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Fujitsu UK & Ireland
Leadership Workshop
BUSINESS ETHICS
ETHISPHERE ALLIANCE
Privileged and Confidential
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ETHISPHERE
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Facilitators & Agenda
Erica Salmon Byrne
Chief Strategy Officer and Executive Chair,
Ethisphere
Emily Rickaby
Director, Shared Expertise & Strategic Projects,
Ethisphere
HUSINESS ETHICS
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Facilitators & Agenda
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Day One - Lessons from the past and assessing the current state
Tuesday Morning
9:00 - 9:25 Welcome
9:25 - 9:50 Setting the stage for understanding
ethical culture
9:50 - 10:30 Key learnings from FSL culture
research
10:30 - 10:40 BREAK
10:40 - 11:20 Project Holly overview and
debrief
11:20 - 12:15 Stakeholder impacts mindset
12:15 - 1:00 LUNCH
ETHISPHERE Sa
Tuesday Afternoon
1:00 - 2:00 Project Holly Case Study 1
2:00- 2:10 BREAK
2:10 - 3:00 Project Holly Case Study 2
3:00 - 3:10 BREAK
3:10 - 4:00 Project Holly Case Study 3
4:00 - 4:10 Day one recap and preview of
day two
Privileged and Confidential 3
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Setting the Stage on Ethical Culture
BUSINESS ETHICS
ETHISPHERE ALLIANCE
Power of informal systems on behaviour
INFORMAL SYSTEMS are stronger influencers
than FORMAL SYSTEMS when it comes to
encouraging conduct and developing culture.
Decision derailers such as PRESSURE, FEAR,
ASPIRATION, or perceived FAIRNESS can
lead a person to choose an action that is
misaligned with their espoused belief in
doing the right thing. Many ethics and
compliance programmes do not include
measures to combat these decision
derailers.
Formal Systems
Training
Codes & Policies
Structures
Processes
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Ethical Propensities - The Human Factor
~20% of people have a tendency
toward ethical behaviour and
truthfulness in all circumstances
020 C0000
<10% have a "criminal tendency" or are
what we may call "bad apples"
The majority of people (around 70%) are influenced by environment, norms, emotions, and other
life circumstances
A Human-Centric Approach to Compliance Program Maturity
https://ethisphere.widen.net/s/nzsx5m7csd/a-human-centric-
approach-to-compliance-program-maturity-final
ETHISPHERE Fore Privileged and Confidential 6
aoe one
Reality of Speaking Up
7 feel
mployees often '
2 3 Zo apewered to raise
ay: in the
willing to report d, but
38%
actually report
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Impressions Govern Actions, Especially Around Retaliation Fears
Is the non-retaliation —_I reported the misconduct
policy enforced? I observed
Yes /3%
No 34%
I ALLIANCE”
\ ALLIANCE
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How People Report - They Choose People. Are Yours Ready?
Hotline iL
op — & &
wor DLQLLL
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Creating Psychological Safety
A psychologically safe environment is conducive to taking interpersonal risks or
engaging in acts of vulnerability
Q OQ Giving and receiving feedback . .
aa (2) Asking a question
» 4,
fm Asking for help
Admitting when a mistake was made
ane
Qa ? a ;
st Questioning assumptions
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4 Stages of
Psychological Safety
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Challenging Ability to offer opposing perspectives
without retaliation or jeopardising
@ C standing
Heeeet °
Contributing
Opportunity to make a meaningful
contribution; an appropriate balance of
autonomy and support 'e &
Learning _ Engage in learning without fear of
embarrassment or ridicule; freedom to
make mistakes and experiment
Inclusion
Feeling included and accepted and havingI
a sense of connection and belonging
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11
Managers Matter
2023 Edebman Trust Barometer pu
Trust is Local: Meet Deskless Workers Where They Are
Percent of employees who say
GLOBALT
‘Among deskless workers Among desk workers ‘Among executives
Most trusted voice My direct boss or supervisor II My direct boss or supervisor The CEO
to tell me what's happening
Top source Personal communications All-company in-person,
{o find out what's happening from my manager emails all-company meetings
on Mess op ties My CEO experiences My manager has formal My CEO experiences
= ops lay my day-to-day work ‘support to voice my concems my day-to-day work
SINESS ETHICS
SPHERE .Y iwi’,
(hon ART aUSESS POT \ ALLIANCE i
Y itiiien tomy
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Opportunities to Reduce Risks and Forge Solutions
2023.Edebnan Trust Barometer
2021 to 2023:
Percent of employees who say
To produce or motivate
urgently necessary changes
within my organization,
I would be willing to...
GLOBALT I @—Q—G@ change, sept 2021 to Sept 2023 ‘Significant change
Work with my employer ine)
0
6 5 %o
Take it public ieo
Employees More Willing To Partner For Change, Rather Than Take It Public
A
47
pts
v
Loy "
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Gen Z More Willing to Go Public
2023 Edebman Trust Barometer en
1 in 2 Gen Z Willing to Go Public to Push for Change at Work
Percent of employees who say
GLOBAL T I @—Q—D change, sept 2021 0 Sept2023._C Significant change
Age 18-26 27-42 43-58 59+
To produce or motivate s
urgently necessary changes Work with my employer (nev) or
within my organization, fomcateacemeeeee
I would be willing to... Diecty communcatef sncr management
. Gen Z far more willing to take things public
Take it public tev than older generations
cares on se! 2
i ea ads 2
ea intemal documents I © a
J Seed
Four Levers to Influence Culture
¢, \) WHO YOU HIRE
r \ Le * What does it look like to hire to
—" a fit with values?
* How is hiring happening across
your organisation?
WHO YOU FIRE
° What are the consequences.
for misconduct?
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ETHISPHERE Sa
WHO YOU PRAISE
* Do you reward employees for
reaching goals without considering
how they reached them?
Do you recognise employees for
asking questions?
® @ ®@
1 VAL) WHO YOU PROMOTE
° Is this person a role model
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FSL Culture Research Key Learnings
BUSINESS ETHICS
ETHISPHERE ALLIANCE
PROJECT CONTEXT
First, a Word on the Benchmark
FSL’s research findings were compared against a handpicked assortment of companies from
Ethisphere’s database of over 300 ethical culture survey projects. Survey data in this Benchmark
includes 165,646 respondents from 12 companies that meet the following criteria:
Companies in the Organizations with greater Data collected recently from
Information Technology than $1 billion (USD) in surveys administered
sector annual revenue between 2022 and 2023.
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ETHISPHERE
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ETHICAL CULTURE ASSESSMENT
Summary Favorability Scores
1. Awareness of 2. Perceptionof 3. Observing & 5. Organizational 6. Manager _—_7. Perceptions of 8. Perceptions of
Program & theE&C Function Reporting Justice Perceptions Leadership Peers and
Resources Misconduct Environment
4. Pressure
I Fujitsu 2023 Values and Ethics Research = ™ Benchmark
ETHISPHERE
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70.9
Fujitsu
Overall Survey Score
86.4
Benchmark
Overall Survey Score
Overall Survey and Pillar Scores.
shown here represent a weighted
average of favorable perceptions
recorded for each question within
that Pillar or Assessment. A higher
score always represents more
favorable perceptions.
18
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DEMOGRAPHIC ANALYSIS
Are you a people leader? - Summary
Option Responses Guat Pillar 1 Pillar 2 Pillar 3 Pillar 4 Pillar 5 Pillar 6 Pillar 7 Pillar 8
ica i ‘Awareness of 2 Observing and
Listed in ee by Overall Count Response Rate Overall Score the Program Perceptions of
Perceptions of
Peers and
Environment
: Organizational Manager _ Perceptions of
: Reporting _—Pressure . : S
the Function 7 Justice Perceptions —_ Leadership
and Resources Misconduct
Yes, I have at least one direct
on 383 35.6% 763 81.4 79.7 770 76.0 63.7 71.0 68.6 873
Noe not have any direct 677 62.9% 677 729 72.6 64.2 746 517 66.6 59.1 783
Range
FSL Overall 1076 15.4 70.9 759 754 699 749 557 68.2 62.2 815
Benchmark 165,646 33.0 86.4 93.8 948 80.2 79.2 812 775 847 91.4
1 analysis t ent anonyr
egment and lowest scoring segment for a given pillar
ETHISPHERE Pillar score 2 the highest perform ment. Pillar scores in Red indicate the lowest performing segment. If “Choose not to respond’ 19
was an option, out of the high/low analysis.
PILLAR 3: OBSERVING AND REPORTING MISCONDUCT
Are Employees Reporting What They Observe?
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Results for Fujitsu
Fujitsu 2023 Values and Ethics Research Benchmark
# of Responses Question Responses (Difference)
Ri
3.4 - If were to observe misconduct oo ia: ~41-
would be willing to report it. 4,076 “9.6
3.4 - Over the past 12 months, have you ORG Pe CRO 0 mag Ba
observed unethical behaviour or business 1,076 -2.8
3.6 - I reported the unethical behaviour or 61 -9.2
business misconduct that I observed.
ETHISPHERE
Favorable Neutral = Unfavorable
* Unless othe! noted, “Strongly As
and gly D ee" are Unfavorabt
* For question 3.4 “No” is favorable, “Unsure/Decline to answer” is neutral, and "Y
© Question 3.6 is only given to those who answered “Yes" to question 3.4. For questi
unfavorable.
" and “Agree” responses are classified as Favo! “Neither Agree nor Disagree" is Neutral, and “Disagree”
infavorable.
“Yes" is favorable, “Decline to answer” is neutral, and “No” is
20
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People Are the Most Common Reporting Method
3.7 ~ How did you report the suspected Fujitsu 2023 Values and Ethics
misconduct or unethical behaviour? (Please # of
Research Results
select all that apply) Responses
- 24 Total Respondents
Results for Fujitsu
My immediate manager 14 23.0%
Human Resources representative 11 18.0%
Other (please specify) 7 11.5%
My manager's manager 6 9.8%
Compliance representative 3 4.9%
Legal 1 1.6%
: 21
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PILLAR 3: OBSERVING AND REPORTING MISCONDUCT
e e e
Perceptions of Non-Retaliation
Results for Fujitsu # of Responses Fujitsu 2023 Values and Ethics Research Benchmark
Question Responses (Difference)
3.10 The Company has a policy that ORG ee reavade
prohibits retaliation against employees
; ESS 1073 “22
who report misconduct or participate in
3.11 - I believe the Company enforces its
a : 760 316
non-retaliation policy.
3.12 - I beli lies with ons Ce eg
.12 - I believe my manager complies wit .
the non-retaliation policy. 761 16.0
mFavorable — Neutral ™ Unfavorable
ted, “Strongly Agree” and “Agree” responses are classified z “Neither Agree nor Disagree" is Neutral, and “Disagree”
ETHISPHERE r question 3. ‘Don't Know’ is neutral, and “No” is unfavorable
sms sant pss ror © Question 3.11 and 3.12 a iven to those who an: ‘Yes" to question 3.10. 22
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PILLAR 5: ORGANIZATIONAL JUSTICE
Perceptions of Organisational Justice
Results for Fujitsu # of Responses Fujitsu 2023 Values and Ethics Research Benchmark
Question Responses (Difference)
5.1 - I believe disciplinary actions are
taken when individuals engage in 1,073 ORG Cee eee [is -28.3
unethical behaviour or misconduct at the ‘
5.2 - I believe the rules and associated
disciplinary actions for unethical 1,076 ORG ea aan eo -25.8
behaviour or misconduct are the same for , oO
every employee. B/M
5.3 - If I raised a concern about unethical ORG ee
behaviour or misconduct, I believe the 1,074 -225
Company will fully investigate it. BM
Favorable Neutrals Unfavorable
and “Agree” responses are classified as Favorable, “Neither Agree nor Disagree” is Neutral, and “Disagree”
ETHISPHERE © All questions in this pillar hav 4 additional neutral response option “Don’t Know’ 23
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PILLAR 6: MANAGER PERCEPTIONS
Perceptions of Managers as Ethical Leaders
Results for Fujitsu # of Responses Fujitsu 2023 Values and Ethics Research Benchmark
Question Responses (Difference)
6.1 - I believe my manager is committed 1074 60
to ethical business conduct at all times. : :
6.2- Lam comfortable approaching my ee
manager with issues or questions related 1,074 -5.3
6.3 - My manager is consistently a role ORG eae 171% Is
model for ethical behaviour and 1073 11.1
demonstrates the importance of integrity = B/M ee a bs ‘
and ethical behavior. eS
4 - My manager discusses ethics or .
compliance related issues/topics. 1,069 14.8
mFavorable Neutral Unfavorable
© Unless othe! , “Neither Agree nor Disagree" is Neutral, and “Disagree"
and
ETHISPHERE © For question 6.4 “Fre nce per month, on average)” is favorable, “Occasionally (once per quarter, on averagt' is neutral, “Rarely (once 24
per year, on average)” and “Never” are unfavot
PILLAR 6: MANA
R PERCEPTIONS
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Frequency of Communications Impacts Perception
Manager communication frequency correlates closely with favorable perceptions of across other areas.
“My manager discusses ethics or
compliance related issues/topics.”
Frequently 19%
Occasionally 43%
Never 12%
ETHISPHERE
% of employees that
know where to find our
Code of Conduct.
(Pillar 1)
85%
78%
69%
49%
% of employees that
reported the unethical
behaviour or business
misconduct that they
observed. (Pillar 3)
50%
41%
38%
27%
% of employees that know
FSL has a policy that prohibits
retaliation against employees
who report misconduct or
participate in an investigation.
(Pillar 3)
81%
75%
64%
56%
25
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PILLAR 6: MA IONS
Frequency of Communications Impacts Perception
Manager communication frequency correlates closely with favorable perceptions of across other areas.
R
% of employees that
believe their senior UK
and Ireland leadership
% of employees that never feel 9% of employees that believe
pressure to compromise the rules and associated
« . . Fujitsu's Code, policies, laws, disciplinary actions for ; rremaeulian
My manager discusses ethics or rules or regulations in order to unethical behaviour or tee “Pilla 1 ly ata
compliance related issues/topics.” ane business goals. (Pillar misconduct are the same for "mes. (Pillar
every employee. (Pillar 5)
Frequently = 19% 82% 66% 70%
Occasionally 43% 77% 59% 65%
Rarely 25% 71% 41% 44%
Never 12% 65% 34% 30%
ETHISPHERE 26
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In Your Own Words: Manager Consistency
Compliance programs will fail if senior
leadership is not prepared to invest in them.
This is not just about training courses, but
about investing in the tools, personnel, and
time to ensure laws, regulations, and policy are
followed and tracked, right from the very start
of the CSLC, and not pressuring business units
to continually cut corners in the pursuit of
profit.
ETHISPHERE
Consistency of approach
through the higher layers of
management is not always
visible. Working on customer
site can impede effective
support.
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In Your Own Words: More Transparency Is Desired
All very well the company commissioning surveys in regards to their I would like to see more
ethical values but I am afraid like almost all the other countless transparency around ethical issues
surveys this company commissions they are nothing more than ‘tick within the organisation. It still
box' exercises and although results will have to be reported nothing feels very cloak and dagger and
will come of the responses unless it’s favorable to SLT. we often are not aware of what
ethical issues have happened
within the organisation.
More practical, scenario-based
induction training is required on
ethical behaviors and the
potential impact of actions taken
by employees on the reputation
of Fujitsu.
Provide anonymised, real
examples of non-compliance
that has happened within the
company during all-hands calls
or communications.
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In Your Own Words: Details on Project Holly
I still get reminded of the Post Office case
from time to time. I don't know if it was
determined for sure, or that there was
inappropriate behaviour at any level. I would
The Post Office case has like to know if this has been addressed and
undermined my previous details made available?
confidence that Fujitsu always
acts in an ethical way.
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Project Holly Debrief
BUSINESS ETHICS
ETHISPHERE ALLIANCE
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10-Minute Break
ETHISPHERE
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Stakeholder Impacts Mindset
BUSINESS ETHICS
ETHISPHERE ALLIANCE
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Stakeholder Impact Map and Matrix
e Risk and opportunity External Stakeholders (ES)
identification beyond the
customer brief or product 1s4 ES1
features and functionality
* Broaden the lens of individual
and team responsibilities
1s2 ES2
* Start by identifying those
closest to the project/product Activity
and move outward —_
Is3 ES3
1s4 ES4
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Stakeholder Impact Map and Matrix
Project Name:
° Assess potential positive and
* Determine amplifiers and
mitigators
* Consider sharing with
stakeholders to get a better
perspective
* Can be used at the project
kickoff and along the way as
various milestones are
complete or features are
designed
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ALLIANCE”
Inthe
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Stakeholder Impact Map and Matrix
¢ Breakout activity
* Select a project current underway or recently completed. As a group, complete the stakeholder map
and matrix for that project (30 minutes)
* Report back to the large group (20 minutes)
susness eres
ETHI. Bers: Privilesed and Confidential] B
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a
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Lunch Break
Resume at 1:00
ETHISPHERE
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Project Holly Case Studies
BUSINESS ETHICS
ETHISPHERE ALLIANCE
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Project Holly- Deep Dive Breakout Work
e Explore three moments from the Holly timeline
¢ For each timeline moment
¢ Assign a scribe / reporter for group
* Read case study - (10 minutes)
* Consider and discuss the points on the slide (20 minutes)
¢ Large group readouts (20 minutes)
Disclaimer - these case studies are based on facts and events that occurred within FSL over the past 25 years. However,
some of the names of FSL employees have been anonymized and some of the events and roles have been modified or
composited for the purpose of this exercise to encourage discussions around key themes that have arisen during the course
of Project Holly and the Post Office Horizon IT Inquiry.
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Project Holly- Deep Dive Case Study 1
e Discussion points:
As a member of the sales, bid or delivery team preparing for the launch
of Horizon, how would you have responded? Imagine yourself in one of
these teams at the time, and with the information they had, and then
contrast that to how you might act in similar circumstances today.
Why were the risks and complexity of the system underestimated?
Should the code have been rewritten?
How could the potential impact of the issues with Horizon have been
better managed?
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ALLIANCE”
neti ame
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10-Minute Break
ETHISPHERE
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Project Holly- Deep Dive Case Study 2
e Discussion points:
With the benefit of hindsight, how could this have been handled
differently with the customer?
Do we have the right reporting, escalation and governance processes to
ensure these types of issues would now be given appropriate attention?
How do you think the account defined their stakeholders, and how could
this be improved?
Reflect on the management of the customer relationship, the role and
voice of individual FSL employees, and consider whether this would be
handled differently today?
snes es
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ALLIANCE”
neti ame
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10-Minute Break
ETHISPHERE
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Project Holly- Deep Dive Case Study 3
e Discussion points:
Consider the following questions from the perspective of a member of
the Post Office Account Team, and then separately as an employee of
FSL who is not connected to the Post Office.
At what point would you have had concerns based on the media timeline?
Where would you have raised your concerns, and are you confident
positive action would have been taken?
With hindsight, what should have been done in relation to these events?
snes es
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ALLIANCE”
neti ame
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Day One Recap and Preview of Day Two
¢ Reflect on today’s learnings
¢ Day Two - Moving Forward
« Plans, commitments and actions
susiness ennics
LEADERSHIP
ALLIANCE”
Inthe
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Agenda
Day Two - Moving Forward
9:00 - 9:20 Welcome and day one reflection
9:20 - 9:50 Walking the Fujitsu Way
9:50 - 10:50 Fujitsu Training and Communications Plan
10:50 - 11:00 - BREAK
11:00 - 11:30 Post-workshop activities
11:30 - 11:50 Workshop wrap-up
ETHISPHERE Sa Privileged and Confidential 46
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e
Day One Reflections
Thoughts on learnings and conversations from yesterday
Questions or concerns
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In Your Own Words: Leveraging the Fujitsu Way
I would like our values to be
more prominent and built into Fujitsu has made significant progress in this
our everyday language, area over the last 5 to 10 years especially
something which comes since Tokita-san became CEO. The Fujitsu
through in meetings, sales and Way since it was introduced has helped
marketing material. Fujitsu employees considerably in embracing
a culture of trust, empathy, positive values
and an ethical approach to their work.
‘SPHERE 29
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Walking the Fujitsu Way
Aspiration
innovation
Vaive to
society
Our Purpose eoey
hinge ukdng vt
weates “heck
Our “"
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Training and Communications Plan
BUSINESS ETHICS
ETHISPHERE ALLIANCE
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PILLAR 1: AWARENESS OF THE PROGRAM AND RESOURCES
Results for Fujitsu # of Responses Fujitsu 2023 Values and Ethics Research Benchmark
Question Responses (Difference)
1.1 - I know where to find our Code of ie
1,075 -20.4
Conduct.
1.2 - I know where to find Company 1,070 106% -15.2
1.6 - I am familiar with the Company's ons [Tea isons
stated Values as set out in the Fujitsu 1,075 -10.9
17 -\boteve the Compan follow Ce
.7 - I believe the Company follows its .
Values. 920 18.0
mFavorable Neutral Unfavorable
© Unless otherwise not and “Agree” responses are classified as Favorable, “Neither Agree nor Disagree” is Neutral, and “Disagree”
ETHISPHERE and "Strongly Disagree” are Unfavorable. st
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PILLAR 2: PERCEPTIONS OF THE FUNCTION
Ethics & Compliance Training Efficacy
Results for Fujitsu # of Responses Fujitsu 2023 Values and Ethics Research Benchmark
Question Responses (Difference)
2.1 - The training on the Company's Code -9.
of Conduct was clear and understandable. 100 24.2
2.2 - The Company's training and ORG ees 27.3% (
communication efforts about ethical 1,071 -25.4
responsibilities and conduct are effective. B/M Ce nd.
2.5 - The training I receive on ethics and
compliance topics effectively explains 1,074 ORS Cee oe Rx 15.9
what is expected of me as I conduct the <
Favorable Neutrals Unfavorable
eUn z oted, “Strongly Agree” and “Agree” responses are classified as Favorable, “Neither Agree nor Disagree” is Neutral, and “Disagree”
ETHISPHERE an Unfavorable. 52
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+t
In Your Own Words: Awareness & Training
Our intranet is complex and structure of
information often moves around and not all
matters re: Values, Compliance, Ethics etc are
in a single home. So whilst I know everything
is published, i often have to do a few searches
to get where i want to be. I want Fujitsu to be a better,
fairer place to work - but have
doubts about how fairly any
report would be handled.
Compliance training should
be mandatory with
consequences for not
completing.
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[placeholder - Anwen’s slides]
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10-Minute Break
ETHISPHERE
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Post-Workshop Actions
* Complete the Leadership Approachability Self-Assessment by end of January 2024.
¢ Work with your Ethics and Values Leadership Support Group to support each other to take
responsibility for embedding learnings into local business plans and providing feedback on
actions taken to UKLT.
* Consider how you might use the Stakeholder Impact Map and Matrix or the How I Walk the
Fujitsu Way commitment statement workshop with your teams.
« Set your commitment statement and actions for you and your teams to take after this workshop.
° In line with the overall communications plan (shared via a link), meet with your teams to discuss
the agreed key messages, details of upcoming training and learnings.
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Workshop Wrap-Up
ETHISPHERE 3 roriie