Winning through Sustainability and Social Responsibility FOSSI’s Values Integrity We speak the truth, remain transparent and take ethical decisions Respect We treat stakeholders with respect and care for their positive welfare and development. We promote an environment that creates psychological safety Environment & Sustainability We are conscious of limiting our carbon footprint and optimizing our production strategies to limit waste, internally and across all supply chains. Our business model focuses on sustainable practices Customer Focus We do the right thing by our customers. If there is any detriment from our organization’s actions, then we work to correct this as best as possible. Safety We prioritize the safety of our workforce across all stages of the product lifecycle and supply chains. All our products and services are safe and reliable for our customers. Diversity & Inclusion We are committed to building a diverse workforce with equal opportunities and promoting an environment of inclusiveness for all. 2 Sustainable Development Goals We are an equal opportunities employer and share common values Bus-2-NPO We challenge the norms of the automotive industry and set ourselves relatively high sustainability standards Bus-2-Bus We are not at our best alone. We enter strategic partnerships to meet our goals and increase social value through nonprofits and business advisors Bus-2-NPA 3 (Source: UN SDG Goals) The FOSSI Culture - Behaviors + Behaviors Respect Harassment er ind n h t ha tio rs t abora o i av oll Beh am c te Discrimination Abusive behavior Clean and Suitabl appearance e Being diligent an d working well in gr oups Receive constructi ve feedback amid cri ticism or accountability Pessimistic Attitu des 4 How You Can Handle Problems Informal discussion with Line Manager Regular 1-1 meetings Formal/Grievance report to HR • Can be done via FOSSI’s online portal or face-to-face meeting, email, and phone Employee Assistance Program Whistleblowing Stakeholders can share thoughts, feedbacks, or concerns anonymously via our website portal by submitting information such as workrelated issues, ethics matters, legal or compliance, product safety or service-related concerns. • Can be done via FOSSI’s helpline or e-mail Ethics Committee 5 Violations Investigation Issue of warning letter for minor violations Forfeiture of Pay To understand the capacity of every situation, we will investigate any violation For clear communication and transparency, a letter of warning will first be issued For the duration specified in the disciplinary charter to recover the financial losses Dismissal or Discharge If issues continue, you will be dismissed of your position 6 Implementation Attestation Training Performance Reviews Town Hall Events 7 Group Reflection First Meeting: From the beginning our group meshed well given the experiential, industry, religious and cultural differences. These differences allowed us to hear from various backgrounds and how a Code of Conduct might be applied. Thus, we were actually positioned in a much better place because a Code of Conduct is meant to apply to a large range of people with different backgrounds. In that manner, we first ask what would we expect of each other, allowing us to better frame our Code of Conduct. Our Process: To pick our industry, members had various levels of interest in the car industry given historic scandals or the importance for environmental concerns. Others had ideas for cybersecurity Internet of Things, and fashion, to name few. Nonetheless, every member had a collaborative perspective and the consensus was to vote on the most popular given time constraints. Our main focus was our– the Code of Conduct – rather than debate. We delegated roles by expressing individuals strengths and weaknesses. Our Aim: As a cohort, our group has minimal experience in writing a Code of Conduct making us all feel out of our element. Being a dynamic group with trust was required of us to get started, refine, and get to a point of finalization. Our aim was to accomplish small tasks applying the daily class learnings as they arose with our eyes on the final point of completion. Group Reflection Learning Points: • Carrol’s 4-Part Model of CSR: Our group has used this model in our Code of Conduct and the design of the company. Our purpose is to manufacture cars that are not just sustainable, but made in a sustainable way as well. With Carrol’s model in mind, we have built our business model aiming to achieve a genuine Triple Bottom Line, as Elkington expresses in his HBR article. Outcomes: Reviewing at the end, we realized we have implicitly applied models in the process of learning throughout the week. Being agile has proven to be an important element in our group work as we continually had to adjust to new information and apply new models. It was a challenge at points with communication and scheduling conflicts. Individuals have learned patience when others could not understand, and likewise, members have learned patience when attempting to gain consensus. However, those challenges have brought additional levels of learning, understanding, and relationship. References Carroll, A.B., 2016. Carroll’s pyramid of CSR: taking another look. International journal of corporate social responsibility, 1(1), pp.1-8. Elkington, J. (2018). 25 Years Ago I Coined the Phrase “Triple Bottom Line.” Here’s Why It’s Time to Rethink It. [online] Harvard Business Review. Available at: https://hbr.org/2018/06/25-years-ago-i-coined-the-phrase-triplebottom-line-heres-why-im-giving-up-on-it. GM’S CODE OF CONDUCT WINNING WITH INTEGRITY WINNING WITH I NTEGRITY / A Message From Our Chairman and Chief Executive Officer Contents Policy Links Resources. (n.d.). [online] Available at: https://investor.gm.com/static-files/265a1dc0-adc5-4d38-ab412c58e575692d. United Nations (2015). The 17 Goals. [online] United Nations. Available at: https://sdgs.un.org/goals. www.ibm.com. (n.d.). Code of conduct. [online] Available at:
