1. Values and Ethics & Conflict of Interest Awareness Session

2. ETHICAL DILEMMA SCENARIO

3. DECISION MAKING: WHAT DRIVES YOU? Fear of punishment and need to obey the law Conformity with what peers expect Principled conscience based upon ethical values …. Lawrence Kohlberg, Psychologist, Univ. of Chicago 3

4. Moral Operating System 1.0 - The Development of Right vs Wrong

5. INTERNAL MOTIVATORS HONESTY:Telling the truth RESPECT:Treating others with dignity FAIRNESS:Playing by the rules INTEGRITY: Keeping your promises 5

6. List your core Values: Adaptability Balance Commitment Creativity Knowledge Honesty Respect Fairness Integrity

7. NPF VALUES & ETHICS “NPF is committed to supporting and maintaining a workplace culture of integrity for all NPF employees that is founded upon values and ethical principles.” …. NPF Values & Ethics Policy

8. NPF VALUES & ETHICS RESPECT FOR DEMOCRACY Respect the rule of law Be loyal and accountable to the CFMWS and the members and families we serve Provide impartial information and advice RESPECT FOR PEOPLE Treat everyone with respect and fairness Value diversity Keep the workplace safe and harassment free Be open, fair and collaborative with colleagues 8

9. NPF VALUES & ETHICS INTEGRITY Demonstrate the highest ethical standards Do not use your position to advantage Avoid/resolve conflicts of interest Build and promote trust STEWARDSHIP Manage public resources effectively and efficiently Protect people and the environment Share information & knowledge appropriately Protect information appropriately

10. NPF VALUES & ETHICS EXCELLENCE Provide fair, prompt and efficient service in both languages Continuously improving service quality Fostering teamwork and cooperation in the workplace COURAGE Face challenges with determination and character Strive to choose the right alternative Refuse to condone unethical conduct Invite dialogue to resolve dilemmas

11. PERSONAL ETHICS & WORK PERSONAL VALUES - everything concerning your private life WORK VALUES - everything concerning your role and position as an employee (level, duties, conduct toward coworkers) OVERLAP If both are in harmony – great! If not – it is even more important to understand the organization’s values and ethical principles. 11

12. ETHICAL DEISION MAKING Is it the TRUTH? (Honesty) Is it FAIR? (Fairness) Is it free from HARM? (Respect) Am I PROUD to do it? (Integrity) 12

13. Conflict of Interest Policy and Annex

14. CONFLICT OF INTEREST (COI) REAL When an NPF employee has a private interest that could improperly influence the performance of their official duties or when an NPF employee uses their position for personal gain. APPARENT When a conflict of interest could be perceived by a reasonable observer to exist, whether or not it does. POTENTIAL When a conflict of interest could reasonably be foreseen to exist in the future. 14

15. CONFLICT OF INTEREST (COI) NPF employees must take all possible steps to recognize, prevent, report, and resolve any real, apparent or potential COI

16. CONFLICT OF INTEREST (COI) Resolution: It is expected that situations will be resolved through discussion and agreement between the employees, Division Head, or delegate(s). Consequence: An employee who does not comply with the requirements of the policy may be subject to disciplinary measures, up to and including termination

17. Conflict of Interest Declaration Conflict of Interest Policy Annex: 5. NPF employees are required to report in writing to the Division Head or his/her delegate, all outside activities, assets and interests that might give rise to a real, apparent or potential conflict of interest in relation to their official duties. COI Declarations forms can be obtained from the Conflict Management Office

18. Conflict of Interest Declaration Personal Reporting – Outside employment or activities – Assets and Interests – Political activities – Fundraising Corporate Reporting – Gifts, hospitality, and other benefits – Fundraising and Solicitation

19. WHISTLEBLOWER PROTECTION PUBLIC SERVICE DISCLOSURE PROTECTION ACT The PSDPA establishes a mechanism for the disclosure of wrongdoing in the federal public sector and protects public servants who, in good faith, disclose wrongdoing. To disclose wrongdoing, contact the DND Internal Disclosure Office (IDO) at: Disclosure Hotline: 1-866-236-4445 Internal Disclosure Office: (613) 992-0356 Email: +IDO@CRS@Ottawa-Hull 19

20. WHAT IS A “WRONGDOING”? a)a contravention of any Act of Parliament or legislature (or regulations) b)a misuse of public funds or assets c)gross mismanagement d)an act or omission that creates a danger to the life, health or safety of persons or the environment, other than a danger inherent to ones duties e)a “serious breach” of a code of conduct f)knowingly directing or counseling a person to commit a wrongdoing …. The PSDP Act 20

21. Ethical Culture and Leadership

22. BUILDING AN ETHICAL ORGANIZATIONAL CULTURE “A system of shared meanings and common perceptions held by members of an organization which distinguish it from other organizations” ….Organizational Behaviour, 2001 What defines the ethical culture of an organization? How we do things. How we make decisions. How we solve problems. 22

23. RESPONSIBILITIES DGMWS - to build an ethical culture, implement and monitor its performance DIVISION HEADS - to lead by example, ensure that ethical principles are encouraged, practiced, and enforced at all levels and staff are trained MANAGERS - to ensure ethical principles operate at all levels ALL NPF PERSONNEL - to practice ethical conduct in the performance of all duties 23

24. ETHICAL LEADERSHIP Recognize that ethical principles are fundamental to the organization’s image Demonstrate how ethical reasoning is applied to make decisions and solve problems Cultivate others to follow by example and encourage dialogue and active involvement Walk the Talk! 24

25. CONCLUSION NPF is strengthening its ethical culture by providing employees with the tools they need to successfully face ethical dilemmas and to make decisions based on the organizations values and ethical principles. 25

26. RESOURCES Nicole Smith Conflict Management Advisor (613) 996-6743 Smith.Nicole@cfmws.com Kim Ann Chute Senior Advisor Conflict Management (SACM) (613) 992-7667 chute.kimann@cfmws.com chute.kimann@cfmws.com Toll free: 1 800 506 6679 Fax: 1 613 944 5924 CFMWS.com/Ethics 4210 Labelle, Ottawa ON K1A OK2 26