Guidance for the ethical muslim 3 jan-20

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Introduction
Welcome! This workbook will serve as your guide to defining integrity at work – your mission, vision, values, and
priorities.
Values are a powerfulsource of guidanceand inspiration for organisations. They help key peopleinside and outside an
organisationfocus and stay aligned on the right targets, give guidanceto the right path and boundariesfor achieving the
targets, and serve to increase an organisation’s velocity toward the target.
As your company grows, you need to be able to communicatewho you are to new and existing employeesand other
stakeholders– integrity at work help you do this. Company values help everyone in the company guide their activities,
behaviours, and decisions. When values are well expressedand baked into a company’s culture, they help you to:
q Hire the people who best fit your values
q Help the “right-fit” people know that you are the best company to work for
q Help the “wrong-fit” people know that your company is not the right company for them
q Inspire your staff
q Separatestaff that are not aligned with your values
q Give guidancefor the millions of activities, behaviours,and decisions that are made in your company every week
q Allow your product market participantsto understandwhere you are going, why you exist, and what is importantto
you
q Inspire your product market participants to purchaseand use your products.
A values-driven company gives the people, both inside and surroundingthe company,extreme clarity on what to expect
and what is expected,which helps you to acceleratetoward your values and meet your goals!
Guidance for the Ethical Muslim
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Employees in a matrix structure belong to at least two formal groups at the same time—a functionalgroup and a
product, program, or project team.
They also report to two bosses—onewithin the functionalgroup and the other within the team.
Compositeorganisation– Generally, organisationswill have combinationof different structure for different projects.
This term is sometimes confusedwith structure.
Strong Matrix - Power rests with Project Manager.This is more close to Projectizedstructure.
Weak Matrix - Power rests with Functional Manager.This is more close to Functionalstructure.
Balanced Matrix - Power is shared.This is a combinationof both Functionaland Projectized.Resources
would have two managers – Project Manager and Functional Managers.After Project Completion,resources
go back to Functionaldepartment.
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q They know what they can handle and what they can’t
q Able to motivate themselves and improve their own performance
q Manage disruptive emotions to behave more effectively
q They take an active interest in others and understandindividual perspective and group dynamics
q They bring out the best in others, whether as a leader or an individual team member
q Helps bring out the best in yourself
q Have a positive impact on your organisation
q Contributeto organisation
q It enables you to choose different behaviors dependingon the situation, your strengths, and your role
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Prophet Muhammad(PBUH) remains the human being whose life is the most documentedthan any other. His case is
unique and outstandingas: a spiritual leader, a father, a husband,a businessman,a political leader, etc..
Jafer (RA), a companionof Prophet Muhammadat the court of a Christian King in Abyssinia :
“Your majesty! We were ignorant people, worshippingidols, eating carrion, oppressingneighbors,brother fighting
brother, the strong dominatingthe weak, when amidst us was raised a man (Muhammad)whose nobility, integrity and
trustworthinesswere already well-known”
“He called us to worship God alone... he commandedus to speak the truth, to honor our promises, to be kind to our
relations, to be helpful to our neighbors,to cease all forbiddenacts, to abstain from bloodshed,to avoid obscenities and
false witness….”
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ghazali.mdnoor@gmail.com
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Islamic Ethics and Quality Management
“Ethics in Business and Management:Islamic and Mainstream Approaches”a book dealing with managementand
edited by Khaliq Ahmad et. al. (2002) explains the importanceof Islamic ethics in business and management.
The edited book deals with the Islamic ethical system in economic behavior,and highlights the various issues
confrontingbusiness today. Besides discussing business ethics and the social responsibility of businessmenfrom both
the conventional and Islamic viewpoints,a possible dimension of ethical behaviors in managementis explored.
“Issues in Quality Management: ISO in Relation to Islamic Standard”, another publicationby Khaliq Ahmad et, al.(2003)
explains the importanceof the concept of quality in business and management.
In response to this, said the author, the Islamic StandardInstitute (ISI) -2020 was establishedin Malaysia to cater for
the needs of the Malaysian society and, eventually, the needs of the Muslim Ummah worldwide.
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Environmentand corporate culture
To the Muslims, the environmentis like man, part of God’s Creation. Its role is dual in nature that is:
q To worship its Creator and simultaneously
q To be of serviceto manager, so that he/she may smoothly and undeterredcarry out his or her
honourabletask of the Vicegerencyon earth.
Among the matters that manager will be held accountablefor upon his departurefrom this world is the manner in which
he/she managedhis surroundingson earth, comprising both animate and inanimate beings.
The external environmentof an organisation
Effects by events taking place in the external environmentof an organisationare highly influential on its behavior, as
well as on the managerialperformanceand at times these effects may go beyond the control of the managers.
The external environmentcomprises of two layers: the general environmentand the task environment.
Advising Managers
Why the normal value of private life tend to break down or becomeineffectual in business context, Nash offers five
reasons:
q The analyticalframework the managersadopt
q The goals they set for themselves
q The organisational structure they belong to
q The language/ methodsthey use to motivateothers
q Their personal assumptionsabout the intrinsic worth of other people
If ethical issues and concerns do not figure in any of the areas, then it is UNLIKELYthat the organisationwill be
fostering a climate in which the ethical behaviourbecomes the norm.
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The general environmentfor managers
In regards to the first layer of the external environmentof an organisation,the general environmentrepresents the outer
layer of its environment.This layer influence the organisationover time, but may often not be of much cause for impact
on day-to-day transactions.The general environmentin turn comprises of various dimensions,elements, such as
technology,socio-culture, economical and legal-political matters.
Associateyourself with good people
Associate with well-manneredpersons and your manners will improve. Should one see a wise man, who, like a revealer
of treasure, points out faults and reproves; let one associate with such a wise person; it will be better, not worse, for him
who associates with such a one.
The Messengerof Allah (PBUH) said, “The dearest and nearest among you to me on the Day of Resurrectionwill be
one who is the best of you in manners;and the most abhorrentamong you to me and the farthest of you from me will be
the pompous,the garrulous,and Al-Mutafaihiqun.” The Companionsasked him: “O Messengerof Allah! We know about
the pompousand the garrulous, but we do not know who Al-Mutafaihiqunare.” He replied: “The arrogant people.”
Source: Jabir in At-Tirmidhi.
Things are of three categories:
1. a matter whose right guidance is clear, which you must follow;
2. a matter whose error is clear, which you must avoid;
3. and a matter about which there is a differenceof opinion, which you must entrust to Allah.
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Promoting Core Values at Work
Business ethics are the standardsof conduct and rules based on moral principles governinghow businessesand
employeesshould conduct themselves.
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There have been several high profile investigationsand arrests in the headlines….
Martha Stewart had a billion dollar empire when she made a decision to sell a stock based on an insider trading tip from
her stock broker in 2004. Martha Stewart was a self-made business icon. She had to call upon those skills to rebuild her
brand after her stint in prison.
The meaning of “ethics” is hard to pin down and views of many rest on shaky ground.
Many people tend to equate ethics with their feelings. A person following his or her feelings may not do what is right. In
fact, feelings frequentlydeviate from what is ethical. Being ethical is not the same as following the law. The law often
incorporatesethical standards to which most citizens subscribe.
Finally, being ethical is not the same as doing “whatever society accepts.” What then, is ethics? Ethics is two things.
When the unemploymentis high, people are more willing to bend the rules to keep their jobs. Social and organisational
influences,thereforehave significant impact on the ethical behaviour
Studies on corporate failures
Studies have shown that a majority of those corporate failures were traceableto the predominanceof one individual or
several working in concert in the board. Invariably fraudulentpractices were found. Failure of checks and balances
mechanism.
Each party’s responsibility
1. Directors - Issues of compliance & profitability
2. Directors - Issues of conformance& performance
3. Shareholders- Questions at AGM & EGM on company’s performance
4. Shareholders– Nominationof independent directors?
5. External auditors
q Independence
q Change of auditors
q Who audits the auditors?
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Many of the precepts that apply to a leader often apply to followerstoo. The precepts below are what current leadership
researchersand practitioners(e.g. Kouzes and Posner, 1997; George, 2003; Collins, 2003) are now finally claiming as
the critical elements of effective leadership:integrity, humility, authenticity,modesty, positive attitudes,competence,
etc..
General LeadershipPrinciple:
Do not be in a leaderlessgroup; appoint a leader
When three men travel together,they should make one of them their leader.
Source: Abu Dawud, on the Authority of Abu Sa’id ‘Al-Khudri
Personal attributes a leader should develop in himself/herself:
1. Develop competencyin the area in which you are leading others.
Whoever delegatesa position to someone whereas he sees someoneelse as more competent(for the position), verily
he has cheated Allah and His Apostle and all the Muslims.
Source: Ibn Taymiyya, Assiyasah Ash-Shar’iyya , 1996
2. Stress virtue and behave with integrity.
Virtue is noble behaviour,and sin is that which creates doubt and you do not like people to know about it.
Source: Nawwas bin Sam’an in Sahih Muslim
Those who take bribes and those who give bribes are cursed by God.
Source: Bukhari and Muslim, on the Authority of ‘Abdullah Ibn ‘Amr Ibn Al-’As.
Greed and faith can never co-exist in the human heart.
Source: An-Nasa’i, on the Authority of Abu Hurayrah
3. Maintain balance and self-control.
Three things are part of the good morals of a believer. When he is overcome by anger, his anger should not drive him to
falsehood.When he is happy,his happinessshould not take him beyondthe bounds of what is right. When he has
power, he should not stake a claim to somethingwhich is not his.
Source: At-Tirmidhi, on the Authority of Anas Ibn Malik
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4. Be proactive and action-oriented especially when confrontingevil.
Whosoeverof you sees an evil action, let him change it with his hand;and if he is not able to do so, then with his
tongue; and if he is not able to do so, then with his heart, for that is the minimum that is desirable from a believer.
Source: An-Nasa’i, on the Authority of Abu Sa’id Al-Khudri.
5. Be modest and self-effacing (i.e. Collins’ Level 5 Leadership)
Hayaa (i.e. modesty) is a part of Iman and Iman shall be rewarded with Paradise. Foul talk is a part of neglect [towards
God] and neglect [towards God] shall be rewarded with Hellfire.
Source: Ibn Maajah, no. 4174.
Faith (Belief) consists of more than sixty branches(i.e. parts). And Haya (This term “Haya” covers a large number of
concepts which are to be taken together;amongst them are self respect. modesty, bashfulness,scruple, etc..) is a part
of faith.
Source: Bukhari, on the authority of Abu Huraira.
The Messengerof Allah (PBUH) said, “The dearest and nearest among you to me on the Day of Resurrectionwill be
one who is the best of you in manners;and the most abhorrentamong you to me and the farthest of you from me will be
the pompous,the garrulous,and Al-Mutafaihiqun.” The Companionsasked him: “O Messengerof Allah! We know about
the pompousand the garrulous, but we do not know who Al-Mutafaihiqunare.” He replied: “The arrogant people.”
Source: Jabir in At-Tirmidhi.
6. Keep your word.
Three are the signs of a hypocrite: When he speaks, he lies; when he makes a promise, he breaks it; and when he is
trusted, he betrays his trust.
Source: Abu Hurairah, in Bukhari and Muslim.
7. Maintain a positive and cheerful attitude.
Do not belittle any good deed, even meeting your brother (Muslim) with a cheerful face.
Source: Abu Dhar in Sahih Muslim.
8. Do not meddle in what does not concern you.
Part of the excellenceof one’s Islam is his giving up of that which does not concern him.
Source: Abu Hurayra, At-Tirmidhi.
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Compassionis one of the few things we can practice that will bring immediate and long-term happinessto our lives. The
key to developingcompassion in your life is to make it a daily practice. The first step in cultivating compassion is to
develop empathy for your fellow human beings. When we encountersomeone who mistreats us, instead of acting in
anger, withdraw.
But determinethat if peopledo you good, you will do good to them; and if they oppress you, you will not oppress them.
Sacrifice of the lamb
Just as the Prophet (S.A.W.), and his companionslanded from their rides, and laid the loads down, it was decided that
they would sacrifice a lamb for dinner.
One of the companionsvolunteered:"I will sacrifice the lamb."
Another:"I will skin it."
Third: "I will cook it."
Fourth: " I will...."
The Prophet (S.A.W.): "I will gather the wood from the desert."
The group: "O Messenger of Allah, it is not becoming of you to discomfort yourself as such. You rest. We will be
honouredto do all this on our own."
The Prophet (S.A.W.): "I know that you are eager to do it all, but Allah isn't pleased with the slave who distinguishes
betweenhimself and his companions,and considers himself better than others.“ Then he went to the desert, and
gatheredsome wood, and brought it to the group.
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Cadbury Report - there is a Code of Best Practice :
q Principles are those of openness,integrity and accountability.
q Opennesson the part of companies,within the limits set by their competitive position.
q Integrity means both straightforwarddealing and completeness.
q Boards of directors accountability is through the quality of the information which they provide to shareholders, and
the shareholdersthrough their willingness to exercise their responsibilitiesas owners.
Corporatescandals have created a market for a new breed of independentthird parties who provide/sell guidanceon
which companiesdeserve our trust, such as:
q Standard & Poors
q Institute for Corporate Law and Governance
q InstitutionalShareholderServices (ISS)
ISS uses a CorporateGovernanceQuotientthat measures global companies against 61 different governancecriteria.
ISS rated Parmalat bottom of the 69 Italian companiesin its listings.
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First, ethics refers to well based standardsof right and wrong that prescribe what humans ought to do, usually in terms
of rights, obligations,benefits to society, fairness, or specific values. Put another way anytime you ask yourself “what
you should do,” the question involves an ethical decision.
Secondly, ethics refers to the study and developmentof one’s ethical standards.In other words, ethics are standards or
rules you set for yourself that you use to guide your efforts do what is right and wrong, or what you should do. A decision
you make is ethical when you choose to do the right thing.
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UnethicalBusinessPractices
Individuals may make unethicalchoices such as: Conflicts of Interests,Corruption,Bribing and acceptanceof Privacy or
Confidentialitybreach, Unscrupuloushiring practices, Scams of Credit Cards, Insurance/ Fraud, Internet Abuse.
Conflicts of Interest: The situation in which business decisions may be influenced by personal gain.
Code of Ethics/ Conduct:
q A formal set of guidelinesfor maintainingethics in the workplace.
q Codes of Ethics cannot detail a solution for every ethical situation, so corporationsprovide training in ethical
reasoningalong with a Code of Ethics
The Value Approach
The value approachto ethics assumes that there are certain ideals toward which we should strive, which provide for the
developmentof our humanity. These ideals are discoveredthrough thoughtful reflection on what kind of people we have
potentialto become.
Competencies determinewhat
a person CAN do.
Commitmentdetermineswhat
they WANT to do.
Character determineswhat
they WILL do.
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Guidance for the Ethical MuslimWorkbook

Principlesof Integrity and Ethics
Leaders began the transformationby first getting the right people on the bus (and the wrong people off the bus)
“Who” questionscame before “what” decisions - before vision, strategy, organisationstructure, and tactics.
Leaders must be rigorous, not ruthless in peopledecisions. Three practical disciplines for being rigorous:
1. When in doubt, don’t hire;
2. When you know you need to make a people decision,act; and
3. Put your best people on your best opportunities,not biggestproblems
Knowledgeand wisdom are the major reasons which determine the leadership.
”….Say are those equal, those who know and those who do not know? It is those who are endowedwith understanding
that receive admonition”
[Al-Quran, 39:9]
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How do we know when somethingis “ethical?”
What does it mean to be ethical?
Some people think you can’t get ahead by being honest. Do you agree or disagree with this statement.Explain.
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We are ALL a work in progress–andwe can ALWAYS choose to change our behaviours.If you think you would like to
talk to someone about your score, please show this paper to a facilitator or an adult you trust.
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Introduction
Communicationis the transfer and exchangeof informationas well as the understandingfrom one person to another
through meaningfulsymbols. It is an approachto exchangingand sharing of ideas, attitudes,values, opinions, and
facts.
Communicationmay be verbal (oral or written) or nonverbal(body language& appearance).
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Communicationis the process of passing information as well as its understanding from one person to another. The
communicationprocess consists of six basic elements:the sender (encoder),the message,the channel (medium), the
receiver (decoder), noise, and the feedback.
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q The Power of Words
q The Applicationof AppropriateLanguagein Communication
q Precise Communication
q Pleasant Communication
q Humor in Communication
q Personality and Social Intercourse
q Degradationof InformationQuality
q Differencein Understanding,Perceptionsand Behaviors
q CommunicationTechnology
q Barriers to Effective Communications
Communication from Islamic Perspective
The Quran states:
The most Gracious (Allah)! It is He Who taught the Quran: He has created man: He has taught him speech
(55:1-4)
Islam emphasizes the importance of effective communicationin human life.
The following is a systematic account (Do’s and Don'ts) of these principles in the light of the Quran and Sunnah.
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CompaniesAct 2016 (Act 777), s 227
227 Payments to director for loss of office, etc..
(1) It shall not be lawful —
(a) for a company to make to any director any payment by way of compensation for loss of office as an officer
of that company or of a subsidiary of that company or as consideration for or in connection with his
retirement from any such office; or
(b) for any payment to be made to any director of a company in connection with the transfer of the whole or
any part of the undertaking or property of the company, unless particulars with respect to the proposed
payment (including the amount thereof) have been disclosed to the members of the company and the
proposal has been approved by the company in general meeting and when any such payment has been
unlawfully made the amount received by the director shall be deemed to have been received by him in
trust for the company.
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Dealing with these moral issues is often perplexing.How exactly, should we think through an ethical issue/ what
questionsshould we ask? Some moral issues create controversiessimply because we do not bother to check the facts.
This first step, althoughobvious is also among the most important and the most frequentlyoverlooked.
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To build relationshipsthat get the work done, the membersplay certain roles
Some members are encouraging; they get people to open up and get involved. Some are harmonizing;they relieve
tension and at the time of conflict let the group accommodatedifferent views. Some motivate others to participate.Some
bring the group back to its main purpose.In your group, examine the following list and see what kind of qualities the
members contributeto these functions.
q Providing support and encouragement
q Facilitating communication
q Evaluating the process
q Setting goals
q Improving the relationship
q Managingconflict
q Keeping the group focused
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Facts by themselves only tell us what is; they do not tell us what ought to be. Resolving an ethical issue also requires an
appeal to values. Although ethics deals with right and wrong, it is not a discipline that always leads everyone to the
same conclusions.Deciding an ethical issue can be equally difficult for conservativesand liberals. Of course, there are
situations that are wrong by any standard.
To guide our reflection on such difficult questions,philosophers,religious facilitators and other thinkers have shaped
various approachesto ethical decision-making. The five different approachesto values to deal with moral issues are:
The Utilitarian, the Rights, Fairness and Justice, the Goodness,and the Values.
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The key to good corporategovernancelies in substance,not form. It is about the way the directors :
q create and develop a model to fit the circumstances of that company and then test it periodically
for its practicaleffectiveness.
q take control of a regime they have established and for which they are responsible.
One thing is clear, though. Whatever the model, the public must know about it and about how it is operating in practice.
Disclosure should be a central feature of any corporate governance regime. Shareholders, potential shareholders and
the wider public are entitled to real, meaningful detail about the way the directors say they are carrying out their
stewardshiprole.
The Hon Justice Owen
Royal Commissionerin HIH Enquiry
8.11 Standarddisclosure for circulars
(b) is not false, misleading and/or deceptive;
(c) is balanced and fair …
(d) avoids over-technical language,and is expressed to the extent possible in language comprehensibleto
the layman; and
(e) explains, if the consequencesor effects of the information on the listed issuer’s future prospects cannot
be assessed,why this is so.
LR: Chapter 9 – ContinuingDisclosure
9.01 (2) The disclosure requirementsconsist of the following:-
(a) CorporateDisclosure Policy of the Exchange (Parts B to H);
(b) Preparationof announcements (Part I);
(c) Immediatedisclosure requirements(Part J);
(d) Periodic disclosure requirements(Part K); and
(e) Disclosure requirementsfor specific listed issuers (Part L).
(3) Continuingdisclosure is the timely and accurate disclosure of all material informationby a listed issuer to
the public.
(4) Continuingdisclosure ensures a credible and responsiblemarket in which participantsconduct themselves
with the highest standardsof due diligence and investors have access to timely and accurate informationto
facilitate the evaluationof securities.
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Is it fair to argue for his retentionbased on friendship, rather than merit?
Is it fair to just tell Eddie and not the other staff affected?
What happenswhen he tells someoneelse?
Your boss told you “in confidence”. Would you betray that confidence?
Do you have the authority to reveal this sensitive information?
What will Eddie think of you if you don’t tell him?
How can you balance your responsibilityto Eddie and your company?
Managementinvolves taking difficult decisions – balance those of a friend with your employer and all staff
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The building you are in is on fire – you are trapped in a room with one of your parent’s who is incapable of getting out
unaided and a scientist who has the cure for a major disease. Who should you save – the one you love or the one who
could cure millions?
Is it the ‘greatest good for the greatest number’? Or should family be put above all?
What would happen if another person you love has the disease the scientist has the cure for?
You are driving home from a night out when you accidentally hit a pedestrianwho now looks seriously injured. You
know you will probably end up going to jail if you stay as you were not paying attentionproperly and have been drinking.
No one is around and if you leave now it is likely you won’t get found out.
Would you stay and help the person you hit and face the risk of going to jail?
Or would you leave the person, even though it is likely they will not be found for hours and will die.
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Values are attitudes or character traits that enable us to be and to act in ways that develop our highest potential.Values
are like habits that once acquired they become the characteristic of a person. Moreover, a person who has developed
values will be naturally disposed to act in ways consistent with moral principles. In dealing with an ethical problem using
the value approach,we must ask, what kind of person should I be? What will promote the developmentof character
within my community and me?
Focuses on attitudes,dispositions, or character traits that enable us to be and to act in ways that develop our human
potential.It asks whether any given action demonstrates human behaviourat its best. Examples: honesty,courage,
faithfulness,trustworthiness, integrity, etc...
The principle states: “What is ethical is what develops moral values in us and our communities.”
Values defined
Your company’s values are what you aspire to be as a company. They are the longest-term and most aggressive goals
for your company. Your values can be organizedin many different ways, but most frequentlyare organized as your
company’s mission, vision, values, and priorities.
The ultimate goal of identifying,expressing,and living your integrity at work is for everyonein and around your
organisationto embrace and act in a manner consistentwith your values, including the millions of small decisions and
behavioursthat take place on a weekly basis, thereby allowing you to truly reach your values. Essentially, you reach
your values by living your values.
Your values goal can be broken down into mission, vision, value, and priority goals:
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q Mission Goal – All of the people in your organisationunderstandyour organisation’s purpose and work toward
meeting that purpose in their daily work.
q Vision Goal – All of the people in your organisationunderstandwhat you want your company and customer set to
“look like” longer term and they use this understandingto both motivate and guide their work.
q Value Goal – All of the people in your organisationwork in a manner that is consistent with your values and
principles.
q Priorities – All of the people in your organisationunderstandyour priorities if there is ever any conflict between
individual values.
Values serve as a guide for everyoneinside and outside of your organisationfor explaining who you are, where you
want to go, and how you’re going to get there.
What values are not
Values are confusing to a lot of peoplerunning emerging growth technologycompanies. Most of the time we find that
values are so confusingand appear so difficult to create that companiestend to avoid them altogether.Some
companiesthink of values as a poster to motivate employees. Other companies have senior managerswho believe
that values are for the “troops” but not for them. These issues, and others, have led the vast majority of companies to
have very poor values practices and most people to have a generaldisregard for or disbelief in the practice. Clearly,
these approachesdo not meet the goals of true values and the poor approachesused by other companies make it much
more difficult for you to implement the practice of true values.
Company values are often – but should not be – confusedwith “product values,” “brand values,” “customer values,”
“business unit values,” “functional values,” or any other values that can be developedfor a specific initiative. Company
values are different in that they are the umbrella over all the other values. They should be aligned, but different.
What is your conclusionfrom this exercise?
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Participants will decide what they value and how values affect their choices in everyday living.
ParticipantHandouts: What’s Importantto Me?, Value Characteristics,What is a Value?
facilitator Instructions
Have participants fill out the checklist ‘What’s Important To Me?’
(Note: before copying, review list for any that may not be appropriatefor your community and delete or change.)
Ask participantsto go back through the list and pick the four to five values that are the most important to them and write
the numbers in the blanks at the bottom. Then have them refer to the ‘Values Characteristics’ handout,find the numbers
they have chosen on the left side of the page and write the correspondingwords on the lines at the bottom of the page.
Refer participantsto ‘What is a Value?’ Discuss the definition of values. Do the participantsthink the four or five they
have selected are the qualities that motivate them to act as they do? Have participantsshare their values with a friend.
Did they have any the same? (It is natural for people to associate with people who share the same values).
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What is a value?
Values are those inner standards from which you receive the motivation to act as you do and by which you judge
behaviour (both yours and others).
Values signify what is important and worthwhile. They serve as the basis for moral codes and ethical reflection.
Individuals have their own values based on many aspects including family, religion, peers, culture, race, social
background, gender, etc.. Values guide individuals, professions,communities, and institutions.
1. A value must be chosen freely. If you don’t cheat because someone tells you not to, or because you know you
will get into trouble with some authority figure, say, you are not freely acting on your values of honesty and
integrity.
2. A value is always chosen from among alternatives. If you don’t cheat because you are taking a test in an
empty room without any resources, you cannot say you chose not to cheat. There must always be an
alternative in choosing your value.
3. A value results from a choice made after thoughtful consideration of choices. If you don’t cheat because it
never occurred to you to do otherwise, there is no value at play. If you cheat thoughtlessly or carelessly,it
does not reflect a value. Only when you carefully consider alternatives and consequencesand then make a
choice is value reflected in that decision.
4. When you value something, it has a positive quality for you. If your decision not to cheat is something you feel
good about, then it is based on a value. You like yourself for your honesty and integrity. You prize them and
cherish these qualities in yourself.
5. You are willing to publicly stand by your values. Not only are you proud of your choice not to cheat, you will
speak about your position and even try to convince others not to cheat. You declare in your actions and your
words that you value honesty and integrity.
6. When you have a value, it shows up in every aspect of your life. You don’t just talk about having honesty and
integrity – you live it. You will spend time and energy on developing your honesty and integrity. You will
associate with people who also value honesty and integrity. You will make sacrifices (money or otherwise) to
live by your values.
7. Values show up again and again in your actions. Not cheating on one thing does not mean you hold a value.
Only when you make the same kind of choices over and over again in similar circumstances is value at play.
Because of your honesty and integrity, you don’t cheat on anything. From small quizzes to big tests, from
board games to big contests, your value is in effect in every circumstance.
Adapted from materials found on: http://www.mtsu.edu/~u101irm/valuedef.html
Originally from Louis E. Raths, Merrill Harmin, and Sidney B. Simon, Values and Teaching, Columbus, Ohio:
Charles E. Merrill Publishing Co., 1978.
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Values prioritization
Participants are asked to prioritize their own values and reflect on the importanceof values in individual and group
decision-making. Participantsare asked to link outcomes important to them with values they may hold.
FacilitatorInstructions
Participants are asked to prioritize their own values and reflect on the importanceof values in individual and group
decision-making. Participantsare asked to link outcomes important to them with values they may hold. This activity
follows the ‘Choices and Values’ one.
ParticipantHandouts – Values Prioritization,What is a Value?, Values Definition Table, materials from Choices and
Values activity
Ask participantsto offer their definitions of the word ‘value’. What do people mean when they say things like ‘family
values’, ‘school values’, ‘religious values’ etc.?
Review the ‘What is a Value?’ sheet that lists the criteria for values to clarify what makes a value a true value.
Provide the ‘Values Definition Table’ and explain that 1) participants might use it as a resource when they’re having
difficulty verbalizingwhat the value at play might be, and 2) as lengthy as this list might be, it is still an incomplete one,
and it is important that they continueto think about the criteria for values in coming up with values relevant to a given
situation.
Review the ‘Choices and Values: Value CharacteristicsSheet’.
Ask participantsto prioritize their top values on the Value CharacteristicsSheet. Have participantsrank their values in
order of importance.
Discuss what participantsfelt they learned from the activity of prioritizing values – Was it difficult? What was challenging
about it? Did they learn anything new about themselves and their own priorities?
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What the Prophet (SAW) did?
He removed duality in public role and private life. Since his every moment is reported,we know that even before he was
appointedthe Prophet, he was upfront and honest.
As the Prophet began to speak in the community, many were moved and his expression was commandingand deeply
touching.What was so amazing in his speechesis that they were natural, the Prophet says: “Every one of you is a
shepherdand will be accountablefor his flock. The ruler is a shepherdand will be accountablefor his community; a
man is a shepherdof his family and will be accountablefor them; a woman is a shepherdof her husband’s household
and will be accountablefor her charge; a slave is a shepherdlooking after his master’s property and will be accountable
for it. Indeed,every one of you is a shepherdand will be accountablefor what is under their care.”
Source: Bukhari and Muslim, on the Authority of ‘Abdullah ibn ‘Umar
First we need to go back to the basics
q Every organisationshould be guided by a set of values and beliefs
q Provides an underlying framework for making decisions – part of the organisation’s culture
q Values are often rooted in ethical themes, such as honesty,trust, integrity, respect, fairness, . . . .
q Values should be applicable across the entire organisation
q Values may be appropriatefor certain best managementpractices – best in terms of quality, exceptionalcustomer
service, etc...
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Value is noble behaviour, and sin is that which creates doubt and you do not like peopleto know about it.
Source: Nawwas bin Sam’an in Sahih Muslim
Those who take bribes and those who give bribes are cursed by God.
Source: Bukhari and Muslim, on the Authority of ‘Abdullah Ibn ‘Amr Ibn Al-’As.
Greed and faith can never co-exist in the human heart.
Source: An-Nasa’i, on the Authority of Abu Hurayrah
Mutual consultationand unity or Shura are important and basic principlesof democraticleadership
Managerialleaders in Islam must consult with their people before making any decision. It is also the fundamentalaspect
of democratic system. Leaders must consult with their subordinators in formulatingany strategy or policy.
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WheneverGod makes a man responsiblefor other people, whether in greater or lesser numbers, he will be questioned
as to whether he ruled his chargesin accordancewith God’s decrees or not. and that will not be all. God will question
him even about his family members.
Source: Ibn Hanbal, on the authority of ‘Abdullah ibn ‘Umar.
“And those who answer the call of their lord and to worship none but him and performed their prayer and who
conduct their affairs by mutual consultationand who spend of what we have bestowed on them”
(Al Quran - 42:38)
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The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then
conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first…
The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become
healthier,wiser, freer, more autonomous,more likely themselvesto becomeservants? And, what is the effect on the
least privileged in society? Will they benefit or at least not be further deprived?“
Engage the group membersin respondingto all of the above points
This practice will identify the group’s identity for the members. It also brings the members closer to understanding
themselves in the group of which they have chosen to be a part.
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Case Study
A social worker in a support group for abused women is gradually delegatingher responsibilities to the group members.
Her intentionis to move the group from a professionally- supportedgroup to a member-led group. This is due to the
changingatmospherein her agency, lack of funding and a positive move towards self-sufficiency. She is aware that
some women in the group are more committed and attuned to group work. However, she feels that for the group to
sustain itself, all the members need to take ownership.She starts to move the group to a shared leadershipmodel by
asking the group the above questions. In a simple exercise of going through the above points, group members
gradually create an identity and a vision for their group.
Ultimatelyall causal paths start from learning perspective… and to improve learning
This is the step to begin looking at the work that needs to be done in any given group.
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Is this actually a serious issue?
Why not just remove the footer and be done with it?
Staff may claim that it is a “matter of principle”
Care of staff is also a “matter of principle”
What happenswhen two principles conflict?
A number of colleaguesmay be losing their jobs, so they need to be involved
Is the “customer always right”?
At some point an evaluationof the merits of the two principles has to take place
If you accommodateInks on this, what happensif they become more demanding?
Are you comfortablein making people redundantover this?
Would you be willing to lose your job over this issue?
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Many large organisations set out their purposes and values as a part of the job of managing stakeholder
relationships.
Such guidelines, or ethical codes, set out desirable conduct and best practices, provide framework to help
employees resolve ethical dilemmas they may encounter in their work.
The individualat work
We all have rights, duties, responsibilities,powers, interests etc.. which accrue to us as peoplewithin a society.
We do not lose these moral responsibilitiesas we enter the work place; instead we gain new ones that are contingentto
holding the post within the organisation.
These new powers, responsibilities,duties, interests, concerns etc.. can be different from the ones we had before, they
may even be in conflict with them
Many of the moral dilemmas faced at the workplaceare raised by issues that are not peculiar to work but are to do with
interpersonalrelationshipswith the people you are dealing with.
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Moral issues greet us each morning in the newspapers;confront us in our work or at school. We are bombardeddaily
with questionsabout the justice of our foreign policy, the morality of medical technologiesthat prolong our lives, the
rights of the homeless,and the fairness of facilitators.
Power, Authority & Trust
We owe special degree of considerationwho are closest to us. What is laudableas a private person becomes suspect
once we are acting in trust of a third party (organisation). It is even more suspect if what makes it possible for that
person to act in that way is that the power and authority lent by the organisationitself
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Power, Authority & Trust
We owe special degree of considerationwho are closest to us. What is laudableas a private person becomes suspect
once we are acting in trust of a third party (organisation). It is even more suspect if what makes it possible for that
person to act in that way is that the power and authority lent by the organisationitself
Though it is clear in principle,drawing a line between private and public is not easy.
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Though it is clear in principle,drawing a line between private and public is not easy.
To serve God, a Muslim leader is to act in accordancewith the injunctions of God and His Prophet (saw), and must
develop a strong Islamic moral character.
This moral character will be reflected by his increasinglystrong belief in God as he progresses through taqwa stages of
spiritual development:
q iman,
q Islam, and
q ihsan.
Ihsan means doing good and being kind to others. Enlightenment
We can take lessons from Prophet Muhammads.a.w..... as the model reflected by these characteristics:
Siddiq (Task oriented) The soul of an honest man is always in the side of truth and commendablemoral attitude and
being proud of being servant of Allah. Briefly, honesty is the integrity of a person’s attitude towards the work mandated
to him. Siddiq principles reflect the behaviour of the manager of the company which is based on the principles of truth,
honesty and faith-orientedvalues.
Amanah (People oriented) The principle of Amana is loyalty and commitment to the company’s managementin
carrying out the duties and responsibilitiesimposed upon him. Business managersmust have good manners. It is a
form of liability (responsibility) as a trust holder.
Fathanah (Listening) Businessmanshould manage his business in a professionalmanner not only with honesty and
responsibility, but also intelligence (skills), so that what has been entrustedto him is not neglected.One day, a friend
asked: “How can a trust be lost?” and Rasulullahreplied: ”If the matter submitted to the person who is not an expert on
it, then wait its destruction” Bukhari. Fathanahpersonality (a blend of ’alim and hafidz’) had led the Prophet Yusuf and
his economic team to rebuild the land of Egypt.
Tabligh (Telling) Businessmanor managers who apply the principles of tabligh (sermons) will convey
informationcorrectly; describe tasks, responsibilities and authorities with polite, courteousand transparent,so that it can
be easily-understood by all stakeholders.
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Why is it importantfor us?
Respondingto these points moves the group towards a concrete way of looking at actual tasks within any given group.
It also enables the group to develop an identity which they can packagein a brochure or flyer to describe their group
and recruit new members.
The prophet facilitated everythingfor everyone:if you are not able to pray standingup, you may pray sitting or even
lying down. What will you think of a ruling that makes a couple to forcefully remain married forever even if their
characters and interests are not compatibles?The Prophet Muhammad(PBUH) clearly legislatedagainst such
practices. Couples are free to divorce if they chose to do so.
He addressedeveryoneincluding his companionsin the most beloved way and treated each one of them with dignity to
such an extent that each one felt that he was the most beloved to him amongst all the others. It is a well-known fact that
the Prophet was the supremely successful man in the entire human history (see the greatest 100 in History of humanity
by Michael Hart). He was not just a hero, as Thomas Carlyle has called him, according to the Qur’an; he was the best
example for all mankind (33:21).
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Secrecy,Confidentialityand Loyalty
The problem of protectionof confidentialinformation and the circumstancesunder which it is to be disclosed arises both
in public and private capacities. The duty to tell the truth need to be qualified whether the person you are telling the truth
is entitled to know it.
Gossip has some value in organisationalcohesion,but those who engage in this, walk a thin line betweenpassing on
what is justifiable in the public domain (the weather, last night’s episode in the disco, new policy for space allocation),
or what one may know but not casually and promiscuouslydisclose (X’s marital problem, Y’s alcoholism, Z’s state of
health)
It also matters how one came to be in possessionof such information.Many social positions and occupationsrequire
one to be entrustedwith information which one may not deal with as if one has learned it in a private capacity.
The confidentialityof medical report is near absolute;can be made available to other medical person who may need this
for further treatmentor to the court of law.
Contractual,professionaland moral obligationsnot to disclose specific information. Clearly, the organisationshave the
right to protect the informationwhose disclosure to the competitorsmay threaten its prosperity or survival (client list,
industrial processes, management structures – things coming under IntellectualProperty Right – IPR)
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Follower interactionwith a leader
A person in a position of responsibilitymust not require his subordinates to do anythingthat is not permitted by Islam. If
he does, then they must not obey him. He also said: “No one may be obeyed in what constitutes disobedienceof God”.
If a commanderorders someone to do what is forbidden,that person must disobey the order.
One who walks with a tyrant, in the full knowledgethat he is a tyrant, in order to strengthenhim, is such as has already
left the fold of Islam.
Source: Al-Bayhaqi, on the Authority of Aus Bin Shurahabil
Life event stress and consequentdilemmas
Life events stress are concernedwith situational encountersand the importancethat the person attaches to that event.
It refers to our feelings that something of importanceto us is being jeopardizedby the events in our daily lives.
The most common events producingstress are, ‘pressure to work hard’, ‘major events’, ‘vacation’. Major stressors are
‘deteriorationof health of a family member’, ‘relocationat work’, ‘arguing with spouse’ etc... However, they are “Culture
Specific”
Ethics, Economicsand Law
The ethics of hardball :
The cases of Toys “R” U and Child World;
Home Depot : Good Ethics or Shrewd Business
Business are economic organisationsthat operate within the framework of law and are critical to business decision
making. But the view that they are only relevant considerationsand that ethics does not apply is NOT TRUE. Even hard
fought games like football have a code of sportsmanshipin addition to the rule book.
A good test of moral point of view is whetherwe would feel comfortableif our colleagues,friends and family were to
know about a decision e have made.
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51
Introduction
Welcome! This workbook will serve as your guide to defining integrity at work – your mission, vision, values, and
priorities.
Values are a powerfulsource of guidanceand inspiration for organisations. They help key peopleinside and outside an
organisationfocus and stay aligned on the right targets, give guidanceto the right path and boundariesfor achieving the
targets, and serve to increase an organisation’s velocity toward the target.
As your company grows, you need to be able to communicatewho you are to new and existing employeesand other
stakeholders– integrity at work help you do this. Company values help everyone in the company guide their activities,
behaviours, and decisions. When values are well expressedand baked into a company’s culture, they help you to:
q Hire the people who best fit your values
q Help the “right-fit” people know that you are the best company to work for
q Help the “wrong-fit” people know that your company is not the right company for them
q Inspire your staff
q Separatestaff that are not aligned with your values
q Give guidancefor the millions of activities, behaviours,and decisions that are made in your company every week
q Allow your product market participantsto understandwhere you are going, why you exist, and what is importantto
you
q Inspire your product market participants to purchaseand use your products.
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Continue….
Confrontation occupies the center of attention.
A generalassembly was called. It included all Muhajireen,and five representatives each from Aws and Khazraj tribes.
Crisis deepens.
The general assembly discussed the matter for several days. The crisis became prolongedand complicated.
Further crisis is resortedto.
The conflict is resolved.
`Umar (RA) one day referred to the Qur'anic verse that concludedwith the words "...those who come after them." The
assembly was convinced when `Umar (RA) said: "How, then, can I distribute it amongst you and leave those who come
afterwardswithout any share?" Thus, the conflict was resolved by resorting to an acceptableauthority.
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Level 5 hierarchy
“Executives spend more time on managingpeople and making people decisions than on anythingelse - and they
should. No other decisions are so long lasting in their consequencesor so difficult to unmake. And yet, by and large,
executives make poor promotingand staffing decisions. By all accounts,their batting average is no better than .333: at
most one-third of such decisions turn out right; one-third are minimally effective;and one-third are outright failures.
In no other area of management would we put up with such miserable performance.
Making the right people decisions is the ultimate means of controlling an organisationwell. Such decisions reveal how
competentmanagementis, what its values are, and whether it takes its job seriously.”
Peter F. Drucker “How to Make People Decisions”
Harvard Business Review July-August 1985
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You have already raised your concerns with the Chief Executive via the Risk Committee,so what is new that may cause
him to changehis mind?
You believe that your message is being ignored becauseit is unwelcomeand the CE is possibly being driven by
personal financial considerations
If you go above the CE you are going against him, thereforeyou will have only one opportunityto get your message
across
Failure to have your concerns acceptedwill leave you with resignationas your only option and possibly jeopardiseyour
bonus
Is this essentially a commercial matter, or are there valid public interest disclosure issues?
If you “blow the whistle” you will need to ensure that you have followed all of your firm’s procedures,in order to get
notice taken of your complaint
Notwithstandingany whistle-blower protectionunder the law, you are unlikely to be warmly received within your firm,
even if you are right and resignationmay ultimately be inevitable
So, what’s your take away from this?
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Logistics
The basics - You will need:
q A room or quiet area appropriatefor the number of people involved
q Tables and chairs laid out in a way appropriateto stimulate engagement and discussion
q Printed dilemmas, one per person
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The subtleties- When possible
q Locate a room that has space for all participantsto sit (and breathe) comfortably
q Try and find an area that has windows and if possible, fresh air
q Set out your room in a cabaret–style layout with groups of no more than 6 on a table
q Have space for a flip-chart for each table or wall space for mounting wallcharts
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Happy is the person who finds fault with himself instead of finding fault with others
1. Ask yourself : what informationdo I need or what informationdoes my audienceneed from me. For example, in
developinga flyer you need to decide what informationneeds to be shared with the audience.To get your
informationor to share your informationyou need to think of a series of open ended and close ended questions.
E.g. in developinga flyer inviting people to a meeting,you should think of the kinds of questionsthat should be
answeredon your flyer. In door to door outreachto invite people to a meeting, you might start by giving
information,but shape the information based on the questions that the person opening the door might have.
2. Think about these. Do you look in people’s eyes? Do you stand close to people? What is your hand gestures?
3. We all have perceptionsabout others and beliefs about ourselves that effect our communication.Our cultures, our
social roles, our personality,our age, all shape our communicationwith others.
4. There are stages in communicationwhich usually happen automatically.First, you have an intention to start a
communication.This is when you think about your goals. Later, after planningyour message,you begin the l
interaction.This is when you make the initial contact,which is the most important stage in the case of an outreach
worker. This is the first impression. Ask the participants to share their understandingof the first impression.Let
them think of a person who made the best first impression. Ask them to share the qualities in his/her
communicationwhich left them with a good first impression.After an initial contact, people start to exchange
responses.In the mutual exchangestage, the communicatorand the receiver start sharing information/ideas.They
start to build a relationshipthe ability of the communicatorto generatea response from the other party make this
stage more effective. Here also the use of open-endedand close-ended questionsare emphasized.
5. Ask the participants how they show respect when talking and listening?
Improve yourself all your life
Everyone has been given a life and everyone exists but the main differencebetweenthe way you live your life and the
way others do it is to live a fulfilling and content life. At the end of the day, when you look back at your life, you should
be able to see it in a positive light and should be satisfied with the fact that you did whatever you could to make it
worthwhile
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1.
This issue needs to be raised at once. We are talking here about child labour, and our Code clearly says that “we will
never use forced, compulsory, illegal or child labour, or knowingly work with anyone who does.”
Child labour is still a big problem in many parts of the world, and a major cause of Human Rights abuse. As a global
company working in many different countries we do not want to be a part of that abuse, even indirectly. So wherever we
work, we always apply the standardsof our own Code and the values it is there to protect.
In this case it is best to raise the issue with your manager so it can be followed up in the right way. Even though these
children may be above the legal minimum working age in their own country, we need to be quite certain that we are not
exploiting children.
What our contractors do is our business.
2.
Our relationshipwith this customer may be valuable, but commercial interests should never come before our Code.
In this case we are concernedwith a potentialabuse of fundamental Human Rights. We cannot ignore that and hope it
goes away.
Our Code says we will not tolerate any abuse of Human Rights. We will act to protect them and prevent exploitation.
And we will never knowingly take part in, or benefit from, any activity or relationshipthat violates people’s rights directly
or indirectly. It also tells us that indirect violation usually happenswhen someone within our network of business
relationshipscommits an abuse. That network includes our customers. We work in many parts of the world; including
some areas that have a poor record on Human Rights. It’s vital to stay alert so we’re not involved even indirectly in
abuse. Sometimes the argument,“That’s how things work round here” can seem very persuasive.Never be persuaded.
So even if it risks a valuable relationshipand it may just be malicious gossip, an allegationof Human Rights abuse
needs to be investigated.We will always support you if you Speak Up when you think people’s rights are being abused.
At this Companywe champion Human Rights.
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3.
Respect for Human Rights is extremely important to the Company.It extends to our suppliers and partners, so we need
to be concernedwhen we hear that one of them may be abusing the rights of their employees,even if it proves to be
unfounded.
relationshipscommits an abuse. That network includes suppliers, partners and customers. It’s vital to stay alert so we’re
not involved even indirectly in abuse. Sometimes the argument,“That’s how things work round here” can seem very
persuasive.Never be persuaded. Wherever we work, we always apply the standards of our own Code and the values
and working conditionsit is there to protect. That means we have a responsibility to ensure our suppliers are doing the
same.
That is why our Code says, “We will take care to check the record and activities of those we work with. If we are already
working with someonewe discover is abusing Human Rights, or has done so in the past, we will end the relationship
and report the abuse.”
4.
We do not want to risk being associatedwith any abuse of Human Rights. So every allegationneeds to be investigated,
if only so we can discount it.
relationshipscommits an abuse. That network includes suppliers, partners and customers. Wherever we work, we
always apply the standardsof our own Code and the values and working conditions it is there to protect. That means we
have a responsibilityto ensure our suppliers are doing the same. So we need to be concernedwhen we hear that one of
them may be abusing the rights of their employees,even if it proves to be unfounded. It’s vital to stay alert so we’re not
involved even indirectly in abuse.Sometimes the argument,“That’s how things work round here” can seem very
persuasive.Never be persuaded.
Always report any allegationof Human Rights abuse.
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5.
We are an equal opportunityemployer.That means we believe all staff should be treated fairly, equally and with
respect. An opportunity,such as overtime, should be offered to all staff. We do not discriminate against others or treat
them unfairly. We must give all our colleagues,male and female, equal opportunities.
To omit one colleague,or a group of colleagues,from this becausethey might not be able to arrange childcare is
discrimination. After all, there may be male employeeswho have commitments they need to check. This colleague may
well feel angry and excluded,and her colleaguesmight feel they’re being asked to do extra work that she doesn’t have
to do.
Our Code sets out our principles here:
“We value differenceand diversity and believe that each person is entitled to opportunitiesfor employmentand
promotionbased on their talent and merit. We help each other to excel in an open, fair and equal working environment.
We oppose discrimination,and we Speak Up when we see it.”
We will always treat our people fairly and equally.
6,
We want everyone at the Company to be absolutelyclear: we will not tolerate any form of discrimination. We create and
maintain a working environmentwhere everyone is treated fairly and equally.
In the case of someonewith a disability our Code specifically says,
“We will ensure those with disabilities are never at any disadvantagewhen we recruit or promote people.”
It also makes our position against any form of discriminationclear. Here’s what it says:
No Discrimination
At the Company discriminationmeans treating one person or group unfairly, unequally or disadvantageously because of
their: sex, race, colour, national or ethnic origin, sexual orientation,gender identity or expression, religion, political
belief, trade union activity, marital status, caring responsibilities,disability, age, or citizenship.
We oppose discriminationand we Speak Up when we see it.
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7.
We stand for fair treatmentand equal opportunityfor all, and we want everyone to know we will not tolerate any form of
discrimination among our staff, or within our business network.
That’s why our Code says,
“We will do our utmost to make sure that when we work with third parties, they treat their people as we treat ours.”
If you hear that anyone we work with may be discriminating against any individual or group, never ignore it, even if you
think it’s just idle talk.
If you see it or experienceit, Speak Up.
We will support you and protect you from retaliation.
8.
Ask yourself whether this behaviouris what the Company stands for. If it isn’t then it should be managed.Clearly it
isn’t.
Just becausethis individual is a sub-contractordoes not mean we should tolerate behaviourthat is unacceptable. And
whether he works hard or is otherwisea “nice guy” is irrelevant. Our Code asks us all to understandwhat behaviour is
appropriate,so we don’t unintentionally discriminate against others or treat them unfairly.
It also asks us to never behave in a way that could be offensive, intimidating,malicious or insulting.
In this case, this person’s behaviouris clearly sexist – that is, it is both discriminatoryand offensiveagainst one sex.
Just becausenobody’s complaineddoes not make it okay. People often feel reluctant to complain, even though they’re
upset or uncomfortable.We don’t want anyone to feel uncomfortable at work becausesomeone else is behaving
inappropriately.
You could have a word with this contractor,or report what’s happeningto your line manager,Human Resourcesor
Ethics Lead.
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9.
Our Code tells us, “Everyone at the Company has the right to be treated respectfully at all times in a workplacefree
from any kind of bullying, harassmentor violence. These behavioursare unacceptable,we will not tolerate them, and
we will take action against individuals who behave in this way.”
This is how our Code defines Bullying: “Any offensive,abusive, intimidating or insulting behaviouror abuse of power
that makes someone feel upset, threatened,undermined,humiliated or vulnerable.” And this is the definitionof
Harassment:“Any behaviourthat offends someone,violates their dignity or intimidates or humiliates them.” What you
have witnessed is bullying, harassingbehaviour.And it’s not a one-off. It must be reported,so it can be stopped.
Because the bully in this case is a manager, SpeakingUp can feel very difficult. Your colleaguemay well be frightened
of retaliation.You may feel that too. But we provide ways for you to Speak Up safely. And we will protect you from any
retaliation.
The only way to stop bullying in the workplaceis to Speak Up.
10.
We should all be able to joke at work – but not at the expenseof someone else. We believe that the Company should be
a great place to work. A place where you can do a good job, in a mutually respectfulenvironment.
Our success dependson the skills and diversity of our people. Our Code asks us to stop and think about our behaviour
and the effect it is having on others:
“What seems to you like a harmless comment or action may offend someonewhose culture is different from yours. So
take care that your behaviourisn’t making someoneelse uncomfortable. “ Though it may appear “harmless”, this is
inappropriatebehaviourthat is actually treating someoneelse unfairly based on discriminationagainst their culture and
accent. This person is being made to feel like an outsider, and it’s behaviourthat can quickly take root and become the
norm unless it is challengedat the outset. If you think it’s happening,and say nothing, you are participatingin it.
So raising this matter with your manager,Human Resourcesor Ethics Lead is the right thing to do.
Always ask yourself,
“Is this how I’d like to be treated?”
“Is this what we stand for?”
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11.
At the Company,we don’t tolerate any form of harassmentin the workplace.
Harassmentmeans any behaviourthat offends someone, violates their dignity or intimidatesor humiliates them. In this
case a colleague is visibly upset by constant comments. This is harassment,and it is a cause for concern. We will do all
we can to make sure everyone is treatedwith respect in the workplace and no one feels stressed or unhappybecause
of the behaviourof others. These things do eventually fade away, but the best chance of that happeningis if a situation
like this is monitoredso comments like this stop.
So here this woman’s supervisor should have supportedher, and the advice should have been to ask where these
comments are coming from so he or she can take action to stop the behaviourwithout further humiliatingthis woman.
Always ask yourself,
“Is this how I’d like to be treated?”
“Is this what we stand for?”
12.
While it would be good to have a chat to check if your colleagueis aware their behaviouris upsetting,aggressively
shoutingat a colleagueis never acceptable.
Whatever the junior has done, we do not tolerate shoutingin the workplace. And since this is not normal behaviourfor
your colleague,they may need help. So this behaviourmust be addressed,and the sooner that happensthe easier it is
to deal with the situation. Our Code gives you both the context and the action you should take.
We expect you to:
• Treat everyone at work with courtesy, dignity and respect
• Never behave in a way that could be offensive, intimidating,malicious or insulting
• Never threaten anyone with physical or verbal violence
• Report all incidents of bullying, harassmentor violence, or any concerns you have that these might be taking place
• If you see or hear violent or harassingbehaviour,do not let it go unreported. Always Speak Up – the sooner the
better.
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13.
Our Code makes it absolutely clear that “our work is never so urgent that we cannot take time to do it safely.”
There are systems and processes in place to ensure safety at all times, and there are no circumstances in which these
can be ignored.
Regardlessof deadlines,our Code tells us all to:
• Actively promote our safety culture and follow our health and safety standardsand processes
• Understandyour personal responsibilitiesand your personal contributionto maintaininga safe workplace.
• Exercise proper care for your health and well being, and that of everyonewho may be affected by what you do - or
don’t do
• Work within any method statementor risk assessment that applies to your work
No one should ever compromise safety to “get the job done”. Our commercial objectives will never take precedence
over doing what is right and safe.
14.
Our Code tells us to “report any accident or dangerousoccurrence.”
It also makes it clear that Health & Safety is the responsibilityof all of us. We are responsiblenot just for our own safety
but also for the safety of others. So you have a clear responsibilityto report this incident, and so does your colleague.
You also have a responsibilityto assist with any investigationinto an accident or incident.
In this case, if this incident isn’t reported at once, there could be other potentiallymore serious accidents. The colleague
who slipped might also have a more serious injury than they suspect. If that’s the case they may not be covered if they
haven’t followed the correct procedurefor reporting all accidents.And they may also need time off work.
Always immediately report a health and safety incident or concern to your line manager or Health & Safety
representative, so we can rectify the problem and log the incident.
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15.
Sometimes it may seem like there's a good reason for doing the wrong thing. Here you are feeling torn betweenyour
loyalty to your friend and telling the truth. But not to tell the truth isn’t an option, and could also cause harm to others.
So let’s work this one through …
Our Code says, “You have a responsibility to assist with any investigationinto an accident or incident, whether that is
internal or external.” When you are asked to assist, you must report what you saw accurately and in an unbiased
manner. If an accident isn’t properly reported,it could happen again, and it’s vital that we all learn from mistakes and
errors, so we can train everyone properly and provide a safe working environment.
Your colleagueis in a difficult position, but that’s not your fault and you were the only one who saw what actually
happened.Telling the truth is the only option, you are legally bound to do so – and it is the only way to keep us all safe.
16.
Health and Safety rules on-site are there to keep us all safe. They apply to everyone,not just to some. There are no
exceptions.And we are all responsible for making sure they are followed. That’s why our Code asks everyone to:
• Actively promote our safety culture and follow our health and safety standardsand processes
• Understandyour personal responsibilitiesand your personal contributionto maintaininga safe workplace.
• Wear proper items of personal protection equipmentwhen required, and request replacementsif the equipmentis
damaged.
Of course becausethis is a senior manager and there are guests, you may feel intimidated.But this senior manager
should know better and is behavingin an unsafe way. Our Code empowersyou to take action whoever is violating it:
“You have a responsibilityto report any concern when you think there may be a violation of our Code, and never
knowingly allow or encourageanyone to do anythingthat violates our Code.”
Not wearing safety equipmentis in violation of our Code and isn’t safe. So you must Speak Up!
q Unsafe conditionsor work practices?
q Need additionaltraining?
q Need more informationto do it safely?
q Speak Up.
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17.
This is a difficult situation; if what you suspect is true then your friend needs help. Failing to act could result in them
making mistakes that could harm themselvesor their colleagues. It could also mean that the Company does not carry
out its business as it should.
We will try to help you if you have a substanceabuse problem, but you should also help yourself, and comply with our
requirements.
If we look at those requirements,our Code tells your colleague clearly that we expect everyoneto:
• Come to work free from alcohol, drugs, or other substanceswhich could affect your performance
• Let us know if your doctor has prescribeddrugs or medicationthat may impair your performance.We won’t penalise
you, but we do need to make sure you and those you work with are safe.
Your colleagueisn’t doing this.
Our Code also tells you clearly:
• Speak Up if you suspect substanceabuse by others. It’s your duty to do so.
So you should talk to your line manageror Human Resourcesabout this, before any harm is done. That’s also the best
way to help your friend.
18.
Our Code tells us that we should all “come to work free from alcohol, drugs, or other substances,which could affect your
performance.”
It also requires us to “Speak Up if you suspect substanceabuse by others.”
It’s important to know that we will try to help those with problems, and we can’t do that unless we know.
But we have particular policies to protect people from the consequences of drug, alcohol and other substanceabuse,
and we must and will act to ensure our people can work in a place that’s safe, healthy and free from substancemisuse.
In this case, there’s real danger that this colleague could do harm. So despite your colleague’s words, you must report
your concern immediately.If you don’t, you are risking his safety and the safety of others.
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19.
You’re right to flag this straight away. If your friend does have a problem, they may need help, and it’s importantto try to
sort this out before they harm themselves or others.
You should let your line manager or Human Resourcesdepartmentknow. Our Code makes it clear that we will try to
help anyone if they have a substanceabuse problem, but they should also help themselves, and comply with our
requirements. Our Code tells your friend to “Seek professionalhelp as soon as possible if you have a drug or alcohol
problem, and comply with all our requirementsfor your recovery.” It also makes it clear that: “We will respect your
privacy as far as possible if you are undergoingtreatment.”
“We will work with you to try to return you to your pre-treatment duties, or to an alternativejob if that isn't possible.” And
it tells all of us to:
“Speak Up if you suspect substanceabuse by others. It’s your duty to do so.”
Substancemisuse presents major health and safety risks in the workplace,so we must act to ensure our people can
work in a place that’s safe, healthy and free from substancemisuse. If we think it’s necessary, we will put proceduresin
place to prevent it. These can include screening for drugs or alcohol.
20.
Work in a place that’s safe, healthy and free from substancemisuse. And it specifically prohibits the selling of drugs at
work:
“Never use, possess, sell or distribute illegal drugs or substancesor abuse alcohol at work.”
We want to create a workplacethat is free from substance abuse, so we can protect people from its consequences.It is
imperative that as an organisation, we challengewrong behaviour.
Speak Up if you think drug selling is happeningat work. It’s your duty to do so, and you are responsiblefor reporting
violations of our Code when you become aware of them.
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Leader-followerinteraction
1. Take responsibilityfor your followers:
WheneverGod makes a man responsiblefor other people, whether in greater or lesser numbers, he will be questioned
as to whether he ruled his chargesin accordancewith God’s decrees or not. And that will not be all. God will question
him even about his family members.
Source: Ibn Hanbal, on the authority of ‘Abdullah ibn ‘Umar.
Each one of your is shepherd.And each one of you will be asked about your flock. A ruler also is a shepherdand he will
be asked about his flock. And every is a shepherdto his family. And a woman is the custodian of her husband’s house
and his children. Thus each one of you is shepherd,and each one will be asked about his flock.
Source: Bukhari and Muslim, on the Authority of ‘Abdullah ibn ‘Umar
2. Enable your follower by ensuring there is a fit betweenhis/her competenciesand the requirementsof his/her
assignment.
According to A’ishah, the Prophet PBUH never gave others tasks which were beyond their capabilities.
Source:Al-Bukhari.
3. Be kind to your followers:
It is better for a leader to make a mistake in forgiving than to make a mistake in punishing.
Source: Al-Tirmidhi, Hadith 1011
If you show kindness to your servant while employing him in some task, this will weigh heavily in your favour on the Day
of Judgement.That will be your reward.
Source: Amr Ibn Harayth
4. Do not betray the trust of your followers.
When a man tells you something in confidence,you must not betray his trust.
Source: Abu Dawud, on the Authority of Jabir ibn ‘Abdullah.
5. Do not condoneor engage in bigotry.
He who preaches bigotry is not one of us. And not being one of us, he may go ahead and fight in the cause of bigotry.
He who dies for such a cause is not one of us either.
Source: Abu Dawud, on the Authority of Jubayr Ibn Mut’im
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1.
We want everyone to trust that we will do business and trade properly, honestly and lawfully at all times.
Of course mistakes do happen.But when they do, we need to report them and record them properly every time. That
ensures that people continue to believe in our integrity.
We must always do this, and our ability to continueworking for Governmentsaround the world absolutely dependson it.
That’s why our Code is very specific about our duty to report mistakes:
“To work with Governmentsthey must be able to trust us. One of the keys to that trust is that we will inform them of any
breach of agreementswe have with them. No matter how small, and whether it’s deliberateor accidental,let us know if
somethinghas happenedthat shouldn’t have.”
Always report any violation of the rules.
2.
It can be very tempting sometimes to just risk breaking a few rules, especially when there are urgent business reasons
for doing so. But there’s a real problem with this. Becausewhile your motives may be of the best, you could possibly
get yourself and the Company into serious trouble that would make the emergencyyou’re facing right now seem
insignificant. It is a very serious offence to break trade rules, and the need to be secure against international terrorism
makes this an especially sensitive area of national and internationallaw. It could even result in us being unable to trade
in a particular country or region. That’s why our Code is very clear on this “We will comply with national and international
restrictions on Trade and Exports/Importsand all legitimate sanctions and boycotts.” “We will comply with legitimate
special trade restrictions. For example, in some countries there are laws covering the transfer of equipment,software,
services or technologyto a foreign country or foreign person.”
To be able to continueto do business around the world, we must all follow the rules where there are special trade
restrictions or a special security agreement.This is essential for our continuedability to do Governmentbusiness. In this
case, you could try to see if someonemore senior is able to get the necessaryimport permissions transactedin time.
But you should not go ahead unless everythingis in place.
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3.
Our work for Governmentsabsolutelydependson the way we always honour the requirementsmade of us.
Governmentsmust be able to trust that we will do this at all times.
This kind of work is often defined around “Special Agreements”. As our Code explains, these are often especially
sensitive about who has access to information.For instance, in the U.S. on some projects our the Company colleagues
must get permission before meeting with the Company colleagues from outside of North America, and follow particular
rules once that permission has been granted – like keeping a record of all phone and in-person contacts with these
colleagues.Of course mistakes can happen.But if they do, we must report them as soon as we become aware of them.
That’s why our Code says: “To work with Governmentsthey must be able to trust us. One of the keys to that trust is that
we will inform them of any breach of agreementswe have with them. No matter how small, and whether it’s deliberateor
accidental,let us know if somethinghas happenedthat shouldn’t have.” So in this case, you absolutelymust explain
what has happened.
Never try to cover up a mistake. Always report any violation of the rules.
4.
There are very strict rules that tell us what we can and cannot do when we work with Governmentcontracts. In almost
all cases there are restrictions on who has access to information on specific Governmentcontracts. As our Code
explains, “these can include potential transfers to other parts of the Company,and can even apply to any foreign
nationals working on our team.”
However, there may be circumstances in which it is permissible to share certain information.You must always check to
see if this is the case. That is why our Code says, “Seek legal or commercial guidancebefore sharing informationor
data about customers or proposal submissions with colleaguesfrom other parts of the Company.This includes
informationfrom sources such as a Request For Proposal (RFP) or a prequalificationbid for a customer.”
We need to follow the rules at all times where there are special trade restrictions or a special security agreement.This is
essential for our continuedability to do Governmentbusiness.
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5.
Our Code says this: “We want to compete in markets that are free, honest and open. And we want everyoneto trust
that we will compete fairly. So we always behave ethically, and support and comply with all laws that promote and
protect competitionwhether we’re working on our own, or with others.”
Our reputationfor competingfairly is vital to our success. So we need to take the greatest care to make sure we are not
damagingthat reputationor acting illegally. We are allowed to discount,but only if we are doing so on the basis of
legitimately received information.How did we find out this information?That’s a questionwe must be able to answer if
there is an investigation.And in this case there could well be an investigationas there are potential issues here with
competitionlaws and the ethics of this approach. For example, the practice of removing the competitionand then
increasing our prices is known as “Predatory Pricing” and is illegal under a number of different laws. Even when it’s not
the case, the impression that we are manipulatingthe market, acting unfairly, or in an underhandmanner, can do huge
damage to us.
That’s why our Code specifically says, “Seek legal advice if you are uncertainabout how to proceed.”
6.
You may have inadvertentlyput the Company at risk becausethe conversationrevealed commercially sensitive
information.So you do need to report this discussion to your manager and record this meeting. You haven’t done
anythingwrong so long as the meeting is recordedand reported.
If it’s not recorded,then those who may have heard the conversation,or someonewho discovers that it took place,
could gain the impression that you were trying to fix the market. This is illegal, and could breach anti trust laws. So you
and your friend could be in real trouble, even though you’ve done nothing wrong. These laws exist to stop any attempt
to restrict free and fair competition,such as price-fixing. Many countries apply these laws both inside and outside their
borders, so their scope is international.It can be a criminal offence to violate these laws, involving severe penalties-
including prison for individuals and heavy fines for companies.
And even when not proven, just the suggestionof price fixing can seriously damage our reputation.That is why our
Code says, “We will not enter into discussion with competitors or provide them with information about anything that
could limit competition, or agree with them to fix prices, control supplies, allocate markets, boycott customers or
suppliers, or enter into any other anti-competitiveagreements.” 73
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7.
“When we work with partners, or when we partner with competitorsto bid for and deliver a contract together,we need to
make sure what we offer and do is ethical and legal, does not disadvantageour customer, and does not misrepresent
anythingto them.”
We are now in possessionof information that suggests this partner does act unethically and illegally to fix prices and
disadvantagecustomers. The implications are very serious for us. Even though their actions are on a different contract,
their behaviourcould reflect on our own, since we are partneringwith them. What’s more, by doing nothing, and failing
to act on this information,we might be accused later of failing both in our duty of care to our customer, and in doing
what’s right.
This is a very tricky situation, and it needs specialists to manage it. That’s why our Code asks us to seek legal advice if
we’re uncertainabout how to proceed, and tells us to report any suspicious or anti-competitivebehaviour.
8.
It’s fine for us to compete aggressively, so long as it’s fair. And it really matters that we are seen to be competing fairly.
Sometimes that means acting in a way that demonstratesour integrity, but isn’t necessarily to our competitive
advantage.Here is such a case. Without acting in any underhandway we have learned somethingthat we could exploit.
But it’s somethingwe shouldn’t know, and shouldn’t be able to exploit. So let’s walk through what could happen here:
If we use this information,we improve our chances of winning this contract.But we also risk the chance of being
accused of unfair practices. If that were to happenit would severely damage our reputation,and diminish our chances of
winning business in many other bids. And some very important laws regulate the markets to ensure every company
operatesfairly.
These are called “Anti Trust Laws” and they exist to stop any attempt to restrict free and fair competition,such as price-
fixing. Their scope is international and it can be a criminal offence to violate these laws, involving severe penalties -
including prison for individuals and heavy fines for companies. What’s more, even when not proven, just the suggestion
of price fixing can seriously damage our reputation.Put simply, taking advantageof information we are not entitled to
have is just not worth it. It isn’t fair, and it doesn’t make good business sense. So even if it means we have to forgo the
opportunityof this bid, we must report what we’ve learnt to a member of the legal team. In the long run, it’s to our
benefit. We will never risk our reputationto try to gain an unfair competitive advantage 74
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9.
It’s so importantthat our customers trust us. When we partner with a competitor to deliver a service to a customer, trust
becomes even more of a critical issue. That’s why our Code says,
“When we work with partners, or partner with competitorsto bid for and deliver work, we always act fairly, honestly and
transparently.”One of the keys to trust in this situationis our ProcurementIntegrity. Our Code makes it clear how we
need to behave: “We never collude with a partner to misrepresentfacts or disadvantagea customer.” In this case, if we
acted on our partner’s information– information we would otherwise not have - we’d be colluding to disadvantage our
customer. So the key business questionhere is what builds our reputationfor trust, and what risks destroying it?
Winning a contract and losing our reputationis the worst deal we can make.
10.
The trust we build with customers is based on the fact that we will never try to cheat them. We say in our Code:
“We will ensure the customer is promptly notified as soon as we are made aware of any error. This is a duty of care we
have to all our customers.” These words must be demonstratedin our actions. Genuine mistakes do sometimes
happen.When this is the case, we won’t seek to blame anyone. But we need to be seen to be acting with integrity. In
this case, even though the discovery of the mistake was made a long time after the event, we should still tell the
customer. And we should do all we can to properly explain how this mistake occurred. Of course if the contract involved
working with a partner, this can be complex and difficult. Whether the mistake was ours or our partner’s, we won’t try to
assign blame, but we must be transparentwith our customer. If we do this, we are demonstratingour integrity to those
we work with, and those we work for.
We never cheat our partners or our customers.
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11.
Sometimes it can feel like there is a good reason for doing the wrong thing. It can even feel like “justice”. And when
there is pressure or agreementfrom a partner on taking an illegal course of action, it can be tempting to do so. Never
be tempted.
There are no circumstancesin which acting illegally or doing the wrong thing can ever be right. So even when we feel
we have not been treated fairly, we cannot try to rectify this through illicit means. In this case, if we were to agree with
our partner, we would be colluding together against the customer. Our Code clearly says, “We never collude with a
partner to misrepresentfacts or disadvantagea customer.” It also requires us to: “Accurately and transparently
representany pricing or other information submittedas part of a bid or proposal,or as a part of delivering our work.”
“Ensure that all statements,claims and data you present to prospectiveor existing customers are accurate and truthful.
Do not provide false or misleading information.”
We cannot and must not go against our Code, and we would risk our reputationif we were to do so.
12.
Working with partners can be complex. But we must ensure that their actions comply with our Code. We cannot be
drawn into or compromisedby the illicit or wrongful behaviour of someoneelse.
Over-billing a customer,even slightly, is against our Code, and if we become aware that this has happened,we must
put the matter right. When we work with partners, we share the responsibility of acting with integrity. In this case, our
Code tells us to: “Immediately report any error to your line manager. Mistakes do happen,but you should rectify them
as soon as you realise they’ve been made.”
Proper measures can then be taken to work with our partner to put the matter right.
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13.
To do our business well, we depend on building long-term relationshipswith the suppliers and third parties we work
with, based on mutual trust.
We have a Supplier Code of Conduct,and expect all our suppliers, partners, sub-contractors and agents to meet our
own standards.But we also promise to deal fairly and honestly with them, and behave according to our own Code in all
our dealings with them. Our Code says: “We clearly define and apply consistent,fair and transparentprocurement
processes and work within delegatedapproval authorities.” This ensures that our suppliers know we always select them
on a level playing field, using consistent criteria. In this case, one supplier may be trying to change that by offering a
commercial deal. While some commercial deals are perfectly legitimate, this one would go against our Code. If we were
to accept this offer, it would also create real distrust among our suppliers, and set a precedentthat suggests we can be
“bribed” with offers. This opens the road to corrupt dealings.
We must act, and be seen to be acting, with integrity at all times.
14.
We work in many parts of the world, some with dubious Human Rights records. So we must stay alert to what those
within our business network may be doing.
That is why we have a Supplier Code of Conduct and insist that everyonewe work with meets our standards.We do not
want to buy goods or services that exploit others, or work with anyone who violates our Code. So we take measuresto
minimise the risk of social exploitationwithin our supply chain. If you have doubts about a supplier, our Code asks you
to: “Speak Up if you have any concerns about their conduct or integrity, and always report any concerns they may have
about us.” In this case, no matter what damage might be done to the project, we must investigatefurther and make
absolutely certain that this supplier is not exploiting others or abusing Human Rights.
If we work with someone,it is our business what they do and how they do it.
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15.
While this may seem like a matter of trying to save time for the benefit of the company, by not getting the correct sign-off
you have broken the Company policies and gone directly against our Code, which tells you clearly, “Keep to your
delegatedapproval authorities.”
Our financial controls are in place to protect the company and employees. Manipulatingthe system in this manner could
be interpretedas an attempt to defraud the company.So no matter what the motives, doing anything like this is wrong,
and is likely to result in disciplinary action. If the supplier knowingly helped to manipulatethe Company processes and
proceduresthen they could face sanctions too.
Proceduresshould be in place so that you can get purchase approval from another source if your manager is not
available.
16.
When we work with others, it is about mutual trust. While we expect them to meet our standards,they must be able to
rely on us meetingthe standardswe set for ourselves.
One of those standardsis our promise that we will deal fairly and honestly with suppliers and third parties, and pay them
promptly. In this case, a supplier has told you that the Company may have broken it own Code. That makes this your
responsibility, becauseit is your duty to Speak Up when you believe our Code is being broken. But our Code is also
specific about the issue you are facing here when it says, “Speak Up if you have any concerns about their conduct or
integrity, and always report any concerns they may have about us.” The fact that you are not involved in the project he is
working on is irrelevant. You must report what you have been told so it can be properly investigated.
Our business dependson maintainingtrust with all those we work with, and we rely on you to tell us when our Code is
not being followed.
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Guidance for the ethical muslim 3 jan-20

Guidance for the ethical muslim 3 jan-20

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