Office of the Superintendent of Financial Institutions 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?

• 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?

The Office of the Superintendent of Financial Institutions (OSFI) has opted to make the Canada School of Public Service (CSPS) public service values and ethics training mandatory for all employees, including the Values and Ethics Foundations training for managers. This core training will be part of the employees’ learning plan for the 2024-2025 fiscal year.

Our 2024-2025 operational plan includes a commitment to develop a more comprehensive values and ethics learning plan and to engage employees in conversations/dialogue to strengthen personal accountability to uphold the public service values and ethics.

This commitment is further reinforced in our new Human Capital Strategy, which was approved in April 2024 and will soon be launched. This strategy represents our engagement toward employees and charts the path for the next 3 years as we aspire to be a thriving organization that embraces a growth mindset. Rooted in our values, this strategy will support a workplace culture where people undertake early action and view every challenge as a springboard for growth and learning. One of the strategy’s goals is to instill behavioural competencies consistent with our desired culture – this is represented in the strategy under the area of focus “Embracing continuous agile learning”, and supported by a specific action, which is “Promoting understanding of our values, ethics, code of conduct and conflict of interest policy”.

As the above plan and strategy are communicated to employees, OSFI will maintain its engagement on public service values and ethics and broaden the conversation on values and ethics within the organization.

Question 2

Has your organization fully implemented department-specific training plans?

• No

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

As above-mentioned, starting in 2024-2025, OSFI is introducing mandatory values and ethics training for all employees and people leaders. Current employees will have until March 31, 2025 to complete this training and new employees will be required to complete it as part of their onboarding process along with other mandatory training.

Part II. Codes of conduct

Question 3

Has your organization reviewed its code of conduct?

• My organization is in the process of reviewing 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?

OSFI’s Statement of Values and Code of Conduct was last reviewed in March 2021. This one document outlined OSFI’s former corporate values (Respect, Curiosity and Stewardship) and reinforced the principles behind the policies and practices that guided the professional esprit de corps and behaviour of OSFI employees.

As per OSFI’s 2024-2025 operational plan, our organizational code of conduct will be reviewed this year.

This review will be undertaken and will build on key insights gathered over the last 2 years as we worked to transform our culture and strengthen the application and demonstration of desired behaviours and shared values.

• In 2022, the organization embarked on the most significant, multi-year transformation it has had in the last 20 years. As part of this transformation, a number of consultations and engagement sessions occurred throughout the organization to articulate a set of promises and commitments which would serve as the foundation of a renewed culture, one in which each of us can bring our best selves to work every day.
• In 2023, OSFI’s Promises and Commitments were introduced and critical success factors were identified and communicated to employees. These define how we approach our work and articulate expected behaviours of employees and people leaders. Employees are expected, among other things, to demonstrate personal leadership by adhering to our values and to embrace differences while people leaders are to leverage talent, share openly and candidly by modeling behaviours aligning with our Promises and Commitments and values and maintain their focus on people, including recognizing behaviours that align with our shared values.
• In November 2023, in his townhall address to all employees, the Superintendent spoke of his responsibility to deliver greater clarity about our culture and public service values and announced that OSFI-specific organizational values were going to be retired to reinforce our commitment to the public service values.
• OSFI’s Leadership Competency Model (LCM), the foundation tool that outlines and defines the standard skillsets and behaviours that are most important at OSFI, was updated in May 2024 to reflect these new cultural anchors and fully integrate the values of the public service.  

We expect the review of the organizational code of conduct to be completed by March 2025. 

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.

This work is to be undertaken this year and will include reflecting OSFI’s new cultural anchors to ensure that the organization can thrive even in challenging environments characterized by volatility, uncertainty, complexity, and ambiguity and uphold our trust, credibility, and reputation with our established partners, stakeholders, and Canadians.

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)
• 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.

As part of the 2023-2024 performance management process (PMP), all employees were assessed on their performance (the what) as well as OSFI’s Promises and Commitments (the how), which included adherence to and modeling of our values and the recognition of behaviours that aligned to them.

Our performance assessment indicators (rating definitions) at the employee and management levels were also updated and mention the importance of consistently demonstrating the public service values. Our expectation is that employees be productive while equally demonstrating behaviours that are conducive to a positive, inclusive, respectful, upright, and dynamic organization that supports every employee to bring their best self to work every day.

The Superintendent reiterated the importance of upholding our public service values and ethics during a town hall in November 2023.

To provide clarity around culture and public service values, during the April 2024 executive leadership summit, the Superintendent provided his view and perspective. He explained the importance of integrity and upholding our shared values and ethics, including keeping our Promises and Commitments and doing the right thing even in the most challenging situations. Executive leadership team members shared their perspectives, providing OSFI’s executive cadre with a consistent and unified message around desired behaviours that will support our ongoing cultural transformation.

As mentioned in section 4, OSFI’s Leadership Competency Model (LCM) was updated in May 2024. Updates reflect new cultural anchors, which clarify expected behaviours and fully integrate the values of the public service. The model now includes “integrity” as a new competency and critical success factor, reflecting the importance of upholding our shared values and ethics in our actions and decisions.

The LCM, as the foundation tool outlining and defining expected behaviours, is an integral part of many people management activities and fosters conversations on personal accountability to uphold our public service values and ethics (for example, in the context of performance management, career planning and professional development through the establishment of performance agreements and the development of learning and career plans).

A learning spotlight on values and ethics was also shared with employees to promote the values of the public service and CSPS resources including John Hannaford’s webcast on values and ethics, the Values and Ethics Foundations for Managers and for Employees training courses.

In addition, OSFI’s Inclusion Network (IN) promotes personal accountability to uphold our public service values and ethics, by fostering a respectful and inclusive environment for all. Family tables were introduced in the spring of 2021 by the IN’s Unconscious Bias Employee Resource Group and consist of discussion forums that promote inclusion while prioritizing respect and psychological safety for OSFI employees to share their lived experiences. They combine 2 important elements: empathy and community.

To support family tables and other discussion forums, the IN’s Unconscious Bias Employee Resource Group developed a guidance paper on how to ensure safer spaces when events are organized to ensure full participation by employees, and to draw expectations of participants and accountability and expectations of presenters. This guidance paper and the conditions for safer space were developed with our values in mind.

The IN also posted an internal article to promote inclusion in performance management and mitigating bias, along with a toolkit for managing unconscious bias and fostering discussions. Understanding the types of unconscious bias can help managers be more aware of how they can affect their employee performance evaluation decisions.

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.

Actions taken

As mentioned in section 6, the performance management program (PMP), which includes a minimum of 3 conversations (beginning, mid-year and year-end) integrates values and ethics through competencies and expected behaviours, and assessment criteria that foster personal accountability to uphold public service values and ethics in a consistent manner.

Our LCM used in most people management activities fully integrates the values of the public service and supports the development and assessment of employees in alignment with the values.

Moving forward

OSFI is putting the spotlight on its three critical success factors one of which is integrity. Integrity has always been important at OSFI and our annual Conflict of Interest Attestation is based on a strict guideline concerning the entities that OSFI regulates. Additionally, as part of the 2024-2025 PMP, all employees will be assessed on integrity as a mandatory day to day competency.  This means integrity will be part of conversations between employee and manager throughout the year.

Conversations on values and ethics will be integrated in the onboarding process, as part of a roadmap and e-learning products, as well as in the growth component of the leadership executive programs and training for people leaders. Learning material will also be made available to all leaders (self-serve) to encourage managers to share material with employees and engage them in conversations about values and ethics.

Mandatory training on values and ethics will be part of the employees’ learning plan, starting in 2024-2025. 

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?

The Employee Pulse Check (EPC) survey, created to measure employee sentiment around the transformation, was administered in July and December 2023. The survey response rate increased from 70% to 73%. The EPC measured to what extent employees were thriving, struggling, uninspired and impeded. An increase was seen in thriving while struggling, uninspired and impeded all decreased. A decline was seen in comfort with pace of change. It should be noted that our transformation efforts were completed earlier than planned. When asked about barriers to enablement, a lack of resources was the top barrier followed by processes and bureaucracy.

In November 2023, in his townhall address to all employees, the Superintendent spoke of his responsibility to deliver greater clarity about our culture and public service values and announced that OSFI-specific organizational values were going to be retired to reinforce the affiliation to the public service values.

Also in 2023-2024, training on civility in the workplace was delivered across the organization, highlighting what we can all do to contribute to a positive and respectful environment for ourselves and our colleagues.

Ensuring a respectful environment means, among other things, reducing to zero the risks of harassment and violence. Harassment and violence prevention in the workplace training is mandatory for all OSFI employees.

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)?

OSFI regularly conducts pulse checks with employees. We identify learning opportunities to address arising issues or to further support a work environment that is supportive of employees and people leaders. The above-mentioned civility in the workplace training (referenced in section 8) is an example of an action taken as a result of change in our environment. Craig Dowden, subject matter expert in civility in the workplace and author of the highly acclaimed white paper "Civility Matters!" published by the Association of Public Executives of the Public Service of Canada (APEX) was invited to speak to employees about civility in the workplace in November 2023 and again in March 2024. 

As mentioned in section 6, part of the agenda of the April 2024 executive leadership summit was reserved for a discussion on desired behaviours, unpacking our critical success factors and articulating how each executive is accountable to demonstrate them in their daily actions.

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)?

OSFI’s organizational values were recently retired in favour of reinforcing to the federal public service values. Through internal communications messages, employees are reminded that public service values are core principles that represent what we believe in, what we stand for, and what we expect of one another. They guide our actions and decisions in support of our vision and overall success.

They will continue to be reinforced as we engage employees in the review of our Code of Ethics and in targeted conversations through our renewed orientation and leadership development programs. 

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)?

As previously mentioned, OSFI regularly engages and gathers employees’ views through surveys (Biennial Employee Survey, Employee Pulse Check, etc.). Questions will be added to these employee consultations to measure the degree to which public service values are visible in the employees’ experience at work and in daily iterations. In addition, employees feedback will be gathered as we engage them on this topic through our leadership development programs and the review of our organizational Code of Conduct. 

Question 12

Will these indicators be disaggregated by identity factors?

• Yes

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)?

In alignment with the recommendations of the Deputy Ministers’ Task Team on Values and Ethics Report, OSFI opened a dialogue with employees as part of the promises and commitments initiative:

• In February 2023, the Superintendent sent a call-out seeking participation of all employees in a grassroots effort to develop our promises and commitments. More than 350 employees took part in approximately 50 discussion groups to help form these important pledges. Rooted in public service values, these consultations asked employees to define the OSFI they want to work for. That aspiration called each employee to fulfill our collective promises to Canadians. This engagement was inclusive, maximized employee participation, and ensured psychologically safe spaces for open and honest reflection on real issues and challenges.

OSFI also followed through on the important commitments related to the core value of respect for people. This included advancing the Clerk’s Call to Action to address racism and increase diversity and inclusion, respecting the Accessible Canada Act, and supporting official languages. More specifically:

• OSFI launched its first official languages strategy (2023-28) and supporting action plan in February 2024. The Strategy highlighted important risks that it would mitigate such as the risk of employee behaviours and mindsets not aligning with values and the organizational vision threatening official languages, diversity, equity and inclusion objectives, inclusiveness, innovative thinking, collaboration, sound decision-making, and effective risk management.
• As mentioned in his letter to the Clerk on the implementation of the Call to Action on Anti-Racism, Equity and Inclusion, the Superintendent reiterated his commitment to strengthening the workplace in terms of DEI and respect for people. OSFI’s Diversity, Equity and Inclusion Strategy (2022-2025) was launched in March 2022. In his message to staff when the strategy was launched, the Superintendent indicated that diversity, equity, and inclusion are traits imbedded in a culture that empowers people to be themselves and bring their best self to work every day. Our goal was to create a sense of belonging for each and every person. He reiterated that this was not just a moral imperative but a strategic imperative as our risk environment demands that unwavering commitment to succeed and adapt to the extraordinary and complex risks that we face.

Related to the recommendation to provide employees with the tools and training to enable their work, and guidance on emerging technologies such as artificial intelligence, such that public service delivery is aligned with and enabled by our values and serves the public interest, the Assistant Superintendent and Chief Operating Officer announced in April 2024 that OSFI will assemble a working group representing a diverse set of use cases and needs across the organization to develop a clear set of principles and guidelines for responsible and ethical use of artificial intelligence.