FIGURE 5.1

1
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
corporations objectives
Lenders
2
FIGURE 5.2
STAKEHOLDER ACCOUNTABILITY ORIENTED GOVERNANCE
PROCESS
SHAREHOLDERS OTHER STAKEHOLDERS
PUBLIC INTEREST
All Interests
Sets Vision, Mission, Strategy,
Policies, Codes, Compliance, Feedback, Compensa
tion Appoints CEO, CFO
BOARD OF DIRECTORS
External Auditors
Lawyers
Feedback
Guidance
CORPORATE CULTURE Created by Management Leads to
Corporate Actions
Financial Reports
3
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, Compensa
tion Appoints CEO, CFO
CORPORATE RISK ASSESSMENT
BOARD OF DIRECTORS


Integrate Into Corporate Value System Actions
Assess Rank All Interests
Identify All Stakeholders
Prepared by management for Board review and
approval
Feedback
Guidance
4
FIGURE 5.4
ALIGNING VALUES FOR ETHICAL MOTIVATION AND ACTION
IdentificationAssessmentRank
CorporateValue System
StakeholderInterests
CorporateValue System
Policies, CodesReinforcement
ReportsObservations
ValuesTransmission
StakeholderEvaluation
CORPORATE CULTURE Created by Management Leads to
Corporate Actions



OtherInfluences
Values
Beliefs
Motivation
Actions
5
TABLE 5.1
CULTURAL VALUES AND HYPERNORMS
6
TABLE 5.2
AREAS OF CORPORATE RISK ASSESSMENT
7
TABLE 5.3
ETHICS RISK MANAGEMENT PRINCIPLES
8
FIGURE 5.5
CONFLICT OF INTEREST FOR A DECISION MAKER
Special Non-P Interests
Decision Maker (D) has a duty to act/judge in
Ps best interest
Ps Satisfaction basedon Fulfillment of Ps
Interests
9
FIGURE 5.6
TYPES OF CONFLICT OF INTEREST
Potential
Actual
Decision Point
Non-existent
Apparent
Imaginary
10
TABLE 5.4
CAUSES OF CONFLICTING INTERESTS
11
TABLE 5.5
MANAGEMENT OF CONFLICTING INTERESTS
12
TABLE 5.6
GUIDELINES FOR ACCEPTANCE OF GIFTS OR
PREFERENTIAL TREATMENT
13
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.
14
TABLE 5.7
ETHICS PROGRAM ORIENTATION TYPES
15
TABLE 5.8
ETHICAL CULTURE IMPORTANT ASPECTS
16
TABLE 5.9
ETHICAL PROGRAMS USUAL DIMENSIONS
17
TABLE 5.10
PRESENCE OF PROGRAM ELEMENTS PER KPMG INTEGRITY
SURVEY 2005-2006
18
TABLE 5.11
ETHICS PROGRAMS AFFECTS ON BEHAVIORS AND
PERCEPTIONS, per KPMG INTEGRITY SURVEY 2005-2006
19
TABLE 5.12
DEVELOPMENT AND MAINTENANCE OF AN ETHICAL
CORPORATE CULTURE
20
TABLE 5.13
DEPTHS OF CODE COVERAGE
21
TABLE 5.14
DOMINANT RATIONALES FOR CODES BY REGION
22
TABLE 5.15
CODE GUIDANCE ALTERNATIVES AND THE
CONTROL/MOTIVATION SIGNALED
23
TABLE 5.16
SUBJECTS FOUND IN CODES
24
TABLE 5.17
EXTERNAL SHOCKS AND INFLUENCES TRIGGERING CODE
MODIFICATION
25
TABLE 5.18
ESSENTIAL FEATURES TO DEMONSTRATE A DUE
DILIGENCE DEFENCE IN RESPECT OF ENVIRONMENTAL
MATTERS
26
TABLE 5.19
MECHANISMS FOR COMMPLIANCE ENCOURAGEMENT,
MONITORING, AND REPORTING WRONGDOING
27
TABLE 5.20
U.S. SENTENCING GUIDELINES ETHICS CRITERIA per
KPMG INTEGRITY SURVEY 2005-2006
28
TABLE 5.21
EMERGING PUBLIC ACCOUNTABILITY STANDARDS AND
INITIATIVES