Supporting material contents
1
Sanjay, an employee Anna, an employee Scenario 6 I’m sure it’s ok! Questions u Sanjay’s point is that the materials being removed are Company property, which isn’t right, it’s stealing. What is your view? u Anna says that because the materials would be thrown away anyway, then it doesn’t matter. What is your view? u What other information could help in this situation? u Who should Sanjay go to for advice? Description Sanjay asks Anna for advice on what he should do after seeing a colleague removing Company property. Anna though, doesn’t seem to see the problem. Theme Security and use of Company assets SANJAY: Anna, can I ask your advice? I just saw Rob in the car park putting what looked like furniture and bits of wood into the boot of his car. I’m not sure if I should say something. ANNA: Why do you think you should say something? The Company isn’t going to use those things, they just get thrown away anyway. At least he’s using them, do you know what for? SANJAY: Well, I asked him what they were for and he said he was going to use them for shelving in his kid’s bedroom. I hear what you’re saying, but they’re still Company property! ANNA: Well, I wouldn’t worry if I was you. He’s not really taking stuff that the Company needs. And if you think about it, by using furniture and wood that will be thrown out he’s practically recycling! SANJAY: Hmm, what you say makes sense, but I’m not sure. Shouldn’t I say something about it? Questions u Mohammed believes that Sadia has been treated unfairly again in a meeting. What should he do? u Sadia tells Mohammed that she’s already spoken to Jonty, who hasn’t noticed anything. Does this mean Sadia shouldn’t raise her concerns? u How can Sadia influence a change in the way that Sam speaks to her? u What other information could help in this situation? u What might the reasons be for Sam treating Sadia like this? Scenario 5 It happens all the time Description Mohammed raises a concern to Sadia about being treated unfairly at a recent meeting. Jonty was also at the meeting, but didn’t notice anything wrong. Theme Inclusive workplace behaviour MOHAMMED: Hi Sadia, are you OK? I thought that Sam gave you a rough time again at the meeting this morning. SADIA: Yes, I’m fine thanks. It did get a bit awkward! I’m used to it now though, it happens all the time. I’ve spoken with Jonty about it a few times and he never seems to notice anything wrong. No one ever seems to notice! MOHAMMED: Really? Sam cut across nearly everything that you said at the meeting! I thought it was rude, not giving you a chance to put your point across. SADIA: Well, in the end I stopped trying to say anything. I mean, what else can I do? MOHAMMED: I’m not sure; do you think we should speak to someone about it? Mohammed, an employee Sadia, an employee Questions u What are the implications of Adele and Charlie sharing information with others outside the Company? u Should they write their responses and why? u What might the consequences of their actions be? u What other information could help in this situation? u Who can they speak to? Scenario 4 Sharing information Description Charlie saw a post on an industry blog that he felt was damaging to the Company, and so decided to set the record straight. Theme Confidential information ADELE: Charlie, did you see that post on the industry blog? CHARLIE: You mean where they said a former employee told them we cut corners on safety testing? I thought it was unacceptable. ADELE: I can’t believe the Company hasn’t responded. Posts like that can be so damaging – we need to act quickly and stop these rumours. It’s not like the old days where you could wait a week. CHARLIE: You know we could fix this right now. I’ll log on and set the record straight; what should we post? ADELE: Good idea. I’m not sure what we should post but we definitely need to let them know the facts. Adele, an employee Charlie, an employee Questions u What are the implications of Amber and her husband working in the same place? u Amber says that she doesn’t know why her manager decided to bring her husband in. What influence might Amber have had over the decision? u Who is responsible for declaring the conflict of interest? u If Geoff has concerns, what should he do? u Will either Amber or her husband have any influence over each other’s career? Scenario 3 My manager knew Geoff, an employee Amber, an employee Description Amber’s husband took a job at the Company which led to her colleagues having concerns about the recruitment process and potential conflicts of interest. Theme Conflict of interest GEOFF: Amber, I saw your husband in the office earlier today. AMBER: Yes, he’s been brought in to help out in our office for a little while. GEOFF: Oh really – don’t you already have a team? Seems like a waste of money to pay someone else. AMBER: I don’t know why my manager decided to bring him in… I just know he did some work and they were really happy with it, so they called him back again. Why? Do you think I should do something about it? Questions u The gift was only low-value gift vouchers; does that make it OK and why? u Was the gift instrumental in the catering company getting the contract? If not, does that make it ok and why? u If everyone else sends and receives gifts, doesn’t that make it okay and why? u What should Eric and Andrea do? Scenario 2 Just vouchers Description Andrea received a voucher for a beauty treatment from a supplier, and Eric raised concerns about accepting it. Theme Gifts and hospitality ANDREA: Hey Eric, look at this – a booklet of gift certificates for my favourite pedicure place. I love this time of the year, don’t you? ERIC: I guess so. Why are you showing it to me? ANDREA: That catering company sent it to me – the one we hired for our last quarterly meeting. I wonder what they’ll send you? ERIC: Not the same thing I hope. Listen, if they do send me something, are you sure we can accept it? ANDREA: Yes, why not? We used them because they were the best value, not because they gave us gifts. Anyway, it’s that time of year. Everyone sends gifts to their business partners – we do it too! Andrea, an employee Eric, an employee Description Josh highlighted the importance of setting a good example for team members, ensuring that everyone is respected. Theme Behaviour and respect JOSH: Hey Harry, I wanted to catch up with you about some things I’ve been hearing in your work area and find out how Will, our newest employee, is doing. HARRY: Will’s OK. He seems a bit shy and doesn’t ask for advice. I’m concerned because he doesn’t seem to fit in with the rest of the team. Why, what have you been hearing? JOSH: Well, I heard that when Will first joined, you called him names and you implied that he wasn’t good enough for your team. HARRY: Wait a minute Josh! That was just a bit of new starter fun, you know how it is. Everyone who’s new has to be shown how things are done around here, so they fit in! JOSH: I spent some time in the work area over the past week and I heard you and others say things to Will that in my view don’t promote teamwork. Will seemed very uncomfortable to me Harry, you’ve got to take into account the effect of what you’re saying on others. Even if you think it is harmless, it could be upsetting for the person on the receiving end. I’ve seen Will’s work ethic and any company would be happy to have him. Questions u In what way is Harry’s treatment of Will in question? u Why did Harry behave this way towards a new employee? u What should you do if you or a colleague is treated like Will? u What can Harry do to understand the impact of what he is saying on others? u How effective do you think Josh’s feedback is and how do you think Harry will react to it? Scenario 1 Respect Josh, Harry’s line manager Harry, a team leader 4 Seek advice from others 3 Consider the situation 1 Gather the facts 2 Understand the rules Our responsible decision-making model Our decision-making model gives you some helpful guidance when making complex decisions relating to business conduct. In your training session, introduce the model, and encourage your team to use it when considering the scenarios. 1 Gather the facts u Do I have all the relevant information? u Have I separated assumptions from facts? u What other information might I need, and where could I find it? 2 Understand the rules u What are the relevant laws and regulations? u What do the Code of Conduct and our policies say? u What are the industry standards and practices? 3 Consider the situation u Think about accountability, honesty, integrity, openness and respect. u How does the situation affect others and how may it be perceived? u Would I feel comfortable explaining my decision to my colleagues, family and friends? u How would I feel if this appeared in a newspaper? Would it reflect badly on me, my colleagues or the Company? u Is it setting a good example? u Ask yourself: am I doing the right thing? 4 Seek advice from others u Talk to your manager or supervisor. u Consult with the Human Resources or Legal department. u Speak to an Ethics Officer, phone the Ethics Helpline*, report the issue via the Ethics website † or send an email ‡ . Remember that you are responsible for raising concerns while respecting the confidentiality of others. * Ethics Helpline 0800 0126930 † Ethics website www.expolink.co.uk/ethics-report ‡ Ethics email [email protected] Quick start guide You’ll find more detailed step-by-step information on how to prepare for and run the Business Conduct Training 2018 in the Leader's guide, but here’s a quick-reference overview. Please use this checklist as an easy way to prepare for the training. Each scenario is set in one of the many working environments experienced by our employees. But remember that the issues covered are relevant wherever you work and as a leader you can help make the context relevant. Before the training Preparation Read this Leader’s guide. Choose one or two scenarios (page 8). Decide whether to use video or cards (page 5). Book a room. 1 Know the materials Watch the video/s you’ve selected or read through the enclosed scenario cards. See page 5 for details on how to view the videos. Note the key learning points for each scenario. Familiarise yourself with the decision-making model and revised Code of Conduct. 2 During the training Introduce the training Explain why we are doing the training, and distribute the revised Code of Conduct. You might like to reference the Chief Executive welcome (page 1). 3 Share selected training scenario/s Play the chosen video/s, or read that scenario’s card. Use the questions to start the initial conversation. Use the scenario summaries and key learning points (pages 8-14) as a prompt. Encourage the sharing of relevant personal experiences. 4 Close the session Take any questions for follow up. Make a note of the attendees for recording in the relevant Learning Management System. 5 After the training Record attendance Record attendance and receipt of Code of Conduct. Details of how to record learning can be found on page 7. 6 Further resources: Intranet: Global Intranet > Operational Governance > Business Conduct Training 2018 Internet: baesystems.com/businessconducttraining2018 Scenario overview Below is a summary of each of the training scenarios, which can be shared as videos or using the training cards enclosed. Choose one or two scenarios to share with your team. Select the most relevant theme and use your experiences and those of your team, both inside and outside work, to relate the scenario to your work environment. Scenario overview Theme Code of Conduct Chapter and Policies Characters Scenario 1 Respect Josh highlighted the importance of setting a good example for team members, ensuring that everyone is respected. Behaviour and respect 2.1 Inclusive workplace behaviour People policy Harry, a team leader Josh, Harry’s line manager Scenario 2 Just vouchers Andrea received a voucher for a beauty treatment from a supplier, and Eric raised concerns about accepting it. Gifts and hospitality 2.5 Bribery, gifts and entertainment Gifts and Hospitality policy Eric, an employee Andrea, an employee Scenario 3 My manager knew Amber’s husband took a job at the Company which led to her colleagues having concerns about the recruitment process and potential conflicts of interest. Conflict of interest 2.13 Conflicts of interest People policy Geoff, an employee Amber, an employee Scenario 4 Sharing information Charlie saw a post on an industry blog that he felt was damaging to the Company, and so decided to set the record straight. Confidential information 2.12 Sharing information Communications policy IT Acceptable Use policy Security policy Adele, an employee Charlie, an employee Scenario 5 It happens all the time Mohammed raises a concern to Sadia about her being treated unfairly at a recent meeting. Jonty was also at the meeting, but didn’t notice anything wrong. Inclusive workplace behaviour 2.1 Inclusive workplace behaviour People policy Sadia, an employee Mohammed, an employee Scenario 6 I’m sure it’s ok! Sanjay asks Anna for advice on what he should do after seeing a colleague removing Company property. Anna though, doesn’t seem to see the problem. Security and use of Company assets 2.9 Use of Company physical assets Security policy Anna, an employee Sanjay, an employee Scenarios are available as videos on the global intranet and on our external website via the following links: Intranet: Global Intranet > Operational Governance > Business Conduct Training 2018 Internet: baesystems.com/businessconducttraining 2018 Supporting material contents Training scenarios Scenario 1 Respect Scenario 2 Just vouchers Scenario 3 My manager knew Scenario 4 Sharing information Scenario 5 It happens all the time Scenario 6 I’m sure it’s ok! Our responsible decision-making model poster Scenario overview and quick start guide Are you looking to download or view an online version? This guide is available both on the intranet and the internet at the below locations: Global Intranet > Operational Governance > Business Conduct Training 2018 baesystems.com/businessconducttraining2018 Here’s a summary of all the supporting material contained in this guide.
Transcript of Supporting material contents
Sanjay,
an employee
Anna,
an employee
Scenario 6I’m sure it’s ok!
Questions u Sanjay’s point is that
the materials being removed
are Company property,
which isn’t right, it’s stealing.
What is your view?
u Anna says that because
the materials would be
thrown away anyway, then
it doesn’t matter. What is
your view?
u What other information
could help in this situation?
u Who should Sanjay go
to for advice?
DescriptionSanjay asks Anna for advice on what
he should do after seeing a colleague
removing Company property. Anna
though, doesn’t seem to see the problem.
ThemeSecurity and use of Company assets
SANJAY: Anna, can I ask your
advice? I just saw Rob in the car
park putting what looked like
furniture and bits of wood into
the boot of his car. I’m not sure
if I should say something.
ANNA: Why do you think
you should say something? The
Company isn’t going to use those
things, they just get thrown away
anyway. At least he’s using them,
do you know what for?
SANJAY: Well, I asked him what
they were for and he said he was
going to use them for shelving in
his kid’s bedroom. I hear what
you’re saying, but they’re still
Company property!
ANNA: Well, I wouldn’t worry
if I was you. He’s not really taking
stuff that the Company needs.
And if you think about it, by using
furniture and wood that will be
thrown out he’s practically
recycling!
SANJAY: Hmm, what you
say makes sense, but I’m not
sure. Shouldn’t I say something
about it?
Questions u Mohammed believes that
Sadia has been treated
unfairly again in a meeting.
What should he do?
u Sadia tells Mohammed that
she’s already spoken to Jonty,
who hasn’t noticed anything.
Does this mean Sadia
shouldn’t raise her concerns?
u How can Sadia influence a
change in the way that Sam
speaks to her? u What other information
could help in this situation?
u What might the reasons
be for Sam treating Sadia
like this?
Scenario 5 It happens all the time
DescriptionMohammed raises a concern to Sadia
about being treated unfairly at a recent
meeting. Jonty was also at the meeting,
but didn’t notice anything wrong.
ThemeInclusive workplace behaviour
MOHAMMED: Hi Sadia, are you
OK? I thought that Sam gave you
a rough time again at the meeting
this morning.
SADIA: Yes, I’m fine thanks. It did
get a bit awkward! I’m used to it
now though, it happens all the
time. I’ve spoken with Jonty about
it a few times and he never seems
to notice anything wrong. No one
ever seems to notice!
MOHAMMED: Really? Sam cut
across nearly everything that you
said at the meeting! I thought it
was rude, not giving you a chance
to put your point across.
SADIA: Well, in the end I stopped
trying to say anything. I mean,
what else can I do?
MOHAMMED: I’m not sure;
do you think we should speak
to someone about it?
Mohammed,
an employee
Sadia,
an employee
Questions u What are the implications
of Adele and Charlie sharing
information with others
outside the Company?
u Should they write their
responses and why?
u What might the consequences of
their actions be? u What other information
could help in this situation?
u Who can they speak to?
Scenario 4 Sharing informationDescriptionCharlie saw a post on an industry
blog that he felt was damaging to the
Company, and so decided to set the
record straight.ThemeConfidential information ADELE: Charlie, did you see that
post on the industry blog?
CHARLIE: You mean where they
said a former employee told them
we cut corners on safety testing?
I thought it was unacceptable.
ADELE: I can’t believe the
Company hasn’t responded. Posts
like that can be so damaging – we
need to act quickly and stop these
rumours. It’s not like the old days
where you could wait a week.
CHARLIE: You know we could fix
this right now. I’ll log on and set
the record straight; what should
we post?
ADELE: Good idea. I’m not
sure what we should post but we
definitely need to let them know
the facts.
Adele, an employee
Charlie, an employee
Questions u What are the implications
of Amber and her husband
working in the same place? u Amber says that she doesn’t
know why her manager decided to bring her husband
in. What influence might Amber have had over the decision?
u Who is responsible for declaring the conflict of interest?
u If Geoff has concerns, what should he do? u Will either Amber or her
husband have any influence
over each other’s career?
Scenario 3My manager knew
Geoff, an employee
Amber, an employee
DescriptionAmber’s husband took a job at the
Company which led to her colleagues
having concerns about the recruitment
process and potential conflicts of interest.
ThemeConflict of interest
GEOFF: Amber, I saw your
husband in the office earlier today.
AMBER: Yes, he’s been brought
in to help out in our office for a
little while. GEOFF: Oh really – don’t you
already have a team? Seems
like a waste of money to pay
someone else. AMBER: I don’t know why my
manager decided to bring him in…
I just know he did some work
and they were really happy with
it, so they called him back again.
Why? Do you think I should do
something about it?
Questions u The gift was only low-value gift vouchers; does that make it OK and why?
u Was the gift instrumental in the catering company getting the contract? If not, does that make it ok and why?
u If everyone else sends and receives gifts, doesn’t that make it okay and why? u What should Eric and Andrea do?
Scenario 2Just vouchers
DescriptionAndrea received a voucher for a beauty treatment from a supplier, and Eric raised concerns about accepting it.
ThemeGifts and hospitality
ANDREA: Hey Eric, look at this – a booklet of gift certificates for my favourite pedicure place. I love this time of the year, don’t you? ERIC: I guess so. Why are you showing it to me? ANDREA: That catering company
sent it to me – the one we hired for our last quarterly meeting. I wonder what they’ll send you? ERIC: Not the same thing I hope.
Listen, if they do send me something, are you sure we can accept it? ANDREA: Yes, why not? We used
them because they were the best value, not because they gave us gifts. Anyway, it’s that time of year. Everyone sends gifts to their
business partners – we do it too!
Andrea, an employee
Eric, an employee
DescriptionJosh highlighted the importance of setting a good example for team members, ensuring that everyone is respected.
ThemeBehaviour and respect
JOSH: Hey Harry, I wanted to catch up with you about some things I’ve been hearing in your work area and find out how Will, our newest employee, is doing.
HARRY: Will’s OK. He seems a bit shy and doesn’t ask for advice. I’m concerned because he doesn’t seem to fit in with the rest of the team. Why, what have you been hearing?
JOSH: Well, I heard that when Will first joined, you called him names and you implied that he wasn’t good enough for your team.
HARRY: Wait a minute Josh! That was just a bit of new starter fun, you know how it is. Everyone who’s new has to be shown how things are done around here, so they fit in!
JOSH: I spent some time in the work area over the past week and I heard you and others say things to Will that in my view don’t promote teamwork. Will seemed very uncomfortable to me Harry, you’ve got to take into account the effect of what you’re saying on others. Even if you think it is harmless, it could be upsetting for the person on the receiving end. I’ve seen Will’s work ethic and any company would be happy to have him.
Questions u In what way is Harry’s treatment of Will in question?
u Why did Harry behave this way towards a new employee?
u What should you do if you or a colleague is treated like Will?
u What can Harry do to understand the impact of what he is saying on others?
u How effective do you think Josh’s feedback is and how do you think Harry will react to it?
Scenario 1 Respect
Josh, Harry’s line manager
Harry, a team leader
4Seek advice from others
3Consider
the situation
1Gather the facts
2Understand
the rules
Our responsible decision-making modelOur decision-making model gives you some helpful guidance when making complex decisions relating to business conduct.In your training session, introduce the model, and encourage your team to use it when considering the scenarios.
1 Gather the facts u Do I have all the relevant information? u Have I separated assumptions from facts? u What other information might I need,
and where could I find it?
2 Understand the rules u What are the relevant laws and regulations? u What do the Code of Conduct and our
policies say? u What are the industry standards and practices?
3 Consider the situation u Think about accountability, honesty,
integrity, openness and respect. u How does the situation affect others
and how may it be perceived? u Would I feel comfortable explaining my
decision to my colleagues, family and friends? u How would I feel if this appeared in a newspaper?
Would it reflect badly on me, my colleagues or the Company?
u Is it setting a good example? u Ask yourself: am I doing the right thing?
4 Seek advice from others u Talk to your manager or supervisor. u Consult with the Human Resources
or Legal department. u Speak to an Ethics Officer, phone the
Ethics Helpline*, report the issue via the Ethics website† or send an email‡.
Remember that you are responsible for raising concerns while respecting the confidentiality of others.* Ethics Helpline 0800 0126930 † Ethics website www.expolink.co.uk/ethics-report ‡ Ethics email [email protected]
Quick start guide You’ll find more detailed step-by-step information on how to prepare for and run the Business Conduct Training 2018 in the Leader's guide, but here’s a quick-reference overview.
Please use this checklist as an easy way to prepare for the training.
Each scenario is set in one of the many working environments
experienced by our employees. But remember that the issues
covered are relevant wherever you work and as a leader you
can help make the context relevant.Before the trainingPreparation Read this Leader’s guide. Choose one or two scenarios (page 8).
Decide whether to use video or cards (page 5). Book a room.
1Know the materials Watch the video/s you’ve selected or read through
the enclosed scenario cards. See page 5 for details
on how to view the videos. Note the key learning points for each scenario. Familiarise yourself with the decision-making model
and revised Code of Conduct.
2
During the trainingIntroduce the training Explain why we are doing the training, and distribute the revised Code of Conduct. You might like to reference the Chief Executive welcome (page 1).
3
Share selected training scenario/s Play the chosen video/s, or read that scenario’s card.
Use the questions to start the initial conversation. Use the scenario summaries and key learning points
(pages 8-14) as a prompt. Encourage the sharing of
relevant personal experiences.
4
Close the session Take any questions for follow up. Make a note of the attendees for recording in the relevant Learning Management System.
5
After the training Record attendance Record attendance and receipt of Code of Conduct.
Details of how to record learning can be found
on page 7.
6
Further resources:Intranet: Global Intranet > Operational Governance > Business Conduct Training 2018
Internet: baesystems.com/businessconducttraining2018
Scenario overviewBelow is a summary of each of the training scenarios, which can be shared as videos or using the training cards enclosed. Choose one or two scenarios to share with your team. Select the most relevant theme and use your experiences and those of your team, both inside and outside work, to relate the scenario to your work environment.
Scenario overview Theme Code of Conduct Chapter and Policies Characters
Scenario 1
RespectJosh highlighted the importance of setting a good example for team members, ensuring that everyone is respected.
Behaviour and respect
2.1 Inclusive workplace behaviour
People policy
Harry, a team leader
Josh, Harry’s line manager
Scenario 2
Just vouchersAndrea received a voucher for a beauty treatment from a supplier, and Eric raised concerns about accepting it.
Gifts and hospitality
2.5 Bribery, gifts and entertainment
Gifts and Hospitality policy
Eric, an employee
Andrea, an employee
Scenario 3
My manager knewAmber’s husband took a job at the Company which led to her colleagues having concerns about the recruitment process and potential conflicts of interest.
Conflict of interest
2.13 Conflicts of interest
People policy
Geoff, an employee
Amber, an employee
Scenario 4
Sharing informationCharlie saw a post on an industry blog that he felt was damaging to the Company, and so decided to set the record straight.
Confidential information
2.12 Sharing information
Communications policy
IT Acceptable Use policy
Security policy
Adele, an employee
Charlie, an employee
Scenario 5
It happens all the timeMohammed raises a concern to Sadia about her being treated unfairly at a recent meeting. Jonty was also at the meeting, but didn’t notice anything wrong.
Inclusive workplace behaviour
2.1 Inclusive workplace behaviour
People policy
Sadia, an employee
Mohammed, an employee
Scenario 6
I’m sure it’s ok!Sanjay asks Anna for advice on what he should do after seeing a colleague removing Company property. Anna though, doesn’t seem to see the problem.
Security and use of Company assets
2.9 Use of Company physical assets
Security policy
Anna, an employee
Sanjay, an employee
Scenarios are available as videos on the global intranet and on our external website via the following links:
Intranet: Global Intranet > Operational Governance > Business Conduct Training 2018 Internet: baesystems.com/businessconducttraining 2018
Supporting material contents
Training scenarios
Scenario 1 Respect
Scenario 2 Just vouchers
Scenario 3 My manager knew
Scenario 4 Sharing information
Scenario 5 It happens all the time
Scenario 6 I’m sure it’s ok!
Our responsible decision-making model poster
Scenario overview and quick start guide
Are you looking to download or view an online version? This guide is available both on the intranet and the internet at the below locations:
Global Intranet > Operational Governance > Business Conduct Training 2018
baesystems.com/businessconducttraining2018
Here’s a summary of all the supporting material contained in this guide.
