Breakout Session Summary

(subject to change)

Maintaining an ethical corporate culture throughout a global company

Led by Nicole Sourgens, Directrice Ethique et Compliance – ERAMET SA
When you are operating in a different culture, how can our ethics programme be communicated successfully? If you localize it, do you still have a global programme?

Doing effective ethical due diligence on suppliers

Led by Clare Farley, Ethics & Compliance Manager – BP
All too often, an organisation can be blamed for unethical behaviour because something unacceptable is happening somewhere in its supply chain. How can we dilute the risk of this happening?

In handling claims of harassment, how can fairness be seen to be maintained?

Led by  Rebekah Coleman, Group Head, Ethics & Compliance – Johnson Matthey and Philippa Kramer, HR Director for JM Corporate and a member of JM’s Ethics Panel – Johnson Matthey
Claims of harassment made by employees are one of the most common issues that are spoken up about. Responses are (sadly) not often seen as adequate or result in any sustained change. Why? What needs to be done when you cannot establish what really happened?

Harnessing the digitalisation: how a “big” decentralized international company kick-started its portfolio of E&C tools

Led by Xavier Hubert, Ethics, Compliance and Privacy Director –  ENGIE
Digitalisation is everywhere including in E&C departments but ENGIE took it to the next level by challenging itself to plan 6 tool launches in a little more than a year. They have a mix of home-made and fully-customized off-the-shelf products, from risk-mapping to integrated reporting, without forgetting the “consultants” vetting and incident management tools, some being used by the E&C network only, others by employees which obviously requires more communication and training efforts. And this is just a start as their next step will be towards AI tools…

Applying values and ethics in the public and international humanitarian sector

Led by Myriam Beale, Senior Advisor, Ethics Office – United Nations High Commissioner for Refugees and  Helmut Buss Director, Ethics Office -United Nations High Commissioner for Refugees
Working on the basis of core values is as important in the public sector as it is in the private area. Sharing experiences of making this more than just a written reminder helps to maintain the integrity, efficiency, reputation and attract and retain quality employees.

Psychological & physical safety: What are the core values of an organisation that can induce an open and safer future and staff well-being?

Led by Peter Carden, Group Business Management System and Risk Principal – Mott MacDonald
Safety is now a common feature of most codes of ethics. The emphasis is currently on physical aspects. But there is a growing awareness that psychological safety is equally important. How can this be applied in within organisations?

Beyond GDPR: lessons learned from the implementation of privacy and data collection policies.

GDPR has proven to be far-reaching in scope and impact. What have organisations learned in the process of implementing privacy and data collection legislation and what are the practical implications of GDPR for the future of E&C?

What are effective ways to train new recruits (anywhere in the world) about corporate ethical standards?

Led by Jo Anne Hennigan, Ethics Director – Michelin
Quickly orienting new employees to an organisation’s culture and values is a great E&C risk mitigation strategy. What are the best ways to on-board and train new employees quickly and effectively in ways that lead them to act in ways consistent with the corporate culture?

Maintaining values in performance management: coping with competitive pressures

Led by Stéphanie Scouppe, Head of Ethics – ADP GROUP
Maintaining ethical standards can be a real challenge for middle management. Temptation to cut corners to meet your numbers is real. What needs to be done to reduce this temptation?

Identifying your corporate approach to human rights

Led by Tanja Craig, Senior Manager, Corporate Compliance –  OSI Systems and Sandra Middel, Group Compliance Officer – Clariant
Defining and identifying human rights in your organisation will vary because of your business modeland values. What is right for you, your supply chain and operations? Hear some case studies from our facilitators and join the discussion.

How can ethics officers use data analytics to draw more rigorous compliance insights?

Led by Norman Good, Sr. Director, Ethics and Business Conduct and Corporate Investigations – The Boeing Company and Eugene Soltes, Jakurski Family Associate Professor of Business Administration – Harvard Business School
The collection of data both within and outside organisations is expanding at an ever increasing rate. Modern ethics and compliance programmes not only manage vast amounts of data, but should also consider leveraging data in a proactive way by illuminating opportunities to enhance compliance efforts, and drive insights into where organisations can allocate resources to effectively manage and mitigate risks. In a live-demo with simulated data, we will explore how disparate sources of data can be used to draw more rigorous and refined compliance insights.

What are other ways, besides looking at ‘speaking up’ data, of assessing the effectiveness of our ethics programmes?

Led by Brice Gaudin, Group Compliance Officer International – Naval Group
Senior ethics officers are frequently asked to provide evidence that their departments and staff are contributing to the sustainability and reputation of the business. A lot of the data is negative i.e. what has not happened! What we need to discuss are the measurements of other positive benefits.

Chief Ethics Officer (and function) independence in difficult times

Led by Yvonne Hilst, Ethics & Compliance Officer – VEON
A Chief Ethics Officer must have independence and authority to speak directly to the Chief Executive and/or board when a situation warrants. How do you get it if you don’t have it? How do you preserve it? When do you use it? What to do if independence/authority has been undermined?

Getting senior management to commit to ethics programmes in all corporate locations

Led by Mike Seabrook, UK Company Secretary – Thales UK
Leaders play a key role in promoting ethics programmes and this can be challenging to achieve in both domestic and remote operations. How can we most effectively assist senior leaders to create and sustain a strong ethics programme?

‘Speak Up/Listen Up’: how to maximise staff engagement in creating an open culture.

Led by Natacha Lesellier, VP – Ethics Programs –  L’OREAL
Data shows that a lot of questionable decisions (and actions) are made at all levels in most organisations. Some lead to reputation crises. The more open the culture, the less likely these are to happen. Enhancing an open culture is really important.

What are the conditions that really help to make ethics ambassadors effective?

Led by Nicola Fusch, Ethics and Compliance Officer Germany Hub – Eli Lilly and Company
Ethics ambassadors, whether full or part-time, can extend the reach of the ethics and compliance team. How do we create the conditions under which ethics ambassadors thrive and contribute unique value to an E&C programme and its key stakeholders?