Script Juan: Now we’ve done our Code of Conduct training, I was wondering if it was relevant to that near miss we had the other day?

Mark: Yeah, that was bad. Did anyone ever pass along your near miss report and suggestion to make that safer?

Juan: I don’t know. I certainly didn’t. No need for me to stick my neck out.

Mark: And why not? Name one time when someone actually received retribution for doing the right thing?

Juan: (pause) Um. OK, I guess I don’t know of any.

Mark: But we do know about the near miss, and the recent injury.

Juan: True.

Mark: Maybe that’s how the Code of Conduct relates. If we see something, we should say something, about safety as much as anything.

Juan: True. I just wish someone would do something to make sure that near miss doesn’t become an injury next time.

Mark: Me, too. In fact, if you don’t want to say anything I’d be happy to go to the safety rep and our manager to make sure they know about the unsafe conditions that caused the near miss – and make the suggestion to improve it!

Juan: Wait, that was my idea.

Mark: Then you better go tell someone!

DescriptionJuan discusses with Mark the earlier near miss and whether he should report it. Mark challenges him on why he hasn’t ‘done the right thing’.

ThemeSafety Retaliation Speaking up

Characters Juan, a factory worker

Mark, a colleague

SafetyScenario 1 Questions

u What are the possible issues?

u Why might Juan be nervous about speaking up?

u What might prevent people at our Company from raising concerns?

u What might the consequences of speaking up be – both positive and negative?

u Why was Juan’s initial reaction not to say anything?

u What would you have done in this situation?

u Are there any situations where you would not speak up to a relevant person?

u Does anyone have any other similar examples they can share?

Script Ben: Hi Joy, how’s it going? Really sorry you’re leaving – but I know everyone appreciates you making sure everything is finished up before you go.

Joy: I’m doing well, thanks – I’m working some pretty long hours to get it all done, but I don’t want to leave the team with lots of tasks to pick up. I’m kind of sorry to be leaving, as you know – but it’s a great opportunity and I can’t turn it down.

Ben: Sure – I’m sorry you’re leaving, but in your situation I understand. It’s great that you’re finishing stuff up, but I hope you’re not overworking yourself.

Joy: I’ll be OK. To be honest, most of the work is for me – I’m emailing copies of some of the things I developed over the last five years to my personal email address – I’m sure they’ll come in useful. When James left last year he told me he did the same thing, and he found it really useful.

Ben: OK – [nervously] I’m not sure about that. I guess if you’re sending stuff that you designed yourself, that’s yours and so that’s not a problem? It’s not like you’re going to a competitor, and I guess you could just recreate it anyway, so really you’re just saving yourself time. What about sensitive documents – are you emailing anything that has got any company markings on?

Joy: I think some of them might have?

Ben: I don’t think you’re supposed to take anything that has company markings on.

Joy: Great, thanks for the advice. I’ll make sure I take the markings off before I send them.

Ben: Have you asked the boss about this? What did he say?

Joy: Well, he sent me an email covering leaving, and he didn’t mention this, so I figured it was OK. But you know what he’s like – if I ask him about this specifically he’ll just tell me to go and find out the answer myself. I don’t have time for that.

Questions u What are the possible issues?

u Does information used or produced by employees belong to BAE Systems or the individual?

u When leaving the organisation can individuals take with them materials they produced or have legitimate access to? Would your answer change if: 1. This was controlled information 2. Joy was going to a competitor

u What should Joy’s manager have communicated to her?

u What other situations can you imagine where company data is put at risk by employee behaviour?

u Was Ben right to give the advice he did? Was it enough? Should he have taken any other action?

u Have you witnessed this type of scenario? What other issues could arise?

DescriptionTwo weeks before Joy leaves the organisation, she is having an informal chat with one of her colleagues. She mentions she is sending emails to her personal email address with documents she has previously created in work.

ThemeManaging information Importance of clear communication

Characters Ben, an office worker

Joy, an office worker

Managing Information

Scenario 2

Script Candice: Hi Ray, how are you today?

Ray: Could be better.

Candice: Why, what’s the matter?

Ray: I just got out of a programme review and feel like I need ear plugs.

Candice: Sounds like it got pretty heated in there!

Ray: More like out of hand. Two of the engineers started yelling, and hurling personal insults at each other over differing approaches to a technical problem.

Candice: Are you serious?

Ray: It really made me feel uncomfortable. They were swearing at each other left and right, and they were having a go at one of the apprentices.

Candice: This must be having a real impact on the team?

Ray: Yes and it isn’t the first time this has happened.

Candice: Have you talked to anyone about this?

Ray: No, I am just trying to keep my head down. Besides, saying a couple of harsh words isn’t against any policy, is it? I doubt the Company will care.

Candice: Ray, that’s not true. I know that other people have spoken up about these guys. Maybe you speaking up is all it needs to get some action.

Ray: Mmmm, I hadn’t thought of that. I don’t know – I don’t want to harm anyone’s career.

Candice: Well, like they say, the standard you walk by is the standard you accept. Either you don’t approve and you do something about it, or you think what they’re doing is OK. Which is it Ray?

Questions u What are the possible issues?

u Have you ever experienced a similar situation? What did you do?

u Why do you think Ray is reluctant to speak up?

u Would you speak up even if someone else’s career was on the line?

u What might the consequences of speaking up be – both positive and negative?

DescriptionRay is discussing with Candice a recent meeting he attended with some colleagues and how it escalated with yelling and abusive language. Candice challenges Ray to speak up.

ThemeWorkplace bullying Professional behaviour Speaking up

Characters Candice, an engineer

Ray, a project manager

Workplace Bullying

Scenario 3

Script – Scene 1 of 2 Mo: Hey Sarah.

Sarah: Hi Mo, what’s up?

Mo: What are we going to do around Steve’s latest instructions?

Sarah: Ignore them? That usually works.

Mo: [laughing] Fair point. But seriously, I’m a bit concerned about this. He knows we can’t complete it to the right spec in the time he’s given us. He told us to “just get it done”, but he knows we’ll have to cut corners to do it in time.

Sarah: True enough. And it won’t be the first time he’s put us in a difficult position. But Mo, Steve’s under a lot of pressure from management to deliver on time.

Mo: I don’t like it. It just doesn’t feel right to do a substandard job to meet some crazy deadline. We take pride in doing it right.

Sarah: But what can we do? Steve’s the boss and he’s paid to make these decisions.

Mo: It’s not right! Someone will spot this eventually, we should speak to someone.

Sarah: Mo, keep your head down. If there is someone who can be blamed, you know it will be us.

Script – Scene 2 of 2 Frank: Hey Mo – how’re you doing?

Mo: Oh, you know, can’t complain. Family are all well.

Frank: Good to hear. Say “Hi” to Jo for me.

Mo: Look, Frank, there was something I wanted to ask you about, in confidence. Is that OK?

Frank: Sure. Always happy to have a chat.What’s the issue?

Mo: Well, you know the project we’re working on – you know the time pressure?

Frank: Yeah – apparently the customer is really looking for progress on that.

Mo: Right. Well, we’ve been given a deadline to complete the current section. Trouble is, we can’t meet it and do the job we’d like to do. To do it in time, we’re going to have to rush things.

Frank: What are we talking about here, Mo? Rushed paintwork? Working late? Have you spoken to Steve about this?

Mo: It’s a bit more serious than that, Frank.To be honest, I’m worried – we can deliver it, and it’ll look ok, but it won’t be right – and it won’t last. And I think Steve has committed to getting it done on time.

Frank: Hmm. OK, I see why you’re worried.The customer is making a fuss about deadlines – but that’s nothing compared to the fuss they’ll make if they’re let down on quality. Let me speak to the project team and I’ll see what they say. There may be some more space in the schedule. And you did the right thing in coming to me: project delays aren’t great, but a quality failure can be catastrophic – for everyone.

Questions u What are the possible issues?

u Why does Sarah feel the way she does?

u What would you do in Mo’s situation?

BAEScenario 7Petra

DescriptionMo is discussing with his colleague Sarah about their supervisor’s latest instructions. He feels that they are cutting corners that could affect the quality and specification. Sarah advises him to keep his head down.

In the second part of the video, Mo ‘speaks up’ to Frank, who is a family friend but also a senior manager within the organisation.

ThemeQuality Pressure Speaking up and retaliation

Characters Mo, a shop floor worker

BAEScenario 7Petra

Sarah, a colleague

Frank, a senior manager

QualityScenario 4

Script – Scene 1 of 2Matt: Hi Emma.

Emma: Hi, so – you wanted to talk to me about my performance? I think I’ve been doing a pretty good job. What’s the problem?

Matt: There’s no problem, Emma – you know that I think you’ve been doing an excellent job. In fact, you’ve done such a good job on the last project that I’ve got something for you.

Emma: Really? What’s that?

Matt: I’ve been thinking about ways to say thank you, and I thought I could treat you to dinner.

Emma: You want to take me out to dinner?

Matt: No – not me! I thought you and your partner – Sam, isn’t it? – could go out to dinner and I could pay for it. Or rather, the Company could pay for it – it’s the least we can do given the extra work you’ve put in.

Emma: Thank you! That’s very kind of you. So what happens – do I get the restaurant to send you the bill?

Matt: Probably best to put it on your Amex card. Then just submit it in your next set of expenses, and I can approve it.

Emma: Oh – is that how it works?

Matt: Well, I’m your manager, I approve your expenses, and on behalf of the Company I want to reward you. This is just an easy way to say “thank you”.

Emma: OK. Well, great – thank you!

Script – Scene 2 of 2 ...nine months laterMatt: Hi Sheetal. What’s this about?

Sheetal: Hi, Matt. Thanks for coming. I just wanted to ask you a few questions about one of your team – is that OK?

Matt: Sure – who is it?

Sheetal: It’s Emma, who works for you. We’re just looking at a few of her expense claims, and wanted to run them past you as her authorising manager.

Matt: OK, let’s take a look.

Sheetal: Well, there’s this claim from last August.

Matt: Sure, I authorised that – that was partly to say “Thank you” for a great job she’d done.

Sheetal: OK... Well, as part of that she claimed a taxi ride there and back – £25 each way. That’s a lot for a one mile taxi ride. With no receipt.

Matt: Oh – I wasn’t sure how far it was.

Sheetal: There’s a few more here which look like personal expenses. Were these to say thank you too?

Matt: Hmm. I don’t recall those – did I authorise them?

Sheetal: Yes.

Matt: Oh.

Sheetal: There’s another night out here – a pretty expensive one. It’s not clear who she took out, but it looks like it might have been the customer? Was this entered on the Gifts and Hospitality register?

Matt: Erm – I’m not sure... Emma said she thought she could persuade the customer to relax a deadline, but it would be easiest if she asked them in a social setting?

Sheetal: Really? This includes hotel rooms, and theatre tickets – that’s quite a social setting.

Matt: Well, it was quite a big contract.

Sheetal: Matt, there’s two ways of looking at this. Either you signed off these receipts without looking at them, or you knew about them and signed them off anyway. Either way, I think you’re in a bit of trouble.

Questions u What are the possible issues?

u Are there other ways that Matt could thank Emma?

u Has anybody experienced different approaches to the use of the corporate Amex card in different parts of the business?

Questions u The scenario has escalated. What are

the issues now?

DescriptionEmma and Matt are having a telephone conversation regarding reward and recognition for all the good work she has been doing recently.

In the second part of the video, Matt has been asked to attend a meeting with Finance to discuss some irregularities regarding Emma’s expense claims.

ThemeFraud Gifts and hospitality/bribery Manager responsibilities

Characters Emma, works in a remote office

Matt, her line manager

Sheetal, Finance Manager

Fraud – Expenses

Scenario 5

Script – Scene 1 of 2Debbie: You know we are attending the conference with the client team next week?

Selina: Yeah.

Debbie: Good, well I need to give you advice on what to wear.

Selina: Oh OK.

Debbie: ‘Dress to impress’ so definitely heels and a nice smart outfit, maybe something you would go out in.

Selina: Really?

Debbie: Oh yeah definitely.

Questions u What are the possible issues?

u Is this advice acceptable?

u Does anything change when a different gender gives advice?

Questions u What are the possible issues?

u Is this advice acceptable?

Script – Scene 2 of 2 Geoff: You know we are attending the conference with the client team next week?

Selina: Yeah.

Geoff: Good, well I need to give you advice on what to wear.

Selina: Oh OK.

Geoff: ‘Dress to impress’ so definitely heels and a nice smart outfit, maybe something you would go out in.

Selina: Really?

Geoff: Oh yeah definitely.

DescriptionDebbie is giving Selina advice on what to wear at a conference in an open plan office.

In the second part of the video exactly the same words are used by Geoff, her line manager, in his office.

ThemeSexual harassment Care with communication

Characters Selina, an office worker

Debbie, a colleague

Geoff, a manager

Sexual Harassment

Scenario 6

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‡.

4Seek advice from others

3Consider

the situation

1Gather the facts

2Understand

the rules

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 ethics.helpline@baesystems.com

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.

Our responsible decision-making model