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Engineering Ethics Toolkit

Engineering Ethics Toolkit. Presented by the President’s Apprentices. Institution of Civil Engineers . ICE President’s Apprentices 2012/13. Engineering Ethics Toolkit. Hayley Sharp, DFID Cath Inglesfield, Mott MacDonald Sanaya Kerawala, Mott MacDonald Conall Doherty, Buro Happold

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Engineering Ethics Toolkit

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  1. Engineering Ethics Toolkit Presented by the President’s Apprentices Institution of Civil Engineers

  2. ICE President’s Apprentices 2012/13 Engineering Ethics Toolkit Hayley Sharp, DFID Cath Inglesfield, Mott MacDonald Sanaya Kerawala, Mott MacDonald Conall Doherty, BuroHappold Mark Sanders, CH2M Hill Richard Smith, Thames Water

  3. Our Aims • What is ethics? • Survey results • Toolkit Introduction • Key messages • Tonight's workshop Overview

  4. Aims To launch an ethics initiative that will engage Civil Engineers at all levels To develop a toolkit to provide guidance to engineers making difficult decisions Our Vision: To get people talking about ethics in Civil Engineering

  5. Results from members survey Ethics Survey Results Responses by Location

  6. What is ethics in engineering? Being professional Acting with integrity Abiding by legislation Balancing sustainable development needs Considering Health and Safety

  7. Results from members survey Should the ICE be doing more to promote ethics? Do you get involved in the ethical challenges facing your company? Ethics Survey Results 81% of respondents were aware of the ICE Code of Professional Conduct however only 11% had referred to it in a professional situation! 62% of respondents want to see more online ethics resources and example case studies relevant to them and their work.

  8. Results from members survey Key 58% of respondents have worked professionally outside of the UK Retired Graduates Engineers Technicians Business Development 35% of respondents are members of other professional institutions Senior Eng/ Team Leader 7

  9. Results from members survey “I would challenge the decision internally. If challenge is rejected, consider whether you wish to stay with company.” “I think one has to accept the decision or resign.” “Use the company's internal processes to flag up the issue and seek information / clarification on their decision.” “Try to understand the root cause for the decision.”

  10. Rules of Professional Conduct Notifyingthe ICE Integrity 1 6 ContinuedProfessionalDevelopment 5 2 Competency 4 3 PublicInterest Sustainability

  11. Decision Making Flowchart Ethical Guidance for Individuals

  12. Ethics in Your Organisation Ethical Guidance for Employers 11

  13. ICE Ethics Website ice.org.uk/ethics

  14. Key Messages 1. Being ethical is being professional 2. Ethical issues are responsibility of all individuals 3. Always challenge and question!

  15. Acknowledgements The Apprentices would like to thank: Rob Lawlor, Lecturer in Applied Ethics, Inter-Disciplinary Ethics Applied Centre, University of Leeds Barry Clarke, ICE President 2012/13 and Professor of Civil Engineering Geotechnics, University of Leeds The Apprentices would also like to thank their organisations for their support: Atkins, Buro Happold, CH2M HILL, Mott MacDonald & Thames Water

  16. Tonight’s Chairs 3Richard Coackley Former ICE President Director, URS 2 Keith Clarke Director of Sustainability, Atkins 1 Barry Clarke Rob Lawlor ICE President Lecturer of Applied Ethics, Leeds University 7 David Balmforth ICE Vice President Director, MWH 5 Martin Baggs Chief Executive Officer, Thames Water 4 Peter Hansford Government Chief Construction Adviser 6 Guy Leonard Managing Director, Mott MacDonald

  17. Tonight’s Workshop 19.10 – 19.15 Chairs introduce ethical case studies 19.15 – 19.40 Tables discuss case studies, note down key arguments Consider the Toolkit: ICE Rules of Professional Conduct Decision Making Flowchart 19.40 – 19.55 Tables present findings 19.55 – 20.00 Closing remarks by Barry Clarke 20.00 – 20.45 Networking and drinks reception 11

  18. Case Study 1: Health, Safety & Wellbeing You notice that a junior colleague appears to be suffering from significant stress levels as a result of a high level of responsibility on a very sensitive project. Over a brief discussion with your manager, you learn that the project is under-resourced and that your colleague has barely slept for over a week. Your manager appears reluctant to commit more resources to the job as the profit margin is already quite low and the division within the business is struggling. Your manager mentions that many young engineers would grasp at the chance to take on this level of responsibility so early on in their career and that this is a fantastic opportunity for your colleague’s career progression. Your manager mentions that your colleague is delivering the project successfully and in any case there are only a few months remaining on the contract.

  19. Case Study 2: Sustainability You are on your company’s Board of Directors and currently deciding whether to bid for work associated with the 2022 Fifa World Cup in Qatar. The Board is divided. Some completely disagree with the principle of Qatar hosting the world cup due to the blatant disregard for the environment through such vast infrastructural development. However, others refer to the economic and social components of sustainability being beneficial to Qatar. Qatar is attempting to use its resources and this global event to establish itself as a progressive nation and as a catalyst for its own societal development.

  20. Case Study 3: Diversity You have been asked by your manager to oversee the recruitment of 5 new graduates. As you are reviewing the applications, you notice that only 3 women have applied for the job, compared to over 20 men. You begin by shortlisting the applications based on merit alone and realise that only 1 of the women actually meet the experience requirements, compared with 12 of the men. Your manager has previously advised that you consider the new Engineering Diversity Concordant the company has agreed to. It must now demonstrate its commitment to addressing the gender, ethnicity and disability gap in the profession. A colleague advises that you select 2 women and 3 men for the role and that any inexperience can be quickly made up for on the job.

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