USA Becomes Benchmark for Ethics Program

At a time when unethical behavior captures headlines, resulting in corporate collapse and sensational litigation, United Space Alliance's ethics program is being recognized and lauded for infusing ethical behavior into every aspect of the business.

“As compared to what we're seeing, USA's ethics program is in an enviable position,” said Richard Perez, Director of the Compliance and Ethics Leadership Council.

The council, which is one of several organizations that have begun using USA as a benchmark for ethics programs, developed a list of industry best practices. Those best practices include senior management commitment; formalized structure to address issues; confidentiality of ethics systems and processes; meaningful communications programs; manager and employee training; tracking and monitoring of activities and trends; regular assessment of systemic issues and trends; a trend toward teaching rather than policing; and a values-based program, rather than merely a compliance-based program.

“We have all of these best practices already in place,” said Maria Conner, USA Ombuds and Ethics Officer.

Conner said that when USA's ethics program began 10 years ago, it was established primarily as a regulatory and contractual compliance function. In the intervening years, however, it has evolved to be a fundamental part of the USA culture.

“Having a strong ethical culture is now an operating standard,” she said. “It is a foundation employees count on to guide them through their work. It starts with our upper management and flows down to all areas of the company. We have been able to track metrics that show our employees predominantly use, and more importantly trust, the Ethics Office for advice whenever they have questions. And when we do have substantiated issues, this same process ensures that employees are treated equitably, fairly and consistently.”

Metrics show, Conner said, that while allegations and cases where some type of corrective action was required has remained fairly consistent, the number of advice calls has increased by 236 percent since 2001.

“That shows that people are contacting the Ethics Office before an issue becomes a problem,” Conner said. “It shows that our people value ethical behavior enough to call and ask for advice before an issue develops.”

Of those groups that have benchmarked USA for ethics program best practices, one area that has been repeatedly lauded is the company's senior management commitment. At USA, this has been reinforced by having the Ethics Office report directly to the chief executive officer, a practice in only a limited number of companies. Additionally, the USA Ethics Committee is chaired by the Director of the Ethics Office, Conner, and is comprised of executive level management.

“This is critical because it shows that ethics is one of our top priorities,” Conner said. “USA leadership sets the standard for the company.”

Additionally, USA was highly praised for its detailed metrics that allow for the identification of trends and issues.

More than anything else, USA has become a benchmark because of the actions of the entire workforce, Conner said.

“Here, ethical behavior is an expectation that guides all of our decisions and actions,” she said. “Clearly, it is ingrained into our operational climate that we do the right thing.”

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