You are a loan officer in a bank and a client who is currently trying to get funding has passed on some confidential information on the land they are looking at buying.
You are working on a joint project with another team from your organisation. You have worked with this team successfully before but this project feels different and now the client has approached you with some concerns.
You have seen and been subject to unethical behaviours in an organisation that you decide you can no longer be complicit to, so you leave.
A colleague is making a big life decision and you know something about their employment that they don't know yet.
You are a new employee and have quickly become aware that one of your colleagues from a diverse background is struggling with a verbal harasser the bank still employs.
Your office holiday shutdown period has been extended and is using up a large portion of the leave your were hoping to take next year.
It’s the festive season and you’re attending quite a few social events where conversations have been flowing freely between colleagues and peers following two years of cancellations.
You have been asked to manage out a new employee who is not performing well, but has also not had much supervision or guidance due to starting during lockdown and their direct report moving on not long after they started.
You have uncovered a potential data capturing issue that won't affect your member's account, but could affect the fee calculation. Knowing that you will be the one who will have to investigate further if you bring it up, you are reluctant given how busy you already are.
You have uncovered a discrepency with a client's account that your manager had previously accepted as OK, but you're not so sure.
Although efficiency is a value in so many organisations and an important part of delivery to key stakeholders, often we don’t see potential risks or mistakes until something goes wrong.
14 Sep 22
Up and The Banking & Finance Oath
Acting in an ethical, trustworthy, and transparent manner underpins everything the team at Up does, and is the reason Up are keen supporters of The Banking and Finance Oath (The BFO).
Fintech, now a $7 trillion industry worldwide, has caused a rapid upheaval of the core utilities of banks. But this new form of debt poses a major issue if emerging fintech players do not act responsibly.
A company that has recently experienced some backlash and reputational damage have offered you a more senior position
Your organisation has just started on a large project being led by your friend who has also just confided in you that they may be leaving.
You're the Head of HR in a large bank and your organisation has recently committed to a new gender quota, encouraging more diversity into leadership positions within the workplace.
You work in superannuation, spending much of your time analysing client data to help understand how best to add value and engage people with their future self. You also have a similar responsibility for anyalysing data from the anonymous employee survey and have received some challenging results.
You work for a large industry super fund and with the election coming up there has been a lot of talk of politics, in particular housing policies that will affect your industry. Most of your personal views are the opposite to the views of your industry and colleagues.
A member of the executive team has confided in you, the HR manager, about ongoing bullying from the CEO, to whom they report directly.
You are working in a small wealth management organisation which suffered through Covid because of work dropping off and redundancies were made. As a result, you were forced to pick up several duties which required quick learning on your behalf.
A colleague in the same team has been working on a project with you which requires you both to meet in person. As you live quite close to each other, rather than meeting in the office you are meeting in each other's homes.
You have been working on a proposal with a colleague who is in the same team and junior to you. You’ve both put in a significant amount of work and you can see that your colleague is really extending themselves.
02 Mar 22
Marnie Baker, Managing Director at Bendigo and Adelaide Bank
Returning from my summer break I use the opportunity to reflect on the year that has passed and the year ahead. Like many large organisations Bendigo and Adelaide Bank faces both opportunities and challenges, with the holiday period delivering a valuable and fresh perspective.
You’re a financial services executive with many years industry experience and were recently invited to apply for a position on the board of a large Australian construction company.
It’s the start of a new year and you’re in a new role as a People & Culture Officer at a retail banking institution and a number of employees have been sick over the break with Covid-19, when most of them were on their pre-booked annual leave...
13 Dec 21
The Banking and Finance Oath and Allianz
Financial services designs and provides products that help people and families set financial goals for the future and remain financially secure. But sometimes there are unintended consequences and a risk it could be used for ill. Reflective thinking is where ethics plays such an important role to deeply consider ALL consequences. Here is a case study from a financial institution – Allianz – that has undergone a process to have a deeper understanding of how their products can be used. They are sharing this with the aim of raising industry and community awareness.
13 Dec 21
Pauline Vamos, Chair of Governance Institute of Australia
Identifying and responding to conflicts of interest is easier said than done and we get it wrong often. So how can we get it right?
As we all limp towards the end of the year and social and industry gatherings ramp up in a post lockdown world, do we need to remind ourselves of the rules of engagement and what the consequences could be if we break them?
10 Nov 21
The Banking and Finance Oath
A new GM, an office 'gem', an audit discrepancy, missing funds, and an investigation with no sign of finding who was at fault... who do you hold accountable?
You’re the HR Manager of a regional bank with a number of branches in country Victoria. Friendships amongst employees in the organisation is inevitable given its size and most of them being locals in their communities.
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