the
mistake was made a long time after the event, we should still tell the customer. And we should do all we can to properly explain how
this mistake occurred. Of course if the contract involved working with a partner, this can be complex and difficult. Whether the
mistake was ours or our partner’s, we won’t try to assign blame, but we must be transparent with our customer. If we do this, we are
demonstrating our integrity to those we work with, and those we work for.
We never cheat our partners or our customers.
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11.
Sometimes it can feel like there is a good reason for doing the wrong thing. It can even feel like “justice”. And when there is pressure
or agreement from a partner on taking an illegal course of action, it can be tempting to do so. Never be tempted.
There are no circumstances in which acting illegally or doing the wrong thing can ever be right. So even when we feel we have not
been treated fairly, we cannot try to rectify this through illicit means. In this case, if we were to agree with our partner, we would be
colluding together against the customer. Our Code clearly says, “We never collude with a partner to misrepresent facts or
disadvantage a customer.” It also requires us to: “Accurately and transparently represent any pricing or other information submitted
as part of a bid or proposal, or as a part of delivering our work.” “Ensure that all statements, claims and data you present to
prospective or existing customers are accurate and truthful. Do not provide false or misleading information.”
We cannot and must not go against our Code, and we would risk our reputation if we were to do so.
12.
Working with partners can be complex. But we must ensure that their actions comply with our Code. We cannot be drawn into or
compromised by the illicit or wrongful behaviour of someone else.
Over-billing a customer, even slightly, is against our Code, and if we become aware that this has happened, we must put the matter
right. When we work with partners, we share the responsibility of acting with integrity. In this case, our Code tells us to: “Immediately
report any error to your line manager. Mistakes do happen, but you should rectify them as soon as you realise they’ve been made.”
Proper measures can then be taken to work with our partner to put the matter right.
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13.
To do our business well, we depend on building long-term relationships with the suppliers and third parties we work with, based on
mutual trust.
We have a Supplier Code of Conduct, and expect all our suppliers, partners, sub-contractors and agents to meet our own standards.
But we also promise to deal fairly and honestly with them, and behave according to our own Code in all our dealings with them. Our
Code says: “We clearly define and apply consistent, fair and transparent procurement processes and work within delegated
approval authorities.” This ensures that our suppliers know we always select them on a level playing field, using consistent criteria.
In this case, one supplier may be trying to change that by offering a commercial deal. While some commercial deals are perfectly
legitimate, this one would go against our Code. If we were to accept this offer, it would also create real distrust among our suppliers,
and set a precedent that suggests we can be “bribed” with offers. This opens the road to corrupt dealings.
We must act, and be seen to be acting, with integrity at all times.
14.
We work in many parts of the world, some with dubious Human Rights records. So we must stay alert to what those within our
business network may be doing.
That is why we have a Supplier Code of Conduct and insist that everyone we work with meets our standards. We do not want to buy
goods or services that exploit others, or work with anyone who violates our Code. So we take measures to minimise the risk of
social exploitation within our supply chain. If you have doubts about a supplier, our Code asks you to: “Speak Up if you have any
concerns about their conduct or integrity, and always report any concerns they may have about us.” In this case, no matter what
damage might be done to the project, we must investigate further and make absolutely certain that this supplier is not exploiting
others or abusing Human Rights.
If we work with someone, it is our business what they do and how they do it.
76

15.
While this may seem like a matter of trying to save time for the benefit of the company, by not getting the correct sign-off you have
broken the Company policies and gone directly against our Code, which tells you clearly, “Keep to your delegated approval
authorities.”
Our financial controls are in place to protect the company and employees. Manipulating the system in this manner could be
interpreted as an attempt to defraud the company. So no matter what the motives, doing anything like this is wrong, and is likely to
result in disciplinary action. If the supplier knowingly helped to manipulate the Company processes and procedures then they could
face sanctions too.
Procedures should be in place so that you can get purchase approval from another source if your manager is not available.
16.
When we work with others, it is about mutual trust. While we expect them to meet our standards, they must be able to rely on us
meeting the standards we set for ourselves.
One of those standards is our promise that we will deal fairly and honestly with suppliers and third parties, and pay them promptly. In
this case, a supplier has told you that the Company may have broken it own Code. That makes this your responsibility, because it is
your duty to Speak Up when you believe our Code is being broken. But our Code is also specific about the issue you are facing here
when it says, “Speak Up if you have any concerns about their conduct or integrity, and always report any concerns they may have
about us.” The fact that you are not involved in the project he is working on is irrelevant. You must report what you have been told so
it can be properly investigated.
Our business depends on maintaining trust with all those we work with, and we rely on you to tell us when our Code is not being
followed.
77

17.
When employees come to work for us directly from the Governments we work with, or from clients or competitors, they may well
have in depth understanding and knowledge of their previous employer's strategy, business operations, practices and systems. We
should never turn this into an unfair competitive advantage.
There are usually very strict regulations about what former Government employees who now work with us can and cannot do. We
must understand these and comply with them. However, when we employ former employees of competitors there are fewer formal
guidelines. No former employee should disclose, or ever be asked to disclose, confidential information from or about their former
employer. And they should always comply with any rules made by their former employer about what they can and cannot do or
disclose when coming to work at the Company. In this case, our Code specifically says, “Always be sure that in any bid, proposal or
contract there is no danger that anyone on the team could be accused of giving the Company an unfair advantage or of disclosing
confidential information about a former employer.”
It also requires you to always ask if you are not sure what activities you can or cannot undertake, or what information you can or
cannot disclose.
18.
We have many Government contracts and we must comply with all rules that regulate these relationships. This includes ensuring we
understand and comply with what are often very strict rules about the hiring of former Government officials, especially those who
have been in senior or sensitive positions.
In some countries these can include one-year, two-year or even permanent bans on communicating with, or appearing before, their
former Government colleagues. We always comply strictly with all the rules of each country we are working in. To maintain our
customer’s trust in us, it is also imperative when we employ former Government employees, or former employees of competitors,
that we do not ask them to disclose confidential information, and take every care to understand any rules made by their former
employer. That’s why our Code requires us to always ask if we’re not sure what activities can or cannot be undertaken, or what
information can or cannot be disclosed by former government employees who come to work at the Company.
We should never turn what our employees know about their former employers into an unfair competitive advantage.
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19.
We have many Government contracts and we must comply with all rules that regulate these relationships. This includes ensuring we
understand and comply with what are often very strict rules about the hiring of former Government officials, especially those who
have been in senior or sensitive positions.
In some countries these can include one-year, two-year or even permanent bans on communicating with, or appearing before, their
former Government colleagues. In this situation, it’s possible that the terms of his employment with us don’t prohibit this colleague’s
attendance. But we must always check, and if the terms say a particular employee cannot attend, we must show that we are
complying with all Government regulations. So it would be entirely wrong to ask if it’s okay for this colleague to attend if the terms of
his employment prohibit this.
If he is not allowed to attend such a meeting, it’s no one’s fault, and we can demonstrate our compliance by explaining the situation
and rescheduling.
20.
When coming to work for the Company, no former employee should disclose, or ever be asked to disclose, confidential information
from or about their former employer.
Our Code makes three specific points clear on this: “Comply with any rules made by your former employer about what you can and
cannot do or disclose when coming to work at the Company.” “Never coerce a former employee to disclose any confidential
information about their previous employer.” “Never divulge any confidential information to us about your previous employer.” This
manager is directly violating our Code. So it is your duty to report him, and it is also this colleague’s duty.
We should never turn what our employees know about their former employers into an unfair competitive advantage.
79

21.
We make it clear that when it comes to political donations we do not contribute to any political party, politician or candidate for public
office, or try to raise funds for them. (There’s one exception: where we have a legitimate voluntary Political Action Committee (PAC)
or similar voluntary contribution scheme. See our Code for more details).
The reason is that we must always remain impartial in our dealings with political parties and never try to influence Government
decisions through illegal, dishonest or corrupt means. In this case, the charity in question is non-political and supports the local
community. However, this politician is president. By supporting it, we could be seen to be trying to influence this politician in a quid
pro quo arrangement. Even if we were not trying to do this, any such interpretation could be extremely damaging to us. So it’s
probably best not to contribute here. However, if it is a charity that we really do want to support, you should check with your support
or legal office to see if we are able to do this. By being honest and transparent up front, it could be possible.
You must take care that your actions do not compromise our impartiality
22.
We always remain impartial in our dealings with political parties and never try to influence Government decisions through illegal,
dishonest or corrupt means.
However we may choose to contribute to the public debate on policy issues that directly affect the Company. That’s fine. So in this
case, it’s absolutely fine to appear and give our views. What we must never do is to try to influence Government decisions through
illegal, dishonest or corrupt means. And we must take great care that our actions can’t be interpreted in that way.
However - If we do agree to appear on this show, it’s important that whoever represents us is authorised to speak on our behalf.
80

23.
Our Code is very specific about this. It says,
“Never incur an expense on behalf of the Company, or use any of its assets, resources or accounts to make a contribution to a
political party, politician or candidate for public office.” We must always remain impartial in our dealings with political parties, and we
cannot be seen to be supporting a political donation. If you use our systems to make your donation, that just what we could be seen
as doing. We also need to ensure that your own political views are never mistaken as ours.
However, this is in no way intended to impose any limits on your freedom to hold and express your own political view. It is your right
to do this, so long as it’s legal and doesn’t lead to a conflict of interest.
24.
We expect you to freely engage in political activities, including standing for election to public office, if you choose to do so and it is
your legal right. Of course your participation will be entirely on your own behalf, and your political opinions will not represent the
Company’s position.
However, you must take care that your actions do not compromise our impartiality. That’s why we ask you to take care if you are
involved in any external events where you are asked to speak.
In this particular case, while you are entirely free to speak at this meeting and express your views, before you speak you should
make it absolutely clear that although the notes describe you as a the Company employee, you are not speaking on our behalf, and
your views do not represent ours.
81

25.
Sometimes doing wrong can seem right. For instance, when a small illegitimate payment would prevent a project falling behind
schedule, it may seem harmless to pay up, especially when such payments are “customary”.
However, as our Code makes crystal clear, it is always wrong to do this:
“Facilitation payments are sums of money paid to an official to speed up or “facilitate” their actions. Whatever the local custom, our
Code forbids facilitation payments to be made anywhere in the world. We make no distinction between them and bribes, no matter
how small the amount.”
We insist on this because even on the smallest scale, corruption is corrosive, and just the suspicion of it can severely damage our
reputation. We will not participate in any form of corrupt behaviour, either directly or indirectly, anywhere in the world.
So never make the mistake of making a facilitation payment on the grounds that it is helping our business and it’s okay because “it’s
what everyone does round here.” It is never okay.
Remember: we would rather forego business or lose money than become involved in corruption even on the smallest scale.
26.
It is acceptable to pay this fee as the process and charges are clearly displayed. This is therefore not a bribe or a facilitation
payment.
You can distinguish between a legitimate and illegitimate payment because a legitimate payment is published with a rate card and/or
a clear process for payment. However, the payment should not be to an individual.
Here’s what our Code says about this:
“Obtain a receipt and always record all legitimate payments. These are fixed and published fees – for example, to quickly process a
visa application – and payment for them should be transparent and open.”
In contrast, illegitimate or “facilitation payments” are sums of money paid to an official to speed up or “facilitate” their actions. That’s
why they are sometimes referred to as “grease” or “speed” payments.
Whatever the local custom, our Code forbids facilitation payments to be made anywhere in the world. We make no distinction
between them and bribes, no matter how small the amount.
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27.
We would need to be extremely careful before making a donation of this kind, and in this context. Here is what our Code says:
“Under no circumstances will we approve any irregular payment or payment in kind to win business, encourage others to act
improperly or influence a decision in our favour.” It is hard to see how making this donation could not be seen as doing exactly this.
The problem is that whether the customer means it in this way or not, he has pretty much made this donation a condition of us
winning the contract. So this has the potential to be perceived as a bribe, a gift, or a payment in kind to win business - even if the
intentions of all parties are innocent, the charity is legitimate, and the customer will not personally gain in any way.
However, the real point here is that in situations like this we must always be very cautious, and always ask if we’re not certain. A
situation like this needs to be thoroughly checked, handled sensitively and discussed with senior managers.
28.
Even on the smallest scale, corruption is corrosive, and just the suspicion of it can severely damage our reputation.
That suspicion can fall on us by association if someone we work with is involved in corrupt behaviour or is giving, receiving or
soliciting bribes. This is why our Code says, “Speak Up immediately if you are concerned or know about any corruption, bribery or
facilitation payment involving the Company in any way.” In this situation, it is your duty to tell us, so the matter can be properly dealt
with before any harm is done to our reputation. Even if you believe reporting the matter would damage our commercial interests, you
must always Speak Up when you become aware of a breach of our Code by us, or anyone we are working with.
Our Code always comes before our commercial interests.
83

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