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FIGURE 5.1. MAP OF CORPORATE STAKEHOLDER ACCOUNTABILITY . Shareholders. Activists. Employees. Governments. Customers. Corporation. Creditors. Suppliers. Others, including the Media, who can be affected by or who can affect the achievement of the corporation’s objectives. Lenders.
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FIGURE 5.1 MAP OF CORPORATE STAKEHOLDER ACCOUNTABILITY Shareholders Activists Employees Governments Customers Corporation Creditors Suppliers Others, including the Media, who can be affected by or who can affect the achievement of the corporation’s objectives Lenders
Accountability = Financial & StrategicincludingEthical & Legal Whistle- Blowers Professional Accountants Including Internal Auditors Ethics Officer FIGURE 5.2 STAKEHOLDER ACCOUNTABILITY ORIENTED GOVERNANCE PROCESS SHAREHOLDERS + OTHER STAKEHOLDERS PUBLICINTEREST All Interests Sets Vision, Mission, Strategy, Policies, Codes, Compliance, Feedback, Compensation Appoints CEO, CFO BOARD OF DIRECTORS External Auditors Lawyers Guidance Feedback CORPORATE CULTURE Created by Management Leads to Corporate Actions Financial Reports
SHAREHOLDERS + OTHER STAKEHOLDERS PUBLICINTEREST CORPORATE CULTURE Created by Management Leads to Corporate Actions Actions Motivation Beliefs Values FIGURE 5.3 STAKEHOLDER INTERESTS RANKING, RISK ASSESSMENT, AND USAGE Accountability = Financial & Strategic including Ethical & Legal All Interests Sets Vision, Mission, Strategy, Policies, Codes, Compliance, Feedback, Compensation Appoints CEO, CFO CORPORATE RISK ASSESSMENT BOARD OF DIRECTORS Integrate Into Corporate Value System & Actions Identify All Stakeholders Assess & Rank All Interests Prepared by management for Board review and approval Guidance Feedback
FIGURE 5.4 ALIGNING VALUES FOR ETHICAL MOTIVATION AND ACTION IdentificationAssessmentRank StakeholderInterests CorporateValue System CorporateValue System ReportsObservations StakeholderEvaluation ValuesTransmission Policies, CodesReinforcement CORPORATE CULTURE Created by Management Leads to Corporate Actions OtherInfluences Actions Motivation Beliefs Values
TABLE 5.1 CULTURAL VALUES AND HYPERNORMS
TABLE 5.2 AREAS OF CORPORATE RISK ASSESSMENT
TABLE 5.3 ETHICS RISK MANAGEMENT PRINCIPLES
FIGURE 5.5 CONFLICT OF INTEREST FOR A DECISION MAKER Special Non-P Interests Decision Maker (D) has a duty to act/judge in P’s best interest P’s Satisfaction basedon Fulfillment of P’s Interests
FIGURE 5.6 TYPES OF CONFLICT OF INTEREST Potential Actual Decision Point Non-existent Apparent Imaginary
TABLE 5.4 CAUSES OF CONFLICTING INTERESTS
TABLE 5.5 MANAGEMENT OF CONFLICTING INTERESTS
TABLE 5.6 GUIDELINES FOR ACCEPTANCE OF GIFTS OR PREFERENTIAL TREATMENT
ORGANIZATIONAL EFFECTIVENESS • ELEMENTS OFORGANIZATIONAL CULTURE • Assumptions • Values • Narratives • Symbols • Heroes • Rites, Ceremonies,Rituals FIRST LEVEL • Attendance • Turnover • Productivity • Work Quality • Recruiting Success INDIVIDUAL/TEAMOUTCOMES • Job/Career Satisfaction • Organizational Identification • Job Involvement • Commitment • Discretionary Effort • Job Performance SECOND LEVEL • REINFORCERS OFORGANIZATIONAL CULTURE • Mission/Vision • Leadership skills • Growth/Development Opportunities • Team Development • Communication • Performance Management Systems • Incentives and Rewards • Human Resource Systems • Creativity/Innovation • Problem Solving • Team Cohesiveness and Communication THIRD LEVEL • Market Share • Profitability • Achievement of Formal Org. Goals FIGURE 5.7 ORGANIZATIONAL CULTURE, INDIVIDUAL/TEAM OUTCOMES, AND ORGANIZATIONAL EFFECTIVENESS A Model of the Impact of Organizational Culture on Individual/Team Outcomes and Organizational Effectiveness, The Business Case for Culture Change, W. Reschke & R. Aldag, Center for Organizational Effectiveness, August 2000.
TABLE 5.7 ETHICS PROGRAM ORIENTATION TYPES
TABLE 5.8 ETHICAL CULTURE: IMPORTANT ASPECTS
TABLE 5.9 ETHICAL PROGRAMS’ USUAL DIMENSIONS
TABLE 5.10 PRESENCE OF PROGRAM ELEMENTS PER KPMG INTEGRITY SURVEY 2005-2006
TABLE 5.11 ETHICS PROGRAMS AFFECTS ON BEHAVIORS AND PERCEPTIONS, per KPMG INTEGRITY SURVEY 2005-2006
TABLE 5.12 DEVELOPMENT AND MAINTENANCE OF AN ETHICAL CORPORATE CULTURE
TABLE 5.13 DEPTHS OF CODE COVERAGE
TABLE 5.14 DOMINANT RATIONALES FOR CODES BY REGION
TABLE 5.15 CODE GUIDANCE ALTERNATIVES AND THE CONTROL/MOTIVATION SIGNALED
TABLE 5.16 SUBJECTS FOUND IN CODES
TABLE 5.17 EXTERNAL SHOCKS AND INFLUENCES TRIGGERING CODE MODIFICATION
TABLE 5.18 ESSENTIAL FEATURES TO DEMONSTRATE A DUE DILIGENCE DEFENCE IN RESPECT OF ENVIRONMENTAL MATTERS
TABLE 5.19 MECHANISMS FOR COMMPLIANCE ENCOURAGEMENT, MONITORING, AND REPORTING WRONGDOING
TABLE 5.20 U.S. SENTENCING GUIDELINESETHICS CRITERIA per KPMG INTEGRITY SURVEY 2005-2006
TABLE 5.21 EMERGING PUBLIC ACCOUNTABILITY STANDARDS AND INITIATIVES
