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LAC CODE OF CONDUCT

Values and Ethics

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Methodology

Two hours of training Section I - What are Ethics? Section II - Values and Ethics Code Section III - Conflict of interest and post-

employment Questions?

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Why a Values and Ethics Code?

The Values and Ethics Code for the Public Sector(VECPS) came into

effect on April 2, 2012. It was created in accordance with

subsection 5(1) of thePublic Servants Disclosure Protection Act(PSDPA), which requires that Treasury Board establish a code of

conduct applicable to the public sector.

The VECPS also stipulates that all departments shall establish their

own code of conduct to complement the more general VECPS.

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LAC Code of Conduct

Objectives of the Presentation

Understand the concepts of values and ethics in LAC andhighlight the importance of being a value-based organization;

Understand personal and organizational values;Show why the collective organizational values of the employeesare essential for overall organizational efficiency.

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Section IWhat are Ethics?

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What are Values?

Values are something intrinsically useful or desirable; something

that is considered desirable, valid or fair, such as a belief,

standard or moral precept. For the organization, this meansrecourse to desirable behaviours required to fulfill a mandate.

Values help us establish standards, which allow us to choose our

behaviour, make decisions, express our needs, and follow our

personal path.

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What are Ethics?

Ethics are a reflection of themanner in which values are

applied in decision making.

They involve distinguishing

right from wrong and

choosing the best option.

For LAC, ethics correspondto the implementation of

LAC values; they reflect the

manner in which these valuesare applied to the decision-

making process as such.

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Methods of Behaviour Regulation

HeterogulationSelf-regulation

ETHICS CODE OF ETHICS LAW MORALS MORALE

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Methods of Behaviour RegulationSelf-regulation Heteroregulation

ETHICS CODE OF ETHICS LAW MORALS MORALE

Decision Judgment Compliance Submission Conformity Discipline Authority

Shared sense, Engagement and Adherence and Conviction, Conformism, Conviction and Respect for

Self-mastery responsibility sanction awareness routine, sanction rules, sanction

and sanction respect for

others,

fear of rejection

Statement Statement of Codes of Legislation, Implicit Scriptures, Transmission,

of Values, ethics, citizenship cultural charters, monitoring

Values, discussion, training, education, system gathering supervision

discussion, dialogue, discipline courts, and customs, places,

dialogue, training, committee, police, rituals and authority

orientation decisions, ethics prison celebrations,counsel, committee group pressure

mediation and

conciliation

mechanisms

Dynamic

Motivation

Provisions

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Personal Values versus

Organizational Values What is meant by personal values?Personal values are based on family or hereditary values as well as cultural

norms linked to societal values. They are integrated into our habits,

personal convictions and assumptions about ourselves and others.

What is meant by organizational values?Organizational values are made public and are widely visible. They

provide a collective vision of the ideas and behavioural standards

expected in an organization, associated with what is appropriate, how it

should be done, and the underlying reasons for doing so.

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Section IIValues and Ethics Code

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Values and Ethics Code

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LAC Statement of Principles

Leadership Service culture Compliance Responsible use of our resources Exemplary behaviour Respect Demonstrate openness

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LAC Values and Ethics

RESPECT FOR DEMOCRACY RESPECT FOR PEOPLE INTEGRITY STEWARDSHIP EXCELLENCE

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RESPECT FOR DEMOCRACY

Public servants uphold the Canadian parliamentary democracy and its

institutions by:

respecting the rule of law and carrying out their duties in accordancewith legislation, policies and directives in a non-partisan and

impartial manner;

loyally carrying out the lawful decisions of their leaders andsupporting ministers in their accountability to Parliament and

Canadians;

providing decision makers with all the information, analysis andadvice they need, while always striving to be open, candid and

impartial.

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RESPECT FOR PEOPLE

Public servants respect human dignity and the value of every person by:

treating every person with respect and fairness;

valuing diversity and the benefit of combining the unique qualitiesand strengths inherent in a diverse workforce;

helping to create and maintain safe and healthy workplaces that arefree from harassment and discrimination;

working together in a spirit of openness, honesty and transparencythat encourages engagement, collaboration and respectfulcommunication.

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INTEGRITY

Public servants serve the public interest by:

acting at all times with integrity and in a manner that will bear theclosest public scrutiny, an obligation that may not be fully satisfied

by simply acting within the law; never using their official roles to inappropriately obtain an

advantage for themselves or others or to put others at a

disadvantage;

taking all possible steps to prevent and resolve any real, apparent orpotential conflicts of interest between their official responsibilitiesand their private affairs in favour of the public interest;

acting in such a way as to maintain their employers trust.

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STEWARDSHIP

Public servants use resources responsibly by:

effectively and efficiently using the public money, propertyand resources managed by them;

considering the present and long-term effects that their actionshave on people and on the environment;

acquiring, preserving and sharing knowledge and information,as appropriate.

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EXCELLENCE

Public servants demonstrate professional excellence by:

providing fair, timely, efficient and effective services thatrespect Canadas official languages;

continually improving the quality of policies, programs andservices they provide;

fostering a work environment that promotes teamwork,learning and innovation.

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DUTY OF LOYALTY

Employment in the public service involves certain restrictions. Public servants owe a duty of loyalty to their employer, the

Government of Canada. This duty derives from the essentialmission of the public service to help the duly elected

government, under law, to serve the public interest and

implement government policies and ministerial decisions.

The duty of loyalty reflects the importance and necessity ofhaving an impartial and effective public service to achieve thismission.

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DUTY OF LOYALTY (continued)

As public servants, our duty of loyalty to the Government ofCanada and its elected representatives extends beyond our

workplace to our personal activities. Public servants must therefore use caution when making

public comments, expressing personal opinions or taking

actions that could potentially damage LACs reputation

or public confidence in the public service and the

Government of Canada.

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DUTY OF LOYALTY (continued)

With the current proliferation of social media, public servants need to pay

particular attention to their participation in these forums.

Example

In a blog with access limited to certain friends, personal opinions about a

new departmental or Government of Canada program intended to be

expressed to a limited audience can, through no fault of the public servant,

become public and the author identified. The public servant could be

subject to disciplinary measures. Only authorized spokespersons can issue

statements or make comments about LACs position on a given subject. Ifyou are asked for LACs position, you must refer the inquiries, through

your manager, to the authorized LAC spokesperson.

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Video (social media)

http://www.youtube.com/watch?v=UFqjyB7KDmA

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The Duty of Loyalty is Not Absolute

The Government is engaged in illegal acts. Government policies jeopardize life, health or

safety. Criticism of the public servant does not affect

his or her ability to fulfill his or her duties

effectively, or the public perception of this

ability.

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Consultation

Do you have any comments and / or concerns inrelation to Article 4.4.2?

2. Do you have any comments and / or concernsregarding the article about loyalty?

3. Do you have any comments and / or concerns inrelation to other sections of the code?

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Section IIIConflict of interest and post-

employment

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Conflict of Interest Triangle

Outside activitiesPosition

LAC employee

LAC employee

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Conflict of Interest and

Post-Employment In the public service, the appearance and

perception of a conflict of interest present just

as much risk and, consequently, are just as

important to manage as a real conflict of

interest. These considerations extend to

employees planning to leave LAC and, in

some cases, apply for a one-year period aftertheir departure.

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Gifts and Hospitality:

What can I Accept?Acceptance of gifts, hospitality, travel and other benefits for work-

related activities is permissible only if these benefits meet all the

following criteria:

They are infrequent and of minimal value, such as low-costpromotional objects, simple meals or souvenirs with no cash value; They arise out of activities or events related to official duties of thepublic servant concerned;

They are within the normal standards of courtesy, hospitality orprotocol; They do not compromise or appear to compromise the employees orthe departments integrity in any way.

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Conflict of Interest

In your opinion, to what extent is it acceptable to help a

supplier obtain contracts with the Government of

Canada?

1. always acceptable

2. sometimes acceptable

3. dont know4. unacceptable

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Conflict of Interest (continued)

In your opinion, to what extent is it advisable to accept

gifts or invitations from LAC suppliers?

1. always acceptable

2. sometimes acceptable

3. dont know

4. unacceptable

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Courses of Action

An employee facing an ethicaldilemma or wishing an

interpretation of the VECPS and/or the LAC Code of Conduct

must:

Step 1: Speak to supervisorabout a solution or clarification.

Resolution, or, if impasse, go toStep 2.

Step 2: Speak to the conflict ofinterest administrator for a solution or

clarification. Resolution, or, ifimpasse, go to Step 3.

Step 3: The Champion, Valuesand Ethics reviews the issue

and provides a decision orinterpretation. Resolution, or, if

impasse, go to Step 4..

Step 4: Grievance Procedure(contact union

representative).

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Courses of Action

for WrongdoingAn employee who believes that there hasbeen wrongdoing in the workplace must:

Step 1: Speak to supervisor about asolution or clarification. Resolution, or, ifimpasse, go to Step 2.

Step 2: The Champion, Values and Ethicsreviews the issue and provides a

decision or interpretation. Resolution, or,if impasse, go to Step 3..

Step 3: Report the situationto the Office of the Public

Sector IntegrityCommissioner of Canada.

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Questions?

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Resource Persons

Mark C. Melanson, CGA

Champion, Values and Ethics

Senior Director General

Services Branch

Laurie-Eve Bergeron, CRHA

Director

Human Resources

550 de la Cit Boulevard

Gatineau, Quebec K1A 0N4

Telephone: 819-918-7451

Sylvie Houle

Manager, Labour Relations, Compensation and HRIS

8-49, 550 de la Cit Boulevard

Gatineau, Quebec K1A ON4

Telephone: 613-808-5874

Fax: 819-934-5393

Email: sylvie.houle@lac-bac.gc.ca

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Jos Vasquez

Values and Ethics Senior Advisor

Labour Relations and Compensation Section

Human Resources Division

Corporate Resourcing Branch

550 de la Cit Boulevard

Gatineau, Quebec K1A ON4Telephone: 613-410-4852

Fax: 819-934-4428

Email: Jos.Vasquez@bac-lac.gc.ca

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