Employees at Norwegian institutions

Citizenship is one example, but international networks, dependent relationships between parties and sources of funding are also examples of ties that could in certain situations make employees vulnerable. Temporary employment can also make people vulnerable to influence, which can put research integrity and academic freedom under pressure. Additional roles in the form of ownership interests in companies or board positions can lead to conflicts of interest and conflicting pressure.

How can discrimination be avoided?

A focus on risk and security at research and educational institutions may entail a risk of stigmatisation of foreign employees from countries of concern as regards Norwegian interests. These are countries that PST and NSM draw attention to in their threat assessments and often coincide with countries with which Norway has no security cooperation. Weighting risks can in some cases go too far and result in arbitrary exclusion and discrimination of foreign employees and students at Norwegian institutions. If the institution has good security procedures in place to protect the most important institutional assets, it is easier to avoid suspicion being cast on international staff members. It is also important that proportionality in risk management is discussed at the institutions and in the academic environments, and that possible discrimination against foreign employees and students is put on the agenda.

How can institutions safeguard employees from countries of concern?

Foreign employees and students who are citizens of countries of concern that are known to apply pressure on their citizens abroad to provide information, may need follow-up from the institutions (in Norwegian only). They should be informed about the dangers and be told who they can contact at the institution if they are put under pressure and need help. Some research environments in the technology field carry out routine vulnerability interviews with employees after business trips to high-risk countries based on the person's background and/or field of work. For an overview of possible dangers and areas where insider threats can occur, see the resource pages at sikresiden.no.

New foreign employees often need help and support to navigate the Norwegian system. Some institutions have dedicated contact points that have been established to help these employees with practical challenges ranging from bank cards to how to apply for a kindergarten place. It is the institutions' responsibility to inform foreign employees about the laws and regulations that apply to the knowledge sector in Norway and the institution's export control and security procedures.

What assessments should the institutions' management and administration make?

• Consider establishing special procedures for informing new employees about the Export Control Regulations, research ethics and academic freedom, etc.
• Consider developing special online resources for international cooperation that provide an overview of the institution's procedures and resources.
• Consider having one or more notification contact points that employees and students can contact if they are subjected to pressure from external actors or face ethical dilemmas in their international cooperation.
• Consider whether the obligations of the employment relationship and the consequences of violating the institution's guidelines are made sufficiently clear in the employment contracts.
• Introduce measures that ensure that the employee knows the extent of the values/assets they are managing and understands the risks associated with the research field in terms of international cooperation.
• Consider introducing vulnerability interviews with employees. Develop special procedures for such interviews. The procedures should describe the purpose of the vulnerability interviews, when and how they should be conducted, and which employees or groups of employees form the target group (see also NSM's personnel security guide – in Norwegian only).
• Consider the need to strengthen the procedures for foreign travel for employees and students, especially to countries that do not have security cooperation with Norway (see also the travel advice at sikresiden.no.

What responsibilities can be imposed on employees?

Several international universities have developed a Code of Conduct to clarify the obligations of academic staff. Some universities have developed a similar code for their students.In that connection, the institutions have established a contact point that employees and students can contact in the event that they are exposed to pressure or face difficult dilemmas. In Norway, too, a number of institutions have created frameworks for cooperation and for their employees. NTNU's code of ethics for employees is one such example. OsloMet – Oslo Metropolitan University has recently developed its own Code of Conduct for international cooperation (in Norwegian only).

How can institutions ensure that employees themselves reflect on risk?

It is crucial that employees are enabled to assess the risks associated with different situations and to reflect on their own ties and vulnerabilities. Such vulnerabilities may result in employees being pressured to act contrary to national security interests or export control regulations. Academic staff should be well trained to reflect on ethical dilemmas and difficult situations they may face as part of international cooperation. Researchers must also know who to contact at the institution if they experience pressure and threats, or if they suspect that colleagues and partners act unethically and put research integrity at risk. It is important that such inquiries are not met with sanctions and punitive measures, but that staff are encouraged to report such matters as part of the trust in an employment relationship. Mistakes are made in all organisations, and it is therefore important that a culture is created where staff report when mistakes have been made or unethical behaviour is suspected, so that the institutions can limit the extent of the damage.

What assessments should the institutions' management and administration make in relation to conflicts of interest among employees?

• Consider creating a an external activities register that maps employees' work for other institutions, offices and ownership interests to keep an overview and create awareness of possible conflicts of interest and vulnerabilities. This register should be updated during the employment relationship. The register can reveal whether the researcher has secondary positions at international institutions in countries of concern or has ownership interests in companies that may represent a challenge with regard to independence in certain research projects.
• Establish procedures in which the potential impact of additional roles on international cooperation on research and education is assessed and managed in the planning and implementation of cooperation projects.

How can employees handle vulnerability and pressure from actors other than the employer?

• Consider whether your ties (additional roles, close relationships, funding, citizenship, etc.) could adversely affect research activity, teaching activity, or create a loyalty conflict in your employment relationship. Seek the advice of your immediate manager and take steps to reduce vulnerability to an acceptable level.
• If you find that your academic work is being put under undue pressure, contact your immediate manager, security officer or the institution's integrity committee.
• If any external actors ask you to share information that you are not sure you should share with outsiders, contact the security management at your institution and possibly PST.
• If you have experiences on trips abroad or in other situations that make you vulnerable to pressure, inform your immediate superior and/or the security officer at your institution for advice and support.
• If you suspect that any of your colleagues, visiting researchers or partners are acting unethically, contact your immediate manager, security officer or the integrity committee at your institution.

Authorities to contact

• Personnel security issues: The National Security Authority (NSM)
• Suspicion of espionage or interference of foreign intelligence: The Police Security Service (PST)