A Conversation With: Maria Conner

UPDATE: What role does the Ethics Office serve within USA?

CONNER: Well, first off, having an ethics program is a contractual requirement to ensure compliance of our business practices with federal and state regulations. However, the ethics program at USA serves a fuller purpose beyond being legally compliant, providing guidance of and framework for a culture that infuses ethical behaviors in our business practices and our interactions with each other, our customers and our community.

On a second level, the Ethics Office manages all Standards of Business Conduct (SBC) issues. These issues can range from criminal conduct to questions regarding business practices, like political contributions, protection of sensitive information, product integrity, health and safety, appropriate use of company equipment and property, discrimination and harassment, falsification of company documents, including applications, timecards, expense reports or any work-related document, and proposal and bid activity. As such, we also provide a central system, which is used to ensure consistency of actions and identification of risk areas, so we can take preventive steps and implement corrective actions.

We also function as a third-party resource to review issues. The Ethics Office is neither an employee nor a company advocate but, rather, an impartial third-party resource. We provide a confidential avenue for questions, concerns, clarifications and for reporting and addressing potential compromises.

UPDATE: You’re also the ombuds. What does that entail?

CONNER: Well, the dictionary defines an ombuds as a neutral and confidential party that investigates concerns and provides for fair resolutions. This pretty well describes the role of the Ethics Office staff. By naming me specifically as the company ombuds, I carry direct and personal accountability for this effort at USA.

UPDATE: USA’s ethics program has been recognized and benchmarked several times. What is the most critical component of a successful ethics program?

CONNER: Yes, we’re very proud of the external recognition we’ve received. There are two main and driving reasons in my mind that our program works. First, there is senior management’s commitment to strong ethics as a base component for all business decisions and activities. I have experienced unquestioned support in all phases of program evolution and through the various CEOs and executive management to ensure that ethics is at the core of our operations.

Secondly, employee ownership for ethical behavior drives program success. Our employees are unique in their strong sense of pride and passion for the work we do as the Shuttle program operator. Daily, I see examples that this pride/passion fuels employees’ expectation for strong ethics as part of their own behaviors and performance and in what they expect in their work environment and from their co-workers. The focus of ethics at USA is to “do the right thing.” Though, in the course of our work, we do deal with unhappy, untrusting or dissatisfied employees, and a number of our investigations do identify and have to address wrongdoing. For the most part, the focus is to identify and correct problems, not “get someone in trouble.” In my role, I experience this as the underlying motive of the majority of our contacts – to drive for the “right” actions versus calls to “snitch” on each other.

UPDATE: Have the issues you need to address changed any since the beginning of USA? What are those types of issues you see most often?

CONNER: The issues are pretty much the same, but we’ve seen a dramatic change in how employees use the Ethics Office. Advice calls are up and continuing to increase. Verbal counseling and first steps of written discipline have grown as we try to ensure people understand company requirements for behaviors. In cases where the severity of the issue may lead to terminations of employment, we find an increase (over 200 percent) in the numbers that resign during the investigations, indicating that those who opt to violate policies are aware of what they’ve done and the company requirements and consequences for such actions.

There are also changes in the environment and the business. Where years ago there was a perception that employees’ personal and professional lives were distinct and separate, now there is a definite acknowledgement our ethics go with us wherever we go. That the philosophies and respect we have for others outside of work is going to carry over into our behaviors and performance at work.

As far as specific issues, we’re seeing an increase right now, and have been for the last couple of years, on releases of sensitive information due to the higher level of proposal activity and firewall complexities. We’re also seeing increases in advice calls for guidance regarding a multitude of business practices and company directions as our work begins to cross multicontract lines. Product integrity and stamp warranty issues always have a high priority, as violations in these areas can compromise Shuttle safety, create contractual violations and potentially result in criminal charges.

UPDATE: With the presidential elections coming up, is there any guidance you can give for employees who are politically active?

CONNER: The company strongly supports employees’ active involvement in activities that strengthen our community. The cautions would come in the areas of solicitation, distribution, use of company time and equipment and remarks that might be offensive to others and their beliefs, make others uncomfortable or disrupt the work environment when employees try to promote personal views. You can broaden this as it applies to more than just political activities. It also applies to religious views, heritage celebrations and other social issues.

UPDATE: USA is undergoing a number of changes in a lot of areas. Are there any changes planned for the ethics program?

CONNER: No changes are planned to the current program, but employees’ needs, program needs and company needs do change. These changes are reflective of stresses as we transition our business and fly out the Shuttle. With increased uncertainties, employees can use the ethics program as a resource to voice their concerns. We continue to see the volume of our calls increase, which is a good thing, particularly in this time of transition. Through our office, USA is committed to providing both a source for clarity and also to elevate potential wrongdoing in a way that promotes a high level of confidentiality, as we all strive to promote an environment that maintains critical focus on program work.

UPDATE: Are there any new issues that are emerging?

CONNER: As mentioned earlier, we do see some differences in topics surfaced, such as heightened awareness to protect sensitive information and questions regarding changing business practices associated with multicontract, international and non-Shuttle work. As the company transitions to a new operating environment, we use the ethics program Web site to inform employees of these emerging requirements.

UPDATE: What other advice would you give to employees during this time of change?

CONNER: Don’t be afraid of mistakes. The company focus is on corrective, not punitive, actions. Intentional violations of policy are different than honest mistakes. Stay focused, seek guidance and trust senior management is working to ensure a key role in operations of the next generation vehicle and business pursuits in new markets. Don’t internalize concerns. Let me reference Mike Griffin’s message as we all paid tribute to Apollo, Challenger and Columbia in January, regarding that the key to a healthy organization is open, honest and full communications. I am personally energized, as through my role I see the commitment of our senior management to the ethics program and the commitment of our employees to its use.

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