Professor David Jackman

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Professor David Jackman

• Chair, BSI Committee on Sustainable Development

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Horizon

• Business Values
• BS 8900
• Sustainable Communities

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Business Values
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Culture of dependency

• Prescription and box ticking
• Handbook obsession (9500 pages)
• Safe harbours
• Compliance culture
• Fear or . PR

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Core Values

• Open, honest, responsive and accountable
• Committed to acting competently, responsibly and
  reliably
• Relating to colleagues and customers fairly and
  with respect

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Types of ethics
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Questions

• Fairness

• Openness

• Do we treat everyone as we would like to be
• treated?
• Do we deal with people with respect and without
• prejudice?
• How do we keep rights and obligations in balance
• and proportionate?
• When do we hold to our commitments and resist
• fudging?
• Who benefits and who loses out? Should they?

• Who is left out or kept in the dark? Why?
• How happy are we to be associated with our
  decisions/actions?
• Are we listening or just hearing?
• What can we learn? How do we help others to
  understand us?
• How do we recognise and deal with conflicts of
  interest?

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Questions

• Responsibility

• Commitment

• Do we do what we say we will do?
• Under pressure do we swap co-operation for
  coercion?
• Do we dither or delay? How is error treated?
• Do people trust us? If not, why not?
• Can we meet our commitments and plans?

• What needs changing? What prevents change?
• What is the long-term outcome? What is
• sustainable?
• Do we sufficiently recognise and act on our
• stakeholder responsibilities?
• How do we develop shared purpose, loyalty and
• fulfillment?
• Do we apply ethical criteria simply to gain an
• advantage or because we want to?

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Ethics Mark
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Dangers of tokenism

• Differentiates between...
• organisations that appear ethical on the surface
  for PR
• and/or because they are told to (eg regulated )
• and...
• those that do things differently...because they
  want to
• balancing self interests with the interests of
  others
• ethics becomes purpose

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Ethics Mark

• Values Statement
• Engagement
• Evaluation ongoing commitment

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20 questions

• What is the purpose of your organisation? Why is
  it worthwhile?
•  
• What is the wider impact of what you do? What are
  the outcomes of what you do - both short and long
  term? Who benefits, who loses out? Should they?
•  
• What steps have you taken to reduce your
  environmental footprint?
•  
• How do you benefit the local and wider community?
•  
• How is your organisation engaging with and
  involving stakeholders in decision making and
  planning? Who do keep on the outside or in the
  dark?
•  

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20 questions

• Who do you explain your values and actions to?
  What steps are you taking to educate, train and
  motivate your staff on your values?
•  
• How are your values incorporated into everyday
  decision making? How do you develop your values
  and create the space in day-to-day working
  practices for everyone to do so?
•  
• How widely are your values understood and shared?
  Do your reward systems reflect your values?
•  
• How do you ensure individuals and organisations
  are treated as they would like to be treated?
  How do you demonstrate fairness?
• How do you know you trade fairly?

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20 questions

• How do you deal with mistakes, complaints,
  pressures and concerns?
• We may face opposing pressures in our business
  life quality, cost, return on investment,
  integrity, deadlines, environmental impact,
  work/life balance and many more. It isnt always
  easy to reconcile our obligations to different
  parties. What challenges do you face and how do
  you deal with them?
• Are you happy to own your decisions and be
  accountable for them? Do you often make brave
  decisions?
• Do you fudge, conceal or delay?
• How do you or could you lead in your values? How
  do you innovate or push the boundaries in respect
  of ethics?

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20 questions

•  
• How do you develop those around you to their full
  potential and how do you build understanding
  and/or skills in others?
•  
• How do you demonstrate your authenticity?
•  
• Who do you inspire? In what ways do you seek to
  influence the values of others and the ethics
  climate in which you operate?
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• How do you take a stand? What are you wanting
  others to see you are committed to and how is
  this evident in the running of your organisation?
•  
• Are you ethical primarily to gain an advantage or
  because you want to be?

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BS 8900
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• an enduring, balanced approach to economic
  activity, environmental responsibility and social
  progress.

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Principle driven

• Inclusivity
• Integrity
• Stewardship
• Transparency

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• Key issues

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Flow Diagram
Engagement
Outcomes
Validation and confidence
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Development Matrix
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Sustainable Communities
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Government

• Active, inclusive and safe
• Well run
• Environmentally sensitive
• Well designed and built
• Well connected
• Thriving (diverse)
• Well served
• Fair for everyone in future

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Crucible project

• sustainable housing
• employment diversification
• economic development
• environmental sensitivity
• farming

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• Over to you