1. How do you recruit good ambassadors?

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1 IBE Webinar - Q&A Ethics Ambassadors: a way of promoting ethics on the front line Guendalina Dondé from IBE, Ruth Steinholtz from AretéWork LLP, Lyn Davies, Ethics Ambassador of BAE Systems and Zarina Stanley, Ethics Ambassador of Servomex Spectris Group Tuesday 09 May How do you recruit good ambassadors? The answer to this depends on whether you are just starting out or the ethics ambassadors have existed for a while. If you are just starting out, we suggest that you send out a note to managers asking for nominations and explaining what is involved in being an EA, what characteristics to look for when appointing EAs, and what are the benefits to the individuals who take up the roles. In addition, you could explain a bit of the background (although it would be good if they had heard about this in a management meeting already) and what spread of expertise you are hoping for. It is important to stress that you want people who will be good role models, come from a diverse variety of functions and businesses, etc. We would recommend reserving the final decision to the central function so that you can ensure that you have a wide variety of backgrounds and skills and just in case a manager tries to nominate someone that you believe would not be good as an EA. If the role has existed for a long time, then you can use a variety of recruiting methods, including asking for volunteers, and emphasising the importance of the role. Often word of mouth is a good way to find the right people - ask your EAs if they know anyone they think would be good for the role. It is important that you look at the specific characteristic of the role that ethics ambassadors need to fulfil and then match the people that are most suitable, because they have the required experience also in consideration of their day to day job. Then you need to ensure that they get the right training and mentoring. Adverts are placed in the business setting out the main responsibilities and skills required. Word of mouth and volunteers are also considered assessing suitability using the same criteria. Final decisions are made the business Ethics Lead and senior business leaders. 2. How difficult is it to retain ambassadors? There will always be some turnover and it is a good idea to train deputies in most locations, as people may leave the company or move into a job where they just don t have time. Expect some attrition also in the sense that some people may just not enjoy it and if that is the case they are unlikely to do a very good job. I have found people usually enjoy the role and want to keep doing it.

2 It can be difficult especially because some of them might find it difficult to manage the role of ethics ambassador in addition to their normal workload. However, integrating ethics into every business function helps to tackle this issue. It is paramount that the ambassadors feel supported by their organisation. 3. Would it be useful to develop an app which acted as a resource for ambassadors (role, scope, how to etc) We are using intranet at the moment but an app would be a good idea. 4. What do you do about staff turnover? As highlighted in the answer to question 2, turnover is natural so it is very important to train deputies. We have two ethics ambassadors in each region. If for any reason one can t perform the function we will look for another individual but we will always have at least one person in the region supported by the management as well. Usually the business recruits a replacement and the ethics network will provide support in the transition period. 5. Can you repeat who sits in your ethics issues meeting please? The CEO (Chief Executive Officer or MD), CFO (Chief Finance Officer or FD) and HR Director plus myself (the global ethics officer) 6. How do you become an ethics ambassador? That depends on the company, but if your company has such a programme, then you might volunteer. Usually there is some combination of nomination by management and volunteers.

3 I was asked to be one. I would suggest talking to your management team and seeing how they want to set up the function. Usually by a nomination by management, volunteering and applications via advert. Ruth had the ideal name for this something like volunomination.tbc 7. How do you measure tangible benefits? Is it you hear more about ethical issues or you experience less problems? It is a bit like health and safety, hearing more about ethical issues and finding more problems at least initially is good. These issues are there and in many companies they go unreported and grow worse. You can use a combination of collecting stories and anecdotes, asking questions in meetings and on surveys, measuring the culture and values over time with appropriate instruments, keeping track of the issues that are raised through the help/speak up line vs those that come to your attention openly through management and EAs. One long term measurement would be how engaged employees are and become in the subject and how they feel they are treated by the organisation. One of the way of doing this is by looking at the number of times someone brings up an ethics issue most times it is a business or HR issue but it shows that we are communicating more as a business. Spectris also have as one of their 5 values Absolute Integrity and they launched an award where staff nominated colleagues that distinguished themselves for their integrity. Servomex had 3 staff shortlisted. Some staff have offered to help train their colleagues on a particular subject. Formal processes include a review of the number of ethics cases raised, substantiation and anonymity rates provide indicators and can be a measurement of the benefits. Engagement surveys are also undertaken and specific ethics questions can be included. 8. Is there any stage of an internal ethical programme where creating the figure of ethics ambassadors is recommended? Yes, any stage! Certainly it is very common for organisations to create EAs when they are about to create or role out a new Code of Ethics or other communication but I can t think of any time when they would not be helpful. Any time you are about to create something new in this area is a good time to create an EA corps.

4 At the start. Having a framework at the start and reviewing along the way. 9. What is the time scale would be required to implement the ambassadors scheme? This depends entirely on how engaged and committed the company is. The shortest time frame I have seen is 6-8 months between suggesting the idea to management and beginning the training. That was in a company that empowered people and didn t have a long decision making process. More common is 1 year between raising it with the CEO or EXCOM and holding the first training conference. This is an ongoing process but it does take I think about 12 months with total management support. Agree that this is an ongoing process. Also suggest allocating significant time 3 to 6 months of stakeholder engagement. 10. How do you think would be the best way to stimulate Ambassadors without monetary recognition? As discussed at the Webinar, truly involving them in creating something meaningful and giving them an opportunity to work with others to make a difference is very powerful. The initial conference/workshop should be inspirational rather than too heavy on information. Get their input, involve them in developing the role, don t TELL them everything but empower them to contribute. Opportunities to network and meet senior managers, participate in training to improve their skills that will help them in their main career, are all motivational. Speak to their personal values. Professional training qualifications. The job itself is good enough for me it has given me something where I feel I can make a difference and help the whole business grow.

5 Making a difference as part of my role is the important part and invaluable! 11. On average how many hours a week or month does an ambassador work on ethics? This depends on the company and also what happens to be going on at that particular moment. For example, if you are rolling out a Code, there will be lots of training to do. It depends the more you organise and plan the less the time this is where having a team really helps and integrating it into your business practice helps. Lyn Davies There isn t really a set time as it depends on the number of cases and specific support required, like ethics training or code of conduct roll out. Incorporating as much as you can in the day to day work activity definitely helps.