Canadian Security Intelligence Service

Part I. Values and ethics training plans

Question 1

Has your organization developed department-specific values and ethics training plans down to the divisional level?

• No

If not, to what level have department-specific values and ethics training plans been developed and what is your target time frame for completing this work?

Canadian Security Intelligence Service (CSIS) prioritizes training with mandatory courses, including a mandatory annual affirmation, specific to our department. As a condition of employment, every employee must be familiar with the Employee Code of Conduct (the Code) and affirm their obligation to adhere to the Code, as well as the Directive on Conflict of Interest and Post-Employment, on an annual basis. To ensure a greater understanding of the obligations related to the Code, CSIS will be adding a pass/fail quiz component to the mandatory training. CSIS will also modify the training components to ensure employees are provided with real-life examples that directly address challenges and dilemmas they may face in the exercise of their duties.

This training and annual affirmations are elements of the terms and conditions of employment at CSIS and committing to them is required for the successful achievement of the mission. The Code does not just list the organizational values (which are the same five values as in the Values and Ethics (V&E) Code for the Public Sector), but also provides concrete examples of how employees are expected to align to these values at work, and information about behaviours that are not acceptable in the workplace.

CSIS aligns its V&E approach to support the exercise of its legal authorities under the Canadian Security Intelligence Service Act, for which there are significant checks, balances, and oversight, designed to address national security risks, and for which the values are particularly prominent given the sensitivity of the information CSIS holds. Employees are subject to unique scrutiny of their personal and professional lives that far surpasses the standards of conflict of interest disclosure. For CSIS employees, exercising all the values is a necessary condition for ensuring they remain legally compliant and able to meet the organization’s mandate – as such, there is an opportunity to consider how V&E training complements and resonates with other training specific to the nature of the work at CSIS. 

Question 2

Has your organization fully implemented department-specific training plans?

• Yes

If not, what is your target time frame for completing this work?

CSIS has mandatory courses on V&E as part of its onboarding, in its department-specific new employee orientation programs. These programs are mandatory for all employees and include the following courses:

• Employee Code of Conduct.
• Values and Ethics.
• Creating a Respectful Workplace.
• Internal Disclosure of Wrongdoing.
• Preventing Harassment and Violence in the Workplace.

CSIS is in the process of adding the newly created Canada School of Public Service (CSPS) learning path on V&E to its course catalogue, and will promote it internally to encourage employee registration.   

Through consultation with partners, CSIS plans to explore how best to support various communities of practice from a V&E perspective and develop content to cater to their needs. The target date for the completion of this endeavour is June 2026. 

Part II. Codes of conduct

Question 3

Has your organization reviewed its code of conduct?

• Yes, my organization has reviewed its code of conduct.

Question 4

If your organization is in the process of reviewing its code of conduct, what is your target time frame for completing the review?

We reviewed and renewed our Code of Conduct in 2019, published it externally in 2020, and have not yet scheduled the next review. 

Question 5

If your organization has completed the review of its code of conduct, did this review lead to updates?

• Yes, my organization updated its code of conduct.

Please briefly describe the nature of any updates made (e.g., to clarify expected behaviours, to align with the emerging context, to include emerging risks) or explain why no updates were deemed necessary.

After extensive consultation with employees and stakeholders, the new CSIS Code of Conduct replaced two policies and launched simultaneously with two new directives in 2019:

• the Directive on Conflict of Interest and Post-Employment; and
• the Directive on Discipline.

The renewed Code includes:

• Prominence for “Respect for People” - expecting employees to conduct themselves in a manner that promotes a healthy, inclusive and respectful workplace that is free of harassment, discrimination and reprisal.
• Clearer linkages to accountability, through references to Breach of Conduct and discipline procedures, and ensuring employees know that the Code is a condition of employment.
• The introduction of a “Stop. Reflect. Inquire” concept, which encourages employees to be proactive and seek guidance when they have concerns.
• More information on preventing reprisal, and on measures to address any potential situations of reprisal.
• More links to CSIS policy documents, Intranet pages, and internal procedures to provide additional context for employees and direct them to the correct policy centres.
• The use of plain language to reduce ambiguities, and a strong presentation and design that is unique among CSIS policy documents.

In addition, the Directive on Conflict of Interest and Post-Employment and the Directive on Discipline provides a clear, single point of reference. Together with the Code, these directives make it clear to all employees that the appropriate conduct of CSIS personnel is of great importance to the organization.

In 2020, CSIS implemented an annual Employee Affirmation to the Code, intended to confirm employees’ understanding of, and commitment to, the Code and the Conflict of Interest and Post-Employment Directive. It was also published on our external website. This annual affirmation is a term and condition of employment with CSIS and ensures every employee annually refreshes their awareness of CSIS’ core values. The annual affirmation is mandatory for employees at all levels. 

Part III. Discussions on personal accountability in upholding public service values and ethics

Question 6

What activities or actions has your organization undertaken to foster a conversation at all levels on personal accountability to uphold our public service values and ethics?

• Dedicated discussions at executive and management committee meetings
• All-staff engagements (e.g., town halls)
• Focused engagement sessions for specific functional areas (e.g., operations, finance, communications, policy, human resources)
• Focused engagement sessions on specific topics (e.g., conflicts of interest, social media, emerging technologies)
• Engagement sessions with equity groups, employee groups, networks and communities
• Inclusion in employees’ performance and talent management cycle discussions
• Specific values and ethics communications campaigns

Please provide additional details on activities that you have undertaken, including those not listed above.

CSIS integrates our values and associated expectations, such as those articulated in the Code, into strategies, action plans and guidance for management and employees. This includes guidance related to managing employees and making decisions that impact them, establishing and implementing leading practices that better address intersectionality across race/ religion/ gender identity/etc., improve inclusion and create psychologically safe spaces for all employees.

CSIS’ values are being used as a foundation in the development of core competencies that will replace older versions being used in selection, performance and learning within the organization.

Employee engagement sessions were held following the 2020 Public Service Employee Survey (PSES) results. An Executive Lead was assigned to build on the survey data analysis and consult other data sources, meet with existing working groups and networks, and engage individual employees across the organization, all to bring a deeper understanding of the PSES results received. The engagement exercise resulted in open and honest feedback. Gaps were identified and actions were suggested and undertaken through consultations. Trust was identified as one of the themes, and it was emphasised to employees that they had been heard. This resulted in the creation of an innovation hub (Navita) to consult with all employees and develop an action plan for the transformation of CSIS’ culture. It has now morphed into the Transformation Hub.

Positive behaviours, communications, values and ethics, employee security and wellness are key to a healthy and thriving workplace; examples of gaps in these areas have been identified. The goal is to ensure that all employees feel welcome, included and safe, but also to be confident in our collective ability to manage all kinds of situations and challenges - through collaboration, with empathy and respect for one another, and by maintaining our keen focus on CSIS' mission.

In order to raise awareness and engagement surrounding these key issues CSIS promotes the values throughout the organization by using different approaches. For example: “Ask me anything” town halls with senior executives, posters in the elevators, TV Slides in high traffic areas in the buildings, key messages on employee’s monitors, annual affirmation of the Code, banner messages on the main page of the intranet. In 2022, a “Did You Know” display series was created with the intentions of promoting respect, integrity and improving workplace wellness as well as addressing antiracism, equity, diversity and inclusion.  

Question 7

Has your organization taken any actions to ensure that conversations on personal accountability to uphold our public service values and ethics occur on a continuing basis?

• Included as part of the onboarding process for new employees
• Incorporated in employees’ professional development and mandatory learning plans
• Integrated in career succession planning (e.g., supervisor, manager, director)

Please provide details on activities that you have undertaken, including those not listed above.

The organization ensures conversations on personal accountability to uphold CSIS’ core values occur on a continual basis throughout an employee’s career.

Onboarding

In addition to the mandatory courses on V&E included in the orientation programs, the first conversation regarding personal accountability happens at the newly hired employee’s onboarding with a training module on the Code.

The Director attends most onboarding sessions and first level supervisory courses, where he emphasizes the importance of values and ethics, in his discussions with participants.

In order to provide additional guidance and create awareness, the V&E Champion, who is a senior executive, will be featured in a video on V&E. The video, currently in production, will be presented at onboarding sessions and in other instances.

Professional development

The performance management cycle established at CSIS requires conversations to take place regarding personal accountability at three intervals throughout the year. In April when objectives are created, in September at the mid-year discussion and in March when performance is assessed.

All employees are required to meet the following corporate objective

Promoting a healthy workplace: foster a respectful workplace free from harassment, discrimination, bullying and reprisal; adhere to the mandatory on-line training on creating a respectful workplace.

Performance measurements related to that objective are as follows:

• Embodies CSIS’ Code of Conduct where providing a healthy and respectful workplace is a core value;
• Consistently behaves with integrity, in a transparent, ethical, and professional manner;
• Addresses behavior at all levels that is inconsistent with our values;
• Facilitates a cooperative environment, encouraging team based approaches;
• Seeks feedback from a wide range of sources and demonstrates self-awareness;
• Delivers honest, constructive feedback when addressing areas for improvement in a way that does not demoralize nor dilute the message (for supervisors); and
• Provides guidance, supports training and development opportunities, creating an environment for success (for supervisors).

For executives, if these performance measures are not met, there is an impact on the performance rating, therefore at risk pay (“performance pay”) is impacted.

Branch town halls throughout the year are another opportunity to have conversations on personal accountability and V&E. Presentations on V&E are available on demand.

Succession planning

Our Director requires all CSIS executive Performance Agreements to include the Corporate Commitments to address and prevent all forms of racism, discrimination and hate, and foster a culture of diversity, equity inclusion and accessibility in our organization in building a healthy, respectful, engage, and mobilize workplace. This forms an integral part of executive performance and talent management discussions. In 2024, senior executive (EX-04) selection processes included a specific question on V&E obligations.

Offboarding

Upon departure, exit interviews administered by the security section are mandatory for all employees. A voluntary survey and in-person interview are administered by the human resources section upon departure. For EX level employees, EX level equivalent as well as EX minus 1 and 2, post-employment obligations are discussed as well as their obligations under the Security of Information Act (SOIA) to minimize the possibility of real, apparent or potential conflicts of interest between their most recent responsibilities at CSIS and any subsequent activities or employment outside the organization. Guidelines that must be followed are provided. 

Part IV. Additional information

Question 8

What recurring themes (e.g., social media, emerging technology, conflicts of interest) have emerged from conversations with employees (e.g., students, new public servants, front-line service providers, managers, executives, members of functional/horizontal communities/employee networks) across your organization?

Several recurring themes have been identified in conversations with employees on values and ethics, such as:

• Conflict of interest as employees seek policy guidance on entering into work arrangements or volunteer activities outside of CSIS, financial assets/liabilities, gifts, hospitality, other benefits, non-candidacy political activities and post employment, etc.
• The risk of real, apparent or potential conflict of interest that could arise concerning family members, personal friends, or other close relations.
• Respect for people including understanding how decisions that affect employees are made, communication styles and harassment prevention.
• The importance of stewardship, brought under greater focus following the 2023 Federal Budget, where refocused spending across the Government of Canada was announced.
• Building trust and establishing boundaries.

Employees are encouraged to have these discussions with their managers, without fear of reprisal. 

Question 9

How have you adjusted your learning activities to address recurring themes (e.g., adjusted training plans, developed specific case studies, invited expert speakers to focus on emerging themes)?

To address recurring themes, CSIS has undertaken/is undertaking:

• A review and update of our mandatory courses on V&E to provide more guidance.
• The development of a risk analysis tool for conflict of interest assessments.
• The launch of a new presentation that addresses how gossip affects mental health, career, reputation and when it becomes harassment.
• A trust campaign and the development of a trust workshop included as part of the new supervisor-training course.
• Guest speakers on various topics of interest (e.g. Trust, Ombuds, Sensitivity awareness).
• The development of a Growth from Failure training.
• A trifecta course, which consists in training on Honest Communication, Emotional Intelligence and Effective Feedback.
• The Labor Relations section hosts “lunch and learn” monthly discussions to all managers in order to educate and provide learning opportunities by presenting case studies and jurisprudence related to conduct issues.

Question 10

Are there any actions or learning activities that have been particularly successful in fostering conversations within your organization (e.g., new tools, creative approaches that have resonated well with employees and managers, meeting with small groups, equipping managers to lead conversations, equipping values and ethics office/practitioners)?

The following actions and learning activities have been identified as impactful:

• The creation of an Ombuds office.
• Having senior leaders regularly draw links between V&E and decisions made (whether corporate, operational, financial or human resource related) and add examples specific to their community of practice. 
• Recurring messaging emphasizing the importance of upholding Public Service V&E and ensuring all employees are aware of their roles and responsibilities.
• Discussions on what values are important to employees and what is expected of our colleagues.
• Having proactive and “lessons learned” discussions with managers, involved in dealings with labor relations cases. In addition, when a file is brought to adjudication, labor relations discusses the lessons learned with the managers to help with their development.

Question 11

What indicators will be used to measure increased employee awareness of the role of values and ethics in their daily work (e.g., Public Service Employee Survey, pulse surveys, engagement with focus groups)?

The following indicators will be used to measure increased employee awareness of the role V&E has in their daily work:

• The Public Service Employee Survey results.
• Percentage of branches within the organization that received V&E presentations and the corresponding number of employees in attendance.
• Completion rate of the mandatory annual affirmation.
• Pass/fail results of the mandatory annual affirmation.
• Completion rate of the mandatory V&E courses.
• Pass/fail results of the mandatory V&E courses.
• Publications of statistics related to grievances, harassment and conduct investigations and disciplinary measures.

Question 12

Will these indicators be disaggregated by identity factors?

• No

Question 13

Is there any additional information that you would like to share regarding your organization’s work on values and ethics (e.g., to advance particular recommendations of the Deputy Ministers’ Task Team on Values and Ethics Report)?

The Departmental Audit Committee (DAC), an essential part of governance of the internal audit regime established by the Financial Administration Act (FAA) and the Treasury Board (TB) Policy on Internal Audit, is briefed on an annual basis regarding CSIS’ V&E program.

CSIS’ V&E champion is engaged and well positioned to advance the program. Being the champion of workplace culture as well, the champion is continuously involved in a number of initiatives, which aim to promote a culture of innovation, candour and compliance.