Environment and Climate Change Canada

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?

• Yes

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?

Values and Ethics training at Environment and Climate Change Canada (ECCC) includes several department- and division-specific components:

• The Department requires all employees and managers to complete an online training course on values and ethics specifically tailored to ECCC—beginning in the fall of 2024, employees and managers will be obligated to review the training and renew their knowledge every three years.
• Divisional-level training plans have begun and will take a phased approach. The first phase, which is well underway and has been completed by more than 110 divisions across the Department, consists of teams holding conversations to examine how values and ethics apply to their unique work contexts. ECCC developed and supplied a conversation guide for managers to facilitate these discussions, helping teams examine the unique ethical risks that may be inherent in their work. This engagement kit, containing questions prompts, case studies, discussion points, and resources, has been a compulsory tool mandated by the Deputy Minister for all ECCC teams, down to the divisional level, since May 2024 to facilitate meaningful conversations. It serves as a crucial reference point for teams to deepen their understanding of values and ethics within their work contexts and to acquaint themselves with the tools available for ethical decision-making. 

Question 2

Has your organization fully implemented department-specific training plans?

• No

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

Divisional training plans are expected to be fully implemented by the end of the 2024 calendar year.

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?

ECCC has completed the review of the departmental Values and Ethics Code and is now in the final stages of consulting with branches across the Department on the final draft of the revised Code. Extensive consultations have been undertaken, which include a department-wide survey completed by over 1,100 staff members. These consultations also involved engagement with employee networks, members from the Indigenous Science Division and the Indigenous Affairs and Reconciliation Division, as well as departmental experts spanning various domains including security, intellectual property, procurement, and science integrity. Additionally, Co-champions and branch representatives of the Values and Ethics Advisory Network have been actively involved in consultations. Furthermore, a comprehensive gap analysis, coupled with an examination of complementary policy instruments from the Treasury Board suite, has been undertaken. 

Question 5

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

• My organization is in the process of updating 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.

ECCC has focused its Code renewal exercise on observed departmental ethics trends using data from annual reporting by the ECCC Values, Integrity and Disclosure Centre of Expertise, data from an internal survey, consultation with internal stakeholders, including employee networks, and emerging risks across and beyond the public sector as identified by the Task Force on Science and National Security and the values and ethics community of practice, including the Clerk.

The updates to the ECCC Values and Ethics Code seek to address current challenges and provide clear guidance on:

• social media, artificial intelligence, misinformation/disinformation
• preventing conflicts of interests and understanding duties in science- and research-related areas
• providing clear roles, responsibilities and mandatory procedures for management and employees for declaring and managing ethics and conflict of interest issues and upholding our values
• responsibilities concerning intellectual property and protection of sensitive information
• revised departmental values to align with ECCC’s current context, including the importance of following through on the commitments related to the core value of respect for people by strengthening and adding explicit language on diversity, inclusion, anti-racism and anti-discrimination (including religious discrimination, e.g., antisemitism and Islamophobia), accessibility, Indigenous knowledge and reconciliation, and official languages

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.

ECCC is currently engaged in a communications campaign, featuring all-staff messaging broadcasted through multiple media, including email, news bulletins, lock screens, and building lobby monitors. These have covered a range of topics, such as the requirement to disclose conflict of interest situations arising from outside activities and contractual relations with the Government of Canada, combatting misinformation and disinformation, preventing fraud, responsibilities regarding political activities, use of generative AI, and the importance of reviewing conflict of interest situations during the performance management cycle. Since February 2024, ECCC distributed 10 all-staff messages.

ECCC has also developed a collection of short videos, showcasing the insights of ECCC’s Values and Ethics Co-champions as well as staff from diverse networks and areas of expertise (ex. science, policy, procurement) on how values and ethics are practiced in their respective roles. This collection was shared with the Department via a news bulletin article. ECCC also continues to leverage the expertise of Values and Ethics Co-champions and branch representatives, along with internal communications channels to disseminate new resources and best practices in public service values and ethics.

Since January 2024, several dedicated discussions on values and ethics have taken place during executive meetings. Many teams across the Department continue to engage with the Values, Integrity, and Disclosure Centre of Expertise to facilitate tailored workshops on values and ethics. Since January, the Centre of Expertise facilitated 20 presentations for various teams, networks and management committees across the Department.

Starting in early May, as a component of divisional training initiatives on values and ethics, ECCC teams have embarked on discussions concerning values and ethics in their specific roles. Directors and managers are actively encouraged to utilize the conversation guide to delve into values and ethics topics within their teams, fostering meaningful discussions. The guide contains case studies covering various themes, allowing teams to select those most pertinent to ethical risks encountered in their daily tasks. This approach empowers managers to lead their teams in navigating discussions and ethical considerations effectively.

Since April, ECCC has held over 335 targeted discussions on values and ethics throughout all levels. Nineteen of these conversations took place at the branch level, such as during all-staff town halls, while 41 were held at the directorate level. Additionally, 111 divisions facilitated focused discussions, complemented by 168 conversations at the work unit level. This extensive engagement underscores ECCC’s commitment to fostering a culture of ethical awareness and accountability at every level of the organization. Discussions on values and ethics will continue throughout the summer.

The Department has incorporated a component on values and ethics into employee onboarding workshops (ECCC 101). Additionally, in the fall, ECCC will introduce a managers’ onboarding workshop, which will also feature a dedicated component on values and ethics, including information on the offboarding process, with a focus on values and ethics considerations (e.g., related to post-employment responsibilities).

The significance of engaging in conversations about values and ethics with staff has been integrated into workshops for managers on performance management.

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.

Discussions on public service values and ethics are incorporated in onboarding sessions for new ECCC employees, held on a quarterly basis. Values and ethics are also an integral part of the performance management cycle. All employees are prompted to review their responsibilities under the ECCC Code regularly throughout the performance cycle to ensure compliance and adherence to the Code. Departmental all-staff messaging and workshops on performance management for managers continue to emphasize the importance of ongoing conversations on personal accountability in upholding public service values and ethics. This includes linking the core competencies with public service values and fostering safe environments for meaningful discussions.

Corporate commitments for all ECCC executives on upholding values and ethics have been included in the performance agreements for all executives. These commitments highlight the critical role of executives in exemplifying ethical behaviour and decision-making and ensuring that values and ethics are embedded and upheld at all levels and in day-to-day operations.

ECCC’s mandatory training for all employees includes an in-house values and ethics course tailored to the Department, featuring case scenarios, tools, and resources available to all staff members. In the 2024-25 fiscal year, the Department aims to establish a mandatory three-year renewal period for completion of the course to ensure that employees remain informed of their ethical responsibilities to adhere to the ECCC Values and Ethics Code.  

Additionally, as part of the management 101 courses that will be offered in the fall 2024 to new and returning managers, an offboarding component will be integrated, addressing post-employment obligations and emphasizing ethical responsibilities when departing from the public service.

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?

Throughout departmental discussions, recurring themes emerged, highlighting the significance of conscientious reflection to ensure ethical conduct and alignment with the public interest.  

Discussions underscored the paramount importance of maintaining public trust in the actions and decisions of public servants. Teams emphasized the critical need to consider public perception both during and outside of work. Topics frequently centred on the duty of loyalty and balancing freedom of expression, particularly regarding the personal use of social media. Emphasis was also placed on the importance of exercising vigilance regarding publicly expressing opinions on governmental matters in day-to-day interactions and engagement in external activities or advocacy efforts.

Results from a June 2023 survey on values and ethics involving more than 1,100 participants across the Department revealed that engaging in meaningful work stands out as one of the top motivators for staff to achieve their work objectives. This trend was particularly pronounced among members of ECCC’s National Youth Network. Participants highlighted that the Department’s mandate, centred on environmental protection, greatly contributed to their positive experience working at ECCC.

Discussions across the Department underscored the importance of loyal implementation as public servants. However, navigating challenging situations involving conflicting public service values and personal beliefs emerged as a prominent topic. This included challenges in balancing public service values, such as respect for people and the imperative to deliver on our mandate while upholding a commitment to excellence. Moreover, heightened polarization in the political context can create an atmosphere of uncertainty and tension, leading to challenges for public servants to remain impartial and uphold the integrity of their work. In such environments, staff reflected on the importance to navigate carefully, balancing their duty to implement government policies with their commitment to serving the broader public good and upholding professional values and ethics.

Teams who engage with Indigenous Peoples on climate change emphasized the necessity of reconciliation efforts and acknowledging and rectifying historical wrongs of the Government. They emphasized the importance of changing approaches to working with Indigenous partners to advance reconciliation. Despite the challenges of navigating feedback and critiques from Indigenous partners on federal initiatives, reconciliation involves opportunities for truth-telling and exploring pathways forward while ensuring to maintain the duty of loyalty. Balancing public service values was also deemed essential and dependent on various contexts and interactions with partners (e.g., considerations surrounding gift-giving and travel when meeting with Indigenous partners to uphold and nurture respectful relationships).

Staff also explored the nuances of maintaining good stewardship of public funds, such as in procurement. While maximizing value, fairness, and efficiency is paramount, there are instances where it may be challenging or where different situations necessitate a varying emphasis on these values. This underscores the importance of maintaining transparency in decision-making processes.

Transparency regarding communication with the public was also highlighted by staff who receive complaints from the public or partners regarding conservation efforts. Ensuring decisions are evidence-based and documented and acknowledging and addressing the considerations involved in public service decision-making, was emphasized.

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)?

In the summer of 2024, ECCC will begin the revision of its departmental values and ethics course. This revision aims to integrate recurring themes identified from discussions within ECCC and across the public service, update content to reflect the current context and emerging issues and align with the updates to the ECCC Values and Ethics Code. Enhancements will also include emphasizing ethical responsibilities related to social media use, outside activities (including research and activism), and navigating the intersection of duty of loyalty and providing scientific advice and loyal implementation through enriched case studies. Insights obtained from department-wide discussions will also inform revisions to learning material such as presentations offered by the Values, Integrity and Disclosure Centre of Expertise, resources for employees and managers, as well as future planning and programming, including events on the topic of values and ethics. 

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)?

Team leaders across the Department have expressed an appreciation for the newly developed conversation guide designated to assist them in facilitating discussions on values and ethics within their teams. This adaptable guide offers step-by-step instructions to guide conversations, encourages exploration of values and ethics within the context of their specific work, and provides case studies covering various topics to practice ethical decision-making. Overall, staff appreciated the opportunity to engage in discussions on values and ethics, allowing them to deepen their understanding of values and ethics and navigate ethical dilemmas and nuances with their team members. They noted that new public servants hired during the pandemic have not had similar opportunities for in-depth conversations. Consequently, staff have expressed interest in integrating regular discussions using the conversation guide into recurring mandatory training sessions on values and ethics within their teams. Managers have also raised the need for tools to be equipped to facilitate such conversations within their teams.

Branch-level all-staff town halls, featuring breakout rooms for divisional-level discussions, have been shown to be successful in encouraging dialogue at all levels. Additionally, meetings with smaller teams, led by a values and ethics advisor, have facilitated focused discussions.

Employees have voiced a desire for department-wide live training sessions, advocating for more frequent conversations to enhance understanding and comfort in discussing and practicing ethical decision-making. They have suggested incorporating case studies with clearer answers and actionable next steps.

Employees have highlighted the value of having workshops where experienced public servants share their insights and experiences, allowing for valuable exchanges on navigating diverse topics and issues.

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)?

ECCC will measure employee awareness of the role of values and ethics in their daily work through various channels. These will include the feedback submitted from over 335 dedicated conversations on values and ethics held throughout the month of May and over the summer, results from the next Public Service Employee Survey (PSES), and data on conflict of interest declarations and requests for advice or information on values and ethics. ECCC will also leverage feedback from ongoing presentations and conversations on values and ethics, including those with employee networks taking place over the summer. Data obtained from PSES results will be analysed and disagreggated by identity factors.

Increased direct engagement with various groups has enabled the Values, Integrity, and Disclosure Centre of Expertise to generate momentum, resulting in heightened awareness and collaboration on values and ethics initiatives across the Department

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)?

ECCC remains committed to advancing the recommendations of the Deputy Ministers’ Task Team on Values and Ethics Report to the Clerk of the Privy Council, embedding values and ethics within the culture of the Department and all facets of its essential services to Canadians.

In addition to significant progress made in broadening conversations on values and ethics across all levels and efforts to renew the ECCC Values and Ethics Code, ECCC will continue to empower senior branch representatives and the Values and Ethics Advisory Network to enhance sharing and visibility of best practices and departmental initiatives. Over the coming months, ECCC will continue the dialogue on values and ethics in the context of the ECCC Code revision process, consulting branches, employee networks, bargaining agents and other departmental stakeholders. Feedback obtained from values and ethics conversations held throughout the spring and summer will be consolidated and communicated to branches to identify key themes and emerging questions. In addition, ECCC will revise the departmental mandatory values and ethics course, including relevant scenarios reflecting the current context and will continue to work in implementing divisional training plans.

ECCC will persist in delivering and promoting interactive sessions on values and ethics to work units, including workshops focusing on upholding ethics in the context of scientific communication. Collaboration with values and ethics experts and internal stakeholders will continue to embed values and ethics considerations in initiatives, policies, and processes.

The Department has also commenced the revision of its internal resources for staff, ensuring that one-pager recourse placemats, covering sections on values and ethics and wrongdoing under the Public Servants Disclosure Protection Act (PSDPA), are regularly communicated and incorporated in onboarding packages. Managers’ conversations guides have also been revised to include the importance of reflecting on our individual and collective contributions in service to Canadians and the democratically elected government of the day. Feedback obtained through department-wide conversations will also inform revisions to internal resources and departmental initiatives.

Personal accountability to uphold public service values and ethics at all levels will persist through the corporate commitments for executives, ensuring values and ethics conversations and mandatory conflict of interest declaration occur on an ongoing basis (e.g., within the performance management cycle).