A presentation given during the 39th Annual NCPA Concrete Paving Workshop. By Randall D. Peters, P.E., Consultant, LLC

1. ETHICS FOR ENGINEERS
WORKSHOP
Presented by Randall D. Peters, PE
Consultant, LLC
January 17, 2018

2. PRESENTER
BIOGRAPHY
Randall D Peters, PE, M.ASCE,
M.NSPE
Associate Professor of Practice
UNL Department of Civil Engineering

3. WHAT DOES ETHICS MEAN TO YOU?
• Ethics has to do with what my feelings tell me is right or wrong.
• Ethics has to do with my religious beliefs.
• Being ethical is doing what the law requires.
• Ethics consists of the standards of behavior our society accepts.
• I don’t know what the word means.

4. ETHICS FOR ENGINEERS
38TH ANNUAL NCPA WORKSHOP
Presented by Randall D. Peters, PE
Consultant, LLC
January 17, 2017

5. ETHICS FOR ENGINEERS
38TH ANNUAL NCPA WORKSHOP
Presented by Randall D. Peters, PE
Consultant, LLC
January 17, 2017

7. LEARNING OBJECTIVES
• Understand the meaning of “Professional Ethics”
• Identify Codes of Ethics relevant to Engineering Practice
• Apply understanding to practical case studies
• Know where to find ethics resources

8. ETHICS: DEFINITIONS
• Standards of right and wrong that prescribe what humans ought to
do.
• Doing was is right, honorable, legal, and honest.
• Accepted norms of right and wrong.
• A system of moral principles based upon common values.
• The rules and standards governing the conduct of members of a
profession.

9. PERSONAL
ETHICS
Different grounds
Much agreement

10. COMMON
MORALITY
Different grounds
Much agreement

12. THE ENGINEERING PROFESSION
Engineering practice can be defined as a “profession” as opposed
to a job.
EA_Handbook.pdf

13. ATTRIBUTES OF A PROFESSION
• Work requires special skills, judgement, and exercise of discretion.
• Membership in the profession requires formal education.
• Special societies (controlled by members of the profession) establish
standard for admission into the profession and conduct of its
members.
• Significant public trust relationship with the larger public.

14. CODES OF ETHICS
• Nebraska Board of Engineers & Architects Code of Practice
• ABET Code of Ethics
• NSPE Code of Ethics
• ASCE Code of Ethics
• Corporate Code of Ethics

15. NEBRASKA BOARD OF ENGINEERS &
ARCHITECTS CODE OF PRACTICE
• 5.1 Competence
• 5.2 Conflict of Interest
• 5.3 Disclosure of Professional Relationships or Responsibility
• 5.4 Compliance with Laws
• 5.5 Professional Conduct
• 5.6 Use of Regulated Titles
• EA_Handbook.pdf
Code of Practice

17. AMERICAN SOCIETY
OF CIVIL ENGINEERS
• Code of Ethics
• http://www.asce.org/code-of-ethics/
• ..ASCE Ethics Guidelines.pdf

18. NATIONAL SOCIETY OF
PROFESSIONAL ENGINEERS – CODE
OF ETHICS
• https://www.nspe.org/resources/ethics/code-ethics

19. Ethical Decision Making

20. ETHICS QUICK TEST
• Is the action legal?
• Does it comply with your understanding of our values?
• If you do it, will you feel bad?
• How will it look in the newspaper?
• If you know it is wrong, do not do it.
• If you are not sure, ask.
• Keep asking until you get an answer.

21. ETHICS QUICK TEST -- ASCE
Use the ASCE PLUS Rule:
• P = Policies
• Does the action Serve the best interest of the Public and the client. Is it consistent with
standard ethical practices.
• L = Legal
• Is the action compliant with he spirit and the letter of the law.
• U = Universal
• Does it confirm with universal principles and values.
• S = Self
• Does it satisfy your own personal definition of right, good, and just.

22. KEY TERMS
Definitions
• Confidential or Proprietary Information
• Conflict of Interest
• Family Members
• Harassment
• Kickbacks
• Outside Employment

23. ETHICAL STANDARDS: WHAT WOULD YOU DO?
Some hypothetical situations: cases of group and individual
behavior and responses.
• Pick one (or more) answers or responses!

24. SUSPECTED DISHONESTY OF CO-WORKERS
TOWARD THE COMPANY
Two of your subordinates routinely provide their children
with school supplies from the office. How do you handle
this situation?
• Lock up the supplies and issue only as needed and signed for.
• Tell these two subordinates that supplies are only for office use.
• Report the theft of supplies to the head of security.
• Send a reminder note to all employees that office supplies are for
office use only and that disregard of this rule will result in disciplinary
action.

25. SUSPECTED DISHONESTY OF CO-WORKERS
TOWARD THE COMPANY
A co-worker signed up for a training course. You know he
did not attend the course but was not at work either.
How do you handle the situation?
• It is not your business, so you stay out of it.
• Speak to your supervisor about the co-worker's absence.
• Send an anonymous letter to the company's ethics office.
• Speak to your colleague about this discrepancy and see
what his explanation is.

26. WHAT CAN OR SHOULD A SUPERVISOR DO,
OR REQUIRE OF OTHERS?
Since project funds are short, you have been directed by your
supervisor to charge your time to a government contract you
know to be improper. What do you do?
• Explain to your supervisor that mischarging on a government
contract is fraud.
• Refuse to mischarge.
• Do (mischarge) as directed by your supervisor.
• Ask finance for an overhead number to charge your time to.

27. WHAT CAN OR SHOULD A SUPERVISOR DO,
OR REQUIRE OF OTHERS?
You are on a proposal-writing team. In the orientation briefing
the head of the team gives the following guidance: “We really
have to win this one. I want you to be really optimistic in what
you write.” How do you interpret her advice?
• "I heard what she said - win this one!"
• "Guarded optimism is not illegal, so I have no problem."
• "Was she telling me to misrepresent the facts under the guise of
optimism?"
• "I'm a super conservative person. I don't slant my numbers, no
matter how much we need to win."

28. WHAT CAN OR SHOULD A SUPERVISOR DO,
OR REQUIRE OF OTHERS?
Your supervisor hints that if you don't contribute at least a
minimum amount to the current Savings Bonds
campaign, your earned promotion might not happen.
What do you do?
• You comply with your supervisor's wishes.
• You refuse to join the Savings Bonds campaign.
• You contact your ethics or human resources
representative.
• You tell your coworkers about the threat your supervisor
made.

29. INTELLECTUAL PROPERTY
While working for your company, you invent a device that has a
potential for making you wealthy. You used the company's lab
and test facilities but you did the work on your own time.
What do you do with your invention?
• Take it to the legal department for determination of ownership rights and
appropriate disposition.
• See a local attorney and have him file for a patent in your name.
• Submit your invention for consideration for award in your company's
"ideas count" program.
• Contact those companies who would have interest in your invention and
sell it to the highest bidder.

30. QUESTIONS OF BRIBES OR CONFLICT OF INTEREST
Planning on adding a porch onto your house, you visit a
lumberyard to get prices. During the discussion, the sales
manager says, "Oh, you work for XYZ Company. They buy a lot
from us, so I'm going to give you a special discount." What do
you do?
• Like finding a $20 bill on the street. Take the discount, of course.
• Explain to the sales manager, "I'm in production control, not purchasing at
XYZ."
• Ask for clarification, "Is that special discount available to all XYZ
employees?"
• If a deal sounds too good to be true, it probably is. Thank the salesman,
but walk out.

31. QUESTIONS OF BRIBES OR CONFLICT OF INTEREST
The company sends an employee to a conference. Attendees
participate in a drawing for several door prizes. The employee
wins two round-trip airline tickets to any destination in the
U.S. What should the employee do with the tickets?
• Since the employee was traveling on company business, she should turn the tickets
in to the travel office so that the company can use them for business travel.
• Since the conference was attended by a number of companies with all attendees
having an equal chance to win, use the tickets to take her spouse to Hawaii on
vacation.
• She should try to get the airline to write the ticket in her brother-in-law's name so
that they can't be traced back to her.

32. QUESTIONS OF BRIBES OR CONFLICT OF INTEREST
The company sends an employee to a conference. Attendees
participate in a drawing for several door prizes. The employee
wins two round-trip airline tickets to any destination in the
U.S. What should the employee do with the tickets?
• Since the employee was traveling on company business, she should turn the tickets
in to the travel office so that the company can use them for business travel.
• Since the conference was attended by a number of companies with all attendees
having an equal chance to win, use the tickets to take her spouse to Hawaii on
vacation.
• She should try to get the airline to write the ticket in her brother-in-law's name so
that they can't be traced back to her.

33. QUESTIONS OF BRIBES OR CONFLICT OF INTEREST
A friend of yours wants to transfer to your division but he
may not be the best qualified for the job. You do have an
opening and one other person, whom you do not know,
has applied. What do you do?
• Select the friend you know and in whom you have confidence.
• Select the other person who you are told is qualified.
• Request a qualifications comparison of the two from human resources.
• Request human resources to extend the search for additional
candidates before making the selection.

34. QUESTIONS OF BRIBES OR CONFLICT OF INTEREST
A project has not yet been formally approved nor have the funds
been allocated. Nonetheless, because it all looks good and you
need to get started in order to meet schedule, you start
negotiating with a supplier. What do you tell the supplier?
• "This is a 'hot' program for both of us. Approval is imminent. Let's get all
the preliminary work underway."
• "The program is a 'go'. I want you under contract as soon as possible."
• "Start work and we will cover your costs when we get the contract."
• "If you want to be part of the team on this important project, you, like us,
will have to shoulder some of the start-up costs."

35. COMPLAINTS AND WHISTLE-BLOWING
In a department meeting, your supervisor takes credit for
some excellent work of a colleague who is absent. What
do you do?
• Put the word out to your fellow workers as to who really did the work
• Seek a private meeting with the supervisor in order to make sure your
colleague gets credit, at least in the supervisor's head.
• During a meeting with "the big boss" inadvertently let it slip that your
colleague did not get the credit he deserved on a recent project.
• Inform your colleague as to what took place and let him take whatever
action he desires.

36. COMPLAINTS AND WHISTLE-BLOWING
You are working on a government Defense contract and are
convinced that a serious mischarging incident has
occurred. You also believe that it was deliberate since the
program was running out of funds.
• Call the Department of Defense hotline.
• Inform the local newspapers of your suspicions.
• Discuss it with your local audit office.
• Send an anonymous note to your corporate ethics office.

37. WORKPLACE RELATIONSHIPS & SUPERVISOR
RESPONSIBILITIES
A female employee tells you, her manager, that a fellow
employee is HIV positive. What do you do?
• Avoid any contact, other than absolutely necessary, with the AIDS-
infected employee.
• Transfer the AIDS-infected employee to a job where he has little
contact with the other employees.
• At your next staff meeting remind your staff that federal law prohibits
discrimination against those infected with AIDS.
• Have a meeting with her to discuss her perception of the situation.

38. WORKPLACE RELATIONSHIPS & SUPERVISOR
RESPONSIBILITIES
During his annual review, a salaried employee states that
he is disappointed in your rating of him, particularly in
light of the fact that during the year he was never told
that he was not doing excellently. How do you reply?
• "The company policy says that a rating of 'acceptable' is a good rating."
• "I rated you as I saw it."
• "Let's go over all the details of the rating and see if I can't make it
more understandable to you."
• "You understand only a specified and small percentage can be graded
'outstanding' and 'excellent'."

39. WORKPLACE RELATIONSHIPS & SUPERVISOR
RESPONSIBILITIES
When a male supervisor talks to any female employee, he
always addresses her as "Sweetie." You have overheard him
use this term several times. As the supervisor's manager,
should you do anything?
• No, since no one has complained.
• Yes, talk to the supervisor and explain that, while he may have no
intention of harassment, his use of "Sweetie" may be read as sexual
harassment.
• Yes. Order the supervisor to call an all-hands meeting and apologize for
the unintended slights.
• No, because there is nothing wrong with calling a female employee
"Sweetie" or other endearment.

40. WORKPLACE RELATIONSHIPS & SUPERVISOR
RESPONSIBILITIES
You are responsible for the design of a project. A subcontractor has
completed the design drawings, but you feel that there are some
shortcomings in the drawings. You are being pressured to sign the
drawings because failure to meet the budget milestone will jeopardize
the entire project. Your supervisor has assured you that the corrections
can be made during project construction. What should you do?
• You want to be known as a team player and want to please your manager and
customer, so you reluctantly sign the drawings.
• You refuse to sign the drawings, even though you realize that the project may be
terminated.
• You sign the drawings but document your concerns in an attachment to the
drawing.

41. WORKPLACE RELATIONSHIPS & SUPERVISOR
RESPONSIBILITIES
On the bus going home at night, the woman sitting next to you
mentions that she is being sexually harassed by one of her
fellow employees. Although she does not work for you, you
both work for the same company. You are a manager in the
company. What do you do?
• Listen politely but since she doesn't work for you, stay out of it.
• Suggest that she speak to her supervisor about it.
• Suggest that she speak to either your company equal opportunity office or
ethics.
• You contact your company equal opportunity office or ethics.

42. WORKPLACE RELATIONSHIPS & SUPERVISOR
RESPONSIBILITIES
You are aware that a fellow employee uses drugs on the
job. Another friend encourages you to confront the
person instead of informing the supervisor. What do you
do?
• You speak to the alleged user and encourage him to get help.
• You elect to tell your supervisor that you suspect an employee is using
drugs on the job.
• You confront the alleged user and tell him either to quit using drugs or
you will "turn him in.”
• Report the matter to employee assistance.

43. WORKPLACE RELATIONSHIPS & SUPERVISOR
RESPONSIBILITIES
For several months now, one of your colleagues has been
slacking off, and you are getting stuck doing the work.
You think it is unfair. What do you do?
• Recognize this as an opportunity for you to demonstrate how capable
you are.
• Go to your supervisor and complain about this unfair workload.
• Discuss the problem with your colleague in an attempt to solve the
problem without involving others.
• Discuss the problem with the human resources department.

44. WORKPLACE RELATIONSHIPS & SUPERVISOR
RESPONSIBILITIES
A coworker is injured on the job. You are a witness and
could testify that the company was at fault. What do you
do?
• Don't get involved.
• Contact the injured coworker and offer to appear in her behalf.
• Report to the company what you saw to ensure that the safety hazard
is corrected.
• Protect the company by refusing to appear as a witness for the
injured.

45. FAMILY AND LIFE OUTSIDE OF WORK
Management of the XYZ Company is always impressed by
employees who go in and work on Saturdays. This weekend
you have a problem: If you work Saturday and Sunday, you can
complete a project two days early. Or, you could take your
family to a ball game. Which do you do?
• Work, knowing the family will understand.
• Work, letting the spouse take the kids to the ball game.
• Work one day, go to the ball game on the other day.
• Take the family to the ball game.

46. FAMILY AND LIFE OUTSIDE OF WORK
At a management offsite meeting, you and your boss are in
the same golf foursome, but on opposite sides. The boss
never likes to lose. How is your game that day?
• Smile and say to yourself: "I'm better than my boss, so I'm going to
win."
• I will play cautiously, one hole at a time.
• Beating the boss is no big deal, so I don't mind losing.
• She plays her game, I play my game. Low score wins.

47. ETHICAL LEADERSHIP--HOW DO YOU MEASURE
UP?
• Always maintain the highest standards of personal and professional ethics.
• Consistent standards of conduct when dealing with personal and business-
related opportunities or pressures.
• Provide leadership by personal example.

48. ETHICAL LEADERSHIP--HOW DO YOU MEASURE
UP?
• Consider the enhancement of the ethical culture as your personal
responsibility.
• Demand and promote ethical behavior throughout organization.
• Insure that any unethical conduct that is observed in the organization is
neither tolerated nor ignored.

49. ETHICAL LEADERSHIP--HOW DO YOU MEASURE
UP?
• Encourage sincere discussion and resolution of problems.
• Support an environment where people are free to discuss “bad news.”
• Create an atmosphere where employees are encouraged to use the “open
door” without fear of reprisal.

50. ETHICAL LEADERSHIP--HOW DO YOU MEASURE
UP?
• Set goals and schedules that do not tempt people to use unethical
compromises or shortcuts.
• Earn the trust and respect of others.
• Treat others with fairness and respect.
• Do you know the “Golden Rule?”

51. This opinion is for educational purposes only. It may be reprinted without
further permission, provided that this statement is included before or after
the text of the case
And
appropriate attribution is provided to the National Society of Professional
Engineers’ Board of Ethical Review.

52. CASE STUDY 10 -3

53. CASE STUDY 10 -3
• BER Case No 10-3-APPROVED.rtf

54. CASE STUDY 14-6

55. CASE STUDY 14-6
• BER14-6 APPROVED.rtf

56. CASE STUDY 14 -9

57. CASE STUDY 14-9
• BER14-9 APPROVED.rtf