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Mr King says he wants staff to be able to raise ethical issues in the same way they would anengineering problemsomething to be discussed openly. Earlier this year BAE sent a 64-pagecode of conduct to each of its workers, with detailed advice on how to behave in everysituation. With the booklet came a small card, to be carried at all times, with a list of toll-freenumbers for the firm s ethics helpline.
金先生表示,他希望员工能够提出道德问题,就像他们提出工程技术问题一样,是可以公开讨论的事情。今年早些时候,BAE向它的每个工人发放了一本64页的行为准则,列明了各种情况下应该如何应对的详细建议。这个册子里还夹着一张便于随时携带的小卡片, 上面列有免费电话号码,可以打给公司的道德帮助热线。
It is easy to scoff at the idea of an arms firm preaching ethics, particularly one that is stillmaking money from deals concluded before its squeaky-clean rules were put in place. Nor isan industry veteran, such as Mr King, an obvious new broom. But he has all the fervour of atrue convert. You have to believe in it, he says. It s a journey you personally have tomake. Helpfully, a significant part of his own remuneration is, he says, linked to makingBAE a benchmark for responsible behaviour in the industry. Shareholders, he claims, aresupportive. They have accepted that it is better to lose business in some parts of the worldthan to expose BAE to reputational risk. As for the Saudis, Mr King says that they too nowwant to do things differently. And if a rival firm were to offer to do business with them in thetraditional way? Then the Saudis will have to make their choice, he says.
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