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At HPE, we believe that how we do things is just as important as what we do. Over the years we’ve continued developing and refining our corporate values, policies, and training courses to help set clear expectations for team members, business partners, and suppliers worldwide and demonstrate HPE’s commitment to the highest ethical standards. We’re proud of the ethical culture we’ve built, which is centered around three key priorities: innovation; making ethics everyone’s business; and advancing the way people live and work.
Innovation has played a key role in revamping the approach to our annual Standards of Business Conduct (SBC) training. In the past, HPE conducted an annual SBC training the way most companies do—offering an hour-long training once a year that team members were required to take in one sitting. This year, we rolled out an innovative new approach to SBC training that included four modules, each about 15-minutes long and aimed at addressing a key ethics risk facing the company. This approach allowed us to use the training to highlight key risk areas for the company and deliver key messages in concise and easy-to-digest sessions, and includes interactive elements to increase team member engagement. The four-time-a-year format also increases the number of times our team members engage with ethics topics annually, and our latest tracking shows that we have been able to maintain a completion rate of over 99%, even with more frequent training cycles. Training is still mandatory for all team members, but we’ve successfully made the training more engaging.
Our updated approach to training plays directly into our goal of creating a culture in which ethics and compliance is everyone’s business. Last year, we introduced a program that requires the Managing Directors of each of our Global Sales geographies to include a discussion of ethics and compliance issues in their quarterly State of Readiness reviews with our Chief Sales Officer. Our Managing Directors each work with our Ethics & Compliance Office to address risks and trends specific to their business and geographic region. After successfully launching the program at the Managing Director level, we expanded it to include the Chief Sales Officer’s quarterly review with me. He now presents to me on a quarterly basis about ethics risks that our sales force faces globally. Quarterly anonymized case studies are provided by the Ethics & Compliance Office to our business leaders for them to distribute to their teams. These communications summarize a recent, real-life incident from the company related to ethical conduct and serve as reminders of the importance of adhering to HPE’s policies and where to go to ask for help. By distributing these case studies directly from our business leaders, we feel that this emphasizes the importance of ethical conduct in the business, sets the appropriate tone from the top, and maximizes impact to team members. The feedback we’ve received from team members is telling us that our approach is working, with our workforce signaling ongoing interaction with the content.
From an external point of view, we are using ethics to advance the way people live and work. Respecting human rights is a core value at HPE and is embedded in the way we do business. This year, the Thomson Reuters Foundation awarded HPE the Stop Slavery award for leadership in combatting modern slavery and forced labor in our supply chain, operations and communities, making HPE the only two-time winner of the award. We are incredibly proud of our leadership in the fight against modern slavery and all forms of forced labor in our supply chain. We are committed to helping our partners and customers address the challenges of ethics in artificial intelligence (“AI”). To address the unique human rights risks associated with AI, HPE established AI Principles to guide how we identify, manage and prevent these risks through our business activities, and that of our partners and customers. We also launched an AI Ethics Advisory Board to guide our learning and how we bring our AI principles to life.
Additionally, HPE’s commitment to unconditional inclusion is a critical component of our ethical culture. Ethical behavior in part means treating others as you would want to be treated yourself and creating a supportive, welcoming environment for all. In the last year, HPE launched a Global Inclusion and Diversity Council, chaired by me, in order to hold ourselves accountable as an organization to our goals for inclusion, equity, advocacy, and community engagement around issues of race and identity. HPE also believes that a flexible work environment bolsters inclusion by ensuring that work fits the diverse lives of our team members, not the other way around. Our Work That Fits Your Life benefits program, featuring among the most generous paid leave programs in our industry, once monthly ‘Wellness Fridays, and other benefits is designed to support the whole person. And, throughout the COVID-19 pandemic, we’ve doubled down on our commitment to providing mental health resources to our team members to help them cope with the drastic, rapid change in daily life we all experienced. These efforts, and others, to build an ever more inclusive culture have helped HPE achieve its highest team member engagement and job satisfaction scores since becoming a stand-alone company in 2015.
Put simply, our commitment to ethics is holistic and ingrained in HPE’s values and culture. We hope that by truly living these ideals in the workplace and beyond, we are able to help move our industry and the world toward addressing the myriad ethical issues and concerns businesses face.
About the Expert:
Antonio Neri is the President and Chief Executive Officer of Hewlett Packard Enterprise – the global edge-to-cloud platform as-a-service company – responsible for the development and delivery of enterprise technology solutions and services that help organizations accelerate outcomes by unlocking value from all of their data, everywhere.
During his more than 25 years at the Hewlett-Packard Company (HP) and Hewlett Packard Enterprise (HPE), Antonio has held numerous leadership positions. Most recently, he served as Executive Vice President and General Manager of HPE’s Enterprise Group, which included the company’s Server, Networking, Storage and Technology Services business units. Prior to HPE’s separation from HP, Antonio ran HP’s Server and Networking business, where he was responsible for bringing new innovations to market and the execution of the go-to-market strategy. Before that, Antonio led HP’s Technology Services business, which provided technology support and consulting services for HP’s products and solutions. Antonio spent the earlier part of his career in various engineering and leadership roles in HP’s Printing and Personal Systems business units.
Antonio led the strategy, development and introduction of many breakthrough innovations at HP and HPE, including: HPE Apollo, the industry leading high performance compute platform; HPE Superdome X, the world’s most scalable and modular in-memory computing platform; HPE Synergy, the world’s first composable infrastructure platform; HPE Cloudline, HPE’s server portfolio designed for service providers who need fast deployment, flexible operation, and low total cost of ownership; and, HPE Moonshot, the first software-defined compute platform. He was also responsible for HPE’s acquisitions and integrations of Aruba Networks, SGI, SimpliVity, Niara, Rasa Networks, Nimble Storage, Cloud Cruiser and Cloud Technology Partners.
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