The sessions below are for EBEF 2021 and are subject to change.
(subject to change)
Developing an Effective Communications & Training Strategy with Business Partners
Led by Chiara Moscato Senior Director, E&C Europe, Sameta and South America – Eli Lilly and Company
All compliance programs across companies are meant to sustain the business while making the right decision respecting the company integrity values. The way training is designed can have an impact on the program success and lead to better results. Using technology and a solutions-based approach can make a difference in training and in your internal partnership. During COVID-19 this type of communication strategy can impact onboarding of new employees resulting in a renewed energy in speaking about compliance. Learn how to have a more effective dialogue with business partners that encompasses ease, understanding and action in a creative way through technology.
The Ethics Design Sprint: Applying Design Thinking To Develop An Engaging Ethical Culture
Led by Carsten Tams, Ethicist and Author – Harvard University and Forbes Magazine
In this session, participants will learn about Design Thinking, an approach used by leading companies, from Apple to Lego, to create innovative products and services customers love to engage with. E&C practitioners can use this same approach to make their E&C programs more engaging and effective. This session will describe principles at the heart of Design Thinking (Human-Centered Design, Co-Creation) as well as the design process and key methods. Participants will also learn how they can use Design Sprints to quickly design a more engaging code, training module, or speak-up website. In an interactive exercise, participants will experience hands-on how they can apply this concept. Participants will leave the session with actionable ideas for developing a more engaging ethical culture.
Screening tools – Screening results
Led by Benoit Mercier, Global Compliance Officer – Dassault Systèmes
Software tools for due diligence have become indispensable in the exercise of the E&C function. Despite the significant help they provide, it is still sometimes difficult to know how to use them in the best possible way. Between false positives and alarming adverse media. How can you use these effectively?
How can I encourage my CEO and senior management to support the ethics programme?
Led by Nicole Sourgens, Group Ethics & Compliance Officer – Eramet
The support of top management, first and foremost the CEO, is necessary to ensure the effectiveness of any E&C program. In this respect, how to develop a relationship of trust with the CEO? How to make him or her an ally? How to determine how often and on what subjects to involve him/her without becoming intrusive?
Corporate purpose and the role of business ethics
Led by Stéphanie Scouppe, Chief Ethics Officer – Group Aéroports de Paris
Beyond CSR, the question of the corporate purpose of companies is being asked. It entails a change of paradigm but is still often difficult to see what the E&C role is. Where do the corporate values fit in? How else do they support the other functions?
Ethics, Compliance and CSR – Friends or Foes ?
Led by Gilles Vermot Desroches and Audrey Morin – Schneider Electric
In corporate organizational charts, ethics often is linked with compliance. Sometimes CSR is associated with them, other times not. However, regardless of the organization, it is clear that ethics, compliance and CSR have common objectives and methodologies. How can we make CSR more effective?
Lessons Learned: The Effect of the Remote Work Environment on E&C
Led by Alicia Olmstead, Global Ethics & Compliance Consultant – Dell Technologies and Saubiya Kidwai, Senior Director, R&D Global Ethics & Compliance – GlaxoSmithKline
The COVID-19 pandemic upended the ways in which we define “the workplace”. Almost a year later, we now have a better understanding of the impact of the shift to remote work on E&C programs and workplaces around the world. This session explores the impact of remote work on strategy, risk management, culture, speak-up climate and processes and accountability. How are today’s leading E&C programs addressing new risks that have emerged in the remote environment, such as cybersecurity, training and investigations?
Sustaining Ethical Values in Applied Artificial Intelligence
Led by Blair Marks, Vice President, Ethics and Business Conduct – Lockheed Martin Corporation and Doug Dunham, Director of Ethics & Business Conduct – Lockheed Martin Missiles and Fire Control
Artificial intelligence and machine learning are becoming widely embraced by organizations across nearly all industries. This session explores the ethical implications of artificial intelligence, the risks associated with its implementation and the principles you can embed to ensure ethical AI. We’ll also take a closer look at how Transparency, Business Strategy, Trust, Privacy, Security and Social Impact should be embedded into AI applications and processes at every stage of the product lifecycle in order to sustain the public’s trust in AI systems.
Innovations to make E&C training more effective
Led by Amanda Bunten, Director of Behavioural Ethics – GSK and Matt Rand, Behavioural Scientist – GSK
Training is a fundamental part of a successful ethics and compliance programme. But do we really know how effective our training is? Are there simple ways we could be improving our training? There has been quite a focus on how to engage the learner in ethics and compliance training but are we really designing training to effectively drive the ‘right’ behaviours in our organisations? There are now many examples of the ways in which E&C leaders are innovating their training, to the extent that some training interventions may not actually look or feel like formal training at all. But how do we ensure our training is both effective and engaging?
During this session we will explore how we can incorporate behavioural science into our learning journey, to design, implement and evaluate our training to demonstrate effectiveness.
Can E&C departments really work effectively as one unit?
Led by Paul Hockley, Group Ethics & Compliance Officer – Mott MacDonald
It’s commonly agreed that ethics begins where the law ends. However, the distinction is rarely this binary. The governance of ethics in organisations is a key and growing topic, and there is also a growing trend of Ethics and Compliance departments coming together as a single E&C function. But is this the best way to do it? Come and hear from Mott MacDonald in this session who will share their journey of getting board-level buy in for a combined E&C function and starting to build a function which seeks to promote the values of the organisation.
Resolving issues raised when someone speaks up
Led by Andy Noble, Head of Whistleblowing, Speak Up & Complaints Policy – NatWest Group and Andy Smith, Managing Investigator -Natwest Group
Speak up initiatives are proliferating and organisations are doing many good things to promote speak up cultures where employees (and others) feel free to voice their concerns about misconduct. The EU Whistleblowing Directive and other global legislations have also provided frameworks for organisations to consider the breadth and depth of their speak up arrangements and make sure they remain fit for purpose. But with the growing encouragement and mechanisms for raising and capturing concerns, are we still able to deal with them appropriately? Most people speak up not for the sake of speaking up, but to have the issue resolved. So how do we respond when issues are raised? And most importantly, how do we address the root causes to prevent them happening again?
In this session facilitators will start the conversation by sharing their thoughts and experience in three areas:
1. Scope of investigation: How far should you go in an investigation. Should you always investigate every element of the allegation? What part should proportionality play?
2. Interactions with the whistle blower: the issue of anonymity and building trust; how open can/should you be with a whistle blower? How much of the investigation outcome can/should you disclose?
3. Lessons learned: conduct and non-conduct outcomes; ‘read across’; creating the right environment – the importance of the cultural environment and psychological safety
How is an ethical culture monitored and measured? Is it different for different cultures?
Led by David Best, Managing Director, EMEA Deputy Chief Operating Officer – Morgan Stanley
How do you measure something as nebulous as culture, and in particular whether a culture is ethical or not? As culture relates to ‘the way things are done around here’, there is a wealth of data already available in pre-existing management information: quantitative data can be sourced from staff surveys, training completion rates, code download analytics, ‘Speak-up’ numbers, etc. Supportive qualitative information can also be sourced. A number of financial institutions in the UK have signed up to participating in an annual external, independent assessment of their culture through the Banking Standards Board. Join this session to hear how Morgan Stanley uses various data points, to triangulate data and gather deeper insights into the Firm’s culture in EMEA.