Programme: 2021

Please note that the programme for EBEF 2021 will follow in due course. This year we will be hosting EBEF online and therefore, the programme will be slightly different than usual.

However, please view the programme below as an example of a face to face format for the Forum.

The majority of presentations at the Forum are delivered by experienced ethics and compliance practitioners. Breakout sessions on a range of topics are held each day, which take the form of a facilitated discussion. Forum participants are free to choose which session they would like to attend.

Please note that this programme is subject to change

Wednesday 05 February 2020

18:30 – 20:00
Meet and Greet
The Forum will commence with an informal get together for those who arrive on the Wednesday evening.  This is an opportunity to meet the organisers and other delegates in an informal setting.

Thursday 06 February 2020

08:15 – 09:00
Breakfast refreshments will be served.
09:00 – 09:15
Welcome and Introductions
Members of the organising bodies, CEA, ECI and IBE
09:15 – 10:30
Plenary Session 1
Do senior people get it? Reflections from the Chair
Led by Irene Dorner, Chair, Control Risks
Irene Dorner will bring her experience to bear on discussing this question with us. Leadership and tone from the top are common mantras but she will give her reflections from having held senior roles and now as Chair of a company. What does she look for as evidence her senior team has ‘got it’ and from her peers too, whether when an executive or in the non-executive team she leads. Irene will offer insights and tips for practitioners to learn from.
10:30 – 11:00
Refreshment Break
11:00 – 12:15
Concurrent Facilitated Discussions (SEE LIST BELOW – subject to change)
12:15 – 13:30
13:30 – 14:45
Concurrent Facilitated Discussions (SEE LIST BELOW – subject to change)
14:45 – 15:15
Refreshment Break
15:15 – 16:30
Plenary Session 2
How will the growing use of Artificial Intelligence (AI) change the way organisation’s work? What will be Ethics and Compliance role in this?
Led by Natacha Lesellier, VP – Ethics Programs – L’ORÉAL, Nicolas Miailhe, Co-founder & President – The Future Society and Anne-Violaine Monnié-Agazzi, VP – Group Ethics Officer – Capgemini
Companies will come together to talk about how they have been looking at AI and how they are using it in their daily activities. They will also discuss the ethical issues and what should be the ethical standard of AI.
18:30 – 18:45
Meet in Hotel Lobby, Buses leave at 18:45
19:30 – 22:15
Reception and Dinner at the Drapers’ Hall
Dress code: Smart Casual
Board buses to return to the Hotel

Friday 07 February 2020

08:30 – 09:00
Welcome, refreshments
09:00 – 10:15
Plenary Session 3
Managing and measuring the ethical culture of organisations: pitfalls and lessons
Led by Muel Kaptein, Professor of Business Ethics and Integrity Management, RSM Erasmus University Rotterdam, The Netherlands
Managing and measuring the ethical culture of organisations is nowadays high on the agenda of boards as well as ethics & compliance officers. Also regulators and auditors are focusing more on assessing and auditing the ethical culture of organisations. But that is easier said than done. In this session a model of the corporate ethical culture is presented, which is based on extensive academic research by Muel. Muel will also show how this model is currently used by many organisations to measure and manage their ethical culture, and what we can learn from them.
10:15 – 10:45
Refreshment Break
10:45 – 12:00
Concurrent Facilitated Discussions (SEE LIST BELOW – subject to change)
12:00 – 13:15
13:15 – 14:35
Concurrent Facilitated Discussions (SEE LIST BELOW – subject to change)
14:30 – 15:30
Plenary Session 4
Making connections: importance of ethics teams forming strong working relationships with other functions (HR, Legal, Audit, Risks etc)?
Led by Andrew Hogg, Deputy Chair, Group Ethics Committee – TOTAL S.A., Matthias Klein, Audit Director – Faurecia and Dominique Lamoureux, President – Cercle d’Éthique des Affaires
The Ethics Team does not operate in isolation in an organisation, it cannot do so. It needs to be able to cultivate working relationships with many other functions – in order to be effective, indeed for them all to be effective. Influencing and diplomatic skills are necessary to create the best working environments, whether liaising with business managers who are more engaged with chasing targets; liaising with internal audit about introducing culture audits; working with legal and compliance to develop the right mindset for doing the right thing; or working with HR, talent, learning and development to instil the right skills and working environment for all to prosper.   Learn from those who have developed and made these connections.
15:30 – 15:50
Looking Ahead
Recent lessons and new challenges
To wrap up, a panel of experienced E&C practitioners will share their highlights and “takeaways” from this year’s forum. Key topics and challenges that are likely to dominate E&C in the coming year will be presented.
15:50 – 16:00
Forum closing
Refreshments to leave

A summary report of the conference will be circulated to all participants.

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?