Ethics ‘With great power comes great responsibility’ Ben Parker Power Responsibility Ohio Gas Explosion Tacoma Bridge Hyatt Regency Hotel Walkway Collapse Responsibility Challenger Chernobyl Titanic Deepwater Horizon Responsibility Ford Pinto Great Responsibility TWO men have died and two others seriously injured in a blast at a Teesside power station. “There was a considerable explosion in a transformer at the Enron power station. As a result there are two fatalities and two people have been injured” Ethics ‘Moral principles that govern a person’s behaviour or the conducting of an activity’ Oxford Dictionaries Everything is debateable Counter terror or invasion of privacy? Everything is debateable • So are ethical issues are merely subjective with no right or wrong? • The right answer may not always be obvious • Ethical principals can help us in reaching ethical judgement Ethics and the law Lawful/ un-ethical Ethical/ un-lawful e.g. physicians all agree to charge the same low prices e.g. Most lying or cheating on your partner ‘Similar but different’ Scenario • Anne is an engineer working for a company that has an opportunity to tender for some work on the construction of a new building. • Neither Anne nor anyone else at the company is familiar with one of the materials that the client wants to use in the project. • Anne’s boss suggests that they submit a tender for the work without saying anything about their lack of experience with the material, and in the meantime Anne can take the opportunity to learn what she can. Should Anne go along with this? Scenario • Claire is a mechanical engineer working on the design of a new make of car. • The car has passed all of the legally required safety checks but Claire believes that there may be a problem with the transmission, that will only manifest itself after a few years’ use. • Claire has informed her manager, who has informed her that he does not believe the issue is severe enough to delay production until it is fixed. What should Claire do? Scenario • “If I know that a competitor is bidding unethically, but will win the business, should I ….. – match their unethical behaviour in order to win the business which was rightly ours – expose the unethical nature of the rival bid, therefore jeopardising the confidentiality of the source – walk away from the business and retain the moral high ground?” How does one compete with people who lie? Ethical companies • Ethical companies tend to have high employee moral and excellent relationships with suppliers and customers • Every employee is expected to learn, understand and comply with the company’s ethical standards Why behave ethically? • Lead by example and challenges other organisations to do better • Sense of pride in the company • Improves staff moral • Attracting and retaining staff • Improves company image • Helps in negotiations • Improves relationships with suppliers, customers but also competitors Huntsman corporation (extracts from Mission and Values) • We will operate safe, clean, efficient facilities in an environmentally and socially responsible manner. • We will place into society assistance for those who suffer, hope for those who may need inspiration and education for those who may feel the challenge but do not have the means. • We believe that ethical and moral standards are the foundation of good business policies, and will operate with integrity. Three approaches to ethics • All morality aims at the same thing but there are different ways to get there – Virtue ethics – Consequential ethics – Deontological (duty-based) ethics • We each tend to favour one approach • In most cases all three are needed to reach the best ethical decision. Virtue Ethics • What kind of person do I want to be? • What virtues bring me closer to this goal; which vices prevent me from achieving it? • What is the right balance between the above • Integrity is a primary value. ‘Integrity is doing the right thing, even when no one is watching’ CS Lewis Consequentialist Ethics • What impact is my behaviour having on the world? • Am I doing more good than harm • Actions aim to bring about the greatest good to the greatest number of people • Benevolence is a primary value “…the needs of the many outweigh the needs of the few.” The Wrath of Khan (1982), Spock Deontological (duty-based) ethics (Is it right?) • Having a duties to others based on ethical principles. • What duties do I owe? • How do I decide between conflicting duties? • Duty is a primary value ‘We have the Bill of Rights. What we need is a Bill of Responsibilities’ Bill Maher Theft Theft • • • • • • • False recording of hours worked Taking credit for the work of a colleague Stealing office supplies Using employee discount for a friend Unauthorised photocopies and printouts Using a business phone for personal calls Lavish business expenses Loafing Around • Socialising during work hours • Deliberately doing less work than you are able • Not doing your bit in group work Deception • • • • • Falsifying documents Lying to or misleading customers Overpromising to get support for a project Destroying emails and documents Bid rigging, cartels and other breaches of competition law • Altering financial information to make company look better or to gain a bonus Confidentiality • Viewing or sharing confidential information without authorisation • Sharing trade secrets • Insider trading • Whistle blowing? Bullying or harassment • • • • Bullying Sexual harassment Discrimination Gossiping or spreading rumours Ethics in negotiation • • • • • • • Fairness Honesty Not sharing bids with competitors Not taking advantage of mistakes Avoiding negative surprises Keep promises Be willing to say no or walk away from a deal Corporate Gifts Corporate Gifts • Gifts and hospitality play an important role in building business relationships – A meal with a customer – A pen with your companies name on it – A way of saying thank-you • But when does a gift become a bribe? When is a gift not a gift • • • • Intent to ‘induce improper conduct’ ‘Disproportionate’ to the scale of business Just before, after or during a tendering process Seeking gifts from companies that you do not currently do business with • Regular gifts • Cash • Gifts for family members Company Policy on Gifts and hospitality • Some companies prohibit it • Most companies set bounds – Maximum value of gift (e.g. £50) – Type of a gift (e.g. no cash) – The timing of a gift (e.g. not during negotiations) – Who cannot receive a gift (e.g. family members) – Who cannot be given a gift (e.g. public officials) • Most companies require records to be kept Engineering Ethics • Engineering council – Sets and maintains standards of professional competence and holds register of chartered engineers • Royal Academy of Engineering – Lead on engineering education – Invest in research and promote engineering Accuracy and Rigor ‘Professional Engineers have a duty to ensure that they acquire and use wisely and faithfully the knowledge that is relevant to the engineering skills needed in their work…’ • • • • • Act with care and competence Perform services only in areas of current competencies Keep knowledge and skills up to date Assist others to develop engineering knowledge/skills Not knowingly mislead or allow others to mislead about engineering matters • Present and review engineering evidence, theory and interpretation honestly, accurately and without bias • Identify and evaluate and, where possible, quantify risks Honesty and Integrity ‘Professional Engineers should adopt the highest standards of professional conduct, openness, fairness and honesty’ • • • • • • • Be alert to the ways your work effects others Respect everyone's rights and reputations Avoid deceptive acts Take steps to prevent corrupt practices or professional misconduct Declare conflicts of interest Reject bribery or improper influence Act for each employer or client in a reliable and trustworthy manner Respect for life, law and public good ‘Professional Engineers should give due weight to all relevant law, facts and published guidance, and the wider public interest’ • Ensure that all work is lawful and justified • Minimise and justify and adverse effect on society or on the natural environment for your own or succeeding generations • Take due account of the limited availability of natural and human resources • Hold paramount the health and safety of others • Act honourably, responsibly and lawfully • Uphold the reputation, standing and dignity of the profession Responsible leadership ‘‘You will hold a privileged and trusted position in society and are expected to demonstrate that you are seeking to serve wider society and be sensitive to public concerns’ • Be aware of the issues that engineering and technology raise for society • Listen to the aspirations and concerns of others • Actively promote public awareness and understanding of the impact and benefits of engineering achievement • Be objective and truthful in any statement made in your professional capacity Framework for resolving ethical Issues 1) 2) 3) 4) 5) Gather the relevant facts and identify the problems Identify the affected parties Consider the ethical issues involved Identify which fundamental principles are affected Refer to the employing organisation's internal procedures 6) Consider and evaluate alternative courses of action 7) Implement the course of action and monitor its progress Based on ICAEW Framework for resolving ethical issues Scenario • Anne is an engineer working for a company that has an opportunity to tender for some work on the construction of a new building. • Neither Anne nor anyone else at the company is familiar with one of the materials that the client wants to use in the project. • Anne’s boss suggests that they submit a tender for the work without saying anything about their lack of experience with the material, and in the meantime Anne can take the opportunity to learn what she can. Should Anne go along with this? 1 Gather the relevant facts and identify the problems • Do I have all the facts relevant to the situation? • Am I making assumptions? Could facts be identified to replace these assumptions? • Is it really your problem? Can anybody else help? 2 Identify the affected parties • Who are the individuals, organisations and key stakeholders affected? • In what way are they affected? • Are there conflicts between different stakeholders? • Who are your allies? • Who are your opponents? 3 Consider the ethical issues involved • What are the professional, organisational and personal ethical issues? • Could these ethical issues affect the reputation of the engineering profession? • Might they affect the public? • Might they affect you? 4 Identify which fundamental principles are affected • Royal Academy of Engineering (RAE) ethical principles? – – – – Honesty and integrity (including confidentiality) Respect for life, law, the environment and public good Accuracy and rigour Leadership and communication • Are there safeguards which can eliminate or reduce the threats to an acceptable level? – Professional, legislation/regulation – Work environment – Individual 5 Refer to the employing organisation's internal procedures • How can you escalate concerns within the organisation? • Who should be involved, in what role and at what stage? • Does the organisation have a whistleblowing procedure? • At what point should you seek guidance from external sources such as RAE or your professional body. 6 Consider and evaluate alternative courses of action • Consider – Your organisation's policies, procedures and guidelines – Applicable laws and regulation – Universal values and principles generally accepted by society – Your personal values and duties – Consequences • Test your proposed course of action – – – – Have all the consequences been discussed and evaluated? Will it stand the test of time? Would it always be appropriate in this situation? Will it stand to scrutiny from peers, family and friends? 7 Implement the course of action and monitor its progress • It may be in your best interests to document your thought processes, discussions and the decisions taken. • Written records will be useful if you need to explain or justify your course of action. References and Further reading • Psychology Today (3 approaches to ethics) – https://www.psychologytoday.com/blog/am-i-right/201205/3approaches-ethics-principles-outcomes-and-integrity • Ethics of Gifts and Hospitality – http://www.ibe.org.uk/userassets/briefings/ibe_briefing_29_et hics_of_gifts_&_hospitality.pdf • Example Policies on corporate gift giving – http://suppliers.sellafieldsites.com/files/2012/12/COC_5BMay13.pdf – https://www.essex.gov.uk/Your-Council/StrategiesPolicies/Code-ofGovernance/Documents/Gifts_and_Hospitality_Policy.pdf – https://hssestorage.blob.core.windows.net/filescontainer/Cana da/Policies/BP%20Gifts%20&%20Entertainment%20Policy.pdf References and further reading • The Royal Academy of Engineering – Statement of Ethical Principals • http://www.raeng.org.uk/publications/other/statement-ofethical-principles – Engineering ethics in practice a guide for engineers • http://www.raeng.org.uk/publications/other/engineeringethics-in-practice-full • ICEAW Framework for resolving ethical issues • https://www.icaew.com/technical/ethics/framework-forresolving-ethical-problems
