Ethical Culture of Conduct Report

7/31/2019 Ethical Culture of Conduct Report

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University Of Wollongong

Sydney Business School

Corporate Governance

TBS-909

Creating a Culture of Ethical Conduct and Social

Responsibility in a Public Sector Agency

Abdel razzaq AbuShahout

3954808

July 19th. 2012


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Words Count: 2836

Executive Summary

In the next couple of pages of this report we will be discovering an

important sub-factor that contributes in the prosperity of the public

agency, as is the ethical aspect and social responsibility, as the drivers

not only for survival but actually they have been showing high results in

term of profitability and competitive advantage. Though, precisely the

report focuses on how to create the code of ethical conduct and social

responsibility, that could be adhered by all the agency pillars,

accordingly, by explaining and exemplifying the fundamentals on how

to create successful code of conduct, proceeding to components of

successful ethical code of conduct, which spins over leading by example,the role of human recourses department and the positive correlation

between the agency social responsibility and the code of ethics.

Finally, some recommendations provided for public sector bodies to

establish effective code of ethical conduct according to the previous

results.


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Table of Contents

Executive Summary.................................................................................................... 2

Introduction................................................................................................................. 5

Fundamentals that support a successful code program ................................... 7

Elements and Motivation of Ethical Culture ..................................................... 7

Components of a successful code program ......................................................... 9


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Leadership and Top Management Commitment towards Ethical Culture 9

Human Resources Development Techniques ................................................. 12

Public Agency Social Responsibility ................................................................. 13

Conclusion.................................................................................................................. 17

Recommendations ................................................................................................... 18

References.................................................................................................................. 20

Appendices................................................................................................................. 24

Table (1.0): Ethical Guideline for Medical Practitioners............................... 26

Figure (1.0): Likelyhood of being satisfied with Organisation Top

Management .......................................................................................................... 26

Figure (2.0): Likelyhood of observing some type of misconduct by senior

executive ................................................................................................................. 27

Table (2.0): Health Care Practitioners Ethics Self-assessment ................... 31

Table (3.0):Self constructed CSR Indicators for public agency .................. 33

Figure (3.0): G.S.R Model..................................................................................... 33

Figure (4.0): Social Responsibility Sustainable Development .................... 34


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Introduction

Ethics in operations is not a new movement in agency environment, however,

what we have seen in the last decade of global agencies collapses affecting

the whole world of unforgettable financial recession period, urge us to be

more aware and emphasise on ethical conduct in the operational side of the

business which reflects on the commercial side (Bowen et al. 2003). In spite of,

the emergence of different corporate governance mechanisms to govern

these operations, taken into consideration different theories spanning from

normative stakeholders theory as a framework for corporate ethics and

management, which addresses morals and ethical values in the management

of corporate and other agencies (Qfinance.com 2012). Expanded to

stockholders theory to be applied between agencies to maximise stockholders

profitability while complying with the laws (Villines 2010), and ultimately social

contract theory that focuses on improving the wellbeing of corporation and

the overall welfare of society by setting rules to govern behaviors, where

rational people would accept, on the condition that others accept them as

well (Jones 2011; CSUS.edu n.d).

Nevertheless, agencies that strive at least to maintain its position in the

market during tough times they relies on their reputation, as according to

executives survey 60% of agencies market value resulting from its reputation

(McCafferty 2012). Therefore, when it comes to building an immune agency

environment its believed that its culture the main driver for the agency


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reputation according to the survey conducted by MWW Group for over than

100 institutions (Rather 2012), though, when the agency initially starts or

develop its culture they are optimistic of the results will be attained in practice,

of higher reputation, trustable agency to gain higher the profitability, in sense

its stimulates and satisfies public interest as employees are fairly treated,

management leads by example and different stakeholders want to be a part

of its operations to gain mutual monetary benefit (Allegiance 2008).

Shortly after, the benefits gained from establishing a culture of ethical

conduct are real. Hence, agency should understand the absence of not having

such kind of culture it would be costly in way or another to the agency,

formed of moral hazard, fraud, corruption and toxic work environment

impacting the overall prosper of the agency (Ethicsa.org 2012). Since then,

public agencies put efforts to determine and set up the pits and parts needed

to develop an ethical culture comprises ethical leadership, senior

management reinforcement, individuals commitment to ethics derived from

their own or agency official values (Mintz, S & Sage, A 2012) increase

feasibility and transparency (DNB 2009).

Therefore, particularly as a public sector agency they have to develop their

own ethical culture of conduct, that support its main values as main stream to

serve public interest. Though, it has to be break into three levels therein, as

suggested by Johnson & Scholes cited in (ACG.com 2012), firstly, macro level

concern of society, secondly, agency level concern of social responsibility and


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ethical issues related to implementation of strategies and thirdly, individual

level concern of workforce ethical behaviour, consequently, incorporating

both terminologies ethics and corporate governance in the agency structure

to be able to meet different needs of individuals and stakeholders.

Fundamentals that support a successful code program

Elements and Motivation of Ethical Culture

Indeed, to be able to develop a culture of ethical conduct we have to address

what the public agency needed to be concerned of, for instance, public

agencies over the last decade become more aware of the concept of total

quality management, ongoing improvement and social responsibility.

Accordingly, these concerns impacting positively the agency culture, in the

way they doing business, to contribute in further improvements regarding

efficiency and effectiveness of operations resulting of higher stakeholders

satisfaction, higher retention of workforce, above all higher potentiality of

sustainability (GSR 2012). Accordingly, towards this direction we need to

develop a holistic approach to introduce the required change in corporate

culture, to enable cohesive integration between the social, economical and

environmental aspects to build upon it to achieve sustainability. Therefore,

this transitional approach here will be highly effective if high collaboration

between stakeholders, such as (national-local government, higher education


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institutions, social partners, community groups, private enterprises, chamber

of commerce and NGOsetc.), engaged to share their expertise and know-

how to develop a baseline of agreed ethics (GSR 2012). As a result, this

network will help public agencies to agree on and constantly communicated

well-defined objectives, that are aligned with their ethical endeavor mission to

embrace a set of accepted morals required in daily interactions (Merchant

2012), hence, forming an ethical guideline, which fundamentally epitomise the

overall code of ethical conduct (Merchant 2012).

A good example fits in this area is the public health care sector as it aims to

provide a holistic health awareness among health care providers, to offer high

quality health care for patients. Hence, an annual conference to be held for

medical staff and administrative members, to share the knowledge and

experience regarding various situations to ease making ethical decisions,

however, they are guided by universal practice principles endorsed by

international Society of Holistic Health (ISHH), to fulfill public perception of

health care sector quality, table (1.0) in appendices shows basic guideline for

health care practitioners to comply with. Certainly, similar modified table that

serves the public interest should be used in any public agency. However,

according to the Australian health care system even effective governance in

place that only could remove the barriers, more delegation, better allocation

of resources, but does not mean solving patients care problems rather than

creating enabler environment to solve issues effectively and efficiently in


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ethical manner, which is what should be sought in any Australian health care

provider (Dwyer & Eager 2008).

Components of a successful code program

Leadership and Top Management Commitment towards Ethical

Culture

Top managers commitment is threshold to an ethical culture of conduct,

because there is no point to invest in implementing ethics and compliance

program, unless there is a foreseeable initiatives by the top level managers as

motivations to engage all lower levels personnel, thus, those top managers

become as an fulfilling example for fellow workers as shown in figure (1.0),

Therefore, as they became leaders they should stand up for their values and

balancing public interests inside/outside to prevent conflicts, as well as, they

Should be transparent and consistent in their words and deeds, additionally,

tailoring HR policies, they should go through development programs focuses

on how to encourage employees to behave ethically, protect them from

unethical behavior consequences and openly recognise competencies at lower

level through monitoring and open discussion for ethical issues (DNB 2009).

Otherwise, as an implication the principles of ethical conduct will not be

actually followed by the employees in the organisation (Singh 2012 ).


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Certainly, to ensure higher level of compliance and ethical conduct corporate

could establish ethics office, to take care of monitoring what others doing

regarding ethical decision-making to help keep the company out of the dog

house, and to help maintain/restore the companys reputation when

unethical or compliance issues faced (Bednar 2007).

More importantly, without buy-in and the supportive role of senior

management more likely any code of ethics initiatives will jam at this level,

thus, senior managers has significant contribution in communicating a clear

understanding of agency strategic direction, as long as they are able to build

relationships with their followers based on trust, as agencies with high level of

trust have three folds shareholders return in comparison with its peers with

lower level of trust (Trevino & Nelson 2010, p.228), which will ease showing

their ethical behaviour, by acting ethically all the time and frequently point

out clearly ordered core values and widely shared ethics of the agency, as

many agencies try to indicate its core values in relation to some extent to

reputation-drivers (transparency, credibility, reliability, liability); hyper-

norms (openness, equality, empathy, integrity, expectedness, accountability);

and ethical-decision criteria (cost of an action, observance of duties, rights

and/or justice and expected skill) (Ethicscentre.org 2008), to be in the best

interest of stakeholders related to decision making process, as well provide

practical guidance on how employees adhere to those code of conduct as

standard operating procedures (SOP) (Walker 2010; Ehrich et al. 2004), this


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ethical leadership requires modeling, coaching, and careful communication

(McGunagle 2011). Therefore, since we have determined which is the core

values that suits the corporation strategic direction, then senior management

are able to clarify the roles and assign responsibilities at all pillars, by defining

each position classification standards and the reporting channels to ensure

everyone are able to contact at anytime the ethics office to guarantee

transparency and accountability (opm.gov 2009). Though, impedes

environment of misconduct as shown in figure (2.0).

Exemplifying the prior theoretical platform of building ethical culture by how

the healthcare executive plays fundamental role, to cope with todays public

interest from health care, hence, those executives has to review, reflect and

foster change in culture required to their corporations operations, basically as

first they starts by taking the self-assessment provided by ACHEs ethics as

shown briefly in table (2.0), based on that they start reviewing the agency

statement of values and clearly crossing the message during interviews,

orientations and usually need to be aligned/tailored with employees position

description, as well as determine rewards and punishments on some types of

behaviors. Most importantly, health care managers must ensure existence of

ethics-oriented system to proactively promote ethical practices and address

uncertain situations with engagement of all staff members in daily operations

(Nelson & Donnellan 2009). For example, as procurement in health care reflect

the performance of the system for resources allocation and reduce the system


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rigidities, therefore, decentralising the decision-making is the best option but

that could lead to unethical practices within procurement department

personnel, such as inaccurate billing, bias contracts, briberyetc. with the

existence of understood sound ethical (SOP), which will act as deterrent for

those vulnerabilities done by any person who pretend adhering to ethical

code of conduct (Nelson & Donnellan 2009). Accordingly, achieving

corporatisation as refers to restructuring health sector in term of

management decision-making and mimics the structure and efficiency of

private sector while assuring that social needs precisely met (Dwyer & Eager

2008).

Human Resources Development Techniques

Another enabler for ethical and social responsible culture is acquiring best

practices in human resources department, to define a definite ethics baseline

in the agency, which will help in recruitment and selection processes.

Therefore, we are able to examine candidates personal believes in ethics and

social awareness during interviews, by providing previous ethical dilemmas

they went through, and ask for solutions for ethical situations they could face,

e.g. what is their response to receiving a free gift from a vendor? Or, their

reaction on misconduct by colleague? and so on, Consequently, if they were

successful applicants they will be asked to read and agree by signing-off well

written code of conduct provide basic awareness of how the operations is


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conducted and agency expectation of them (Walker 2010). Later on, HR

department has bigger contribution role by providing intensive training

sessions, that differ from top managers/seniors or junior employees according

to different assessment criterias that takes differences into account

(Levanon & Choi 2006). As well it does not have the same effect on all level of

employees (Ethics.org 2006). Thereby, it should be broken down to provide

more focused training experience based on particular job, culture and level

(Giacolone & Knouse n.d).

In that sense, HR leaders has to make employees accountable for their

behaviors, through strategies of punishments for ethical infractions, such as

rehabilitation to get them back on track and teach them how to do the right

things, and setting them as an example for their colleagues as deterrence of

ethics offending. Ultimately, the most powerful way to make them adhere to

ethics is by considering ethical standards in promotion, as criterion for

advancement in the organization (Giacolone & Knouse n.d).

Public Agency Social Responsibility

Accordingly, within this context the existence on effective code of ethical

conduct will lead the agencys individual leaders and subordinates to be self

responsive to societal issues, as in general public agencies want to build

trustful relationship with stakeholders, which could not be succeed unless the

public perceives these actions is honest (Regency.org 2008), hence, over the


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last years many governmental funded agencies starts performing some

activities related to their social responsibility, knowing that those imperatives

are whether inner-driven (e.g. trustworthiness, integrity, transparency)/ outer-

driven (e.g. social norms: equality, compassion, responsibility). However,

within the Australian public agencies environment those drivers are made

known respectively as recruitment (staff retention), public (perception) and

cost management are the leading drivers for government social responsibility

(GSR) initiatives (Thornton 2011). Therefore, initially we need construct a

supportive factor for social responsible culture, according to the Australian

centre of CSR (ACCSR) we should define number of indicators to measure the

corporate performance towards its social responsibilities, that it has been

already incorporated within the operations strategies at all pillars vertically

and horizontally from different perspectives, as shown in table (3.0).

Afterwards, as we implemented the basics of the SR culture, here the ethics

and compliance officials contribute to transform our workforce mindsets, to

increase their awareness for areas are vulnerable to public scepticism, such as

productivity and quality of services offered (Hills et al. 2009), through, HR

practices discussed previously. Hence, if we particularly focus on the new GSR

model developed by South East Europe (SEE) programme regions in figure

(3.0), we would be able to address specific issues surrounding innovation,

environment, accessibility and the prosperous sustainable growth areas in

countries that have low-level of corruption to consider as bigger issue than


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environment, thus, as clarified by global CEO survey findings to focus on by

2014, for agencies who relies on governments as source of revenues, those

areas are environmental and SR practices, as such eco-friendly products and

services, retaining the right people for eco-innovative strategy and more

importantly, more attention on risk management to protect themselves of

depletion of natural resources (PwC.com 2011).

Accordingly, NSW state transit provide closer example as a leader in buses

industry in environment management, after the implementation of

environmental management system, allowing state transit develops its

policies relying on environmental principles, basically, to deliver safe, reliable

and environmentally sustainable services at affordable prices (Statetransit.info

2012). Therefore, senior managers public duty towards their commitment in

fostering employees environmental responsibility, by proactive identification

and manage environmental risks, setting targets and on-going measuring

results against the indicators of success (Statetransit.info 2011), towards best

practices of environmental standards, adhering to AS/NZS ISO 9001:2008 and

ISO 26000:2010 as a guidance on social responsibility, as well as promoting

awareness of the benefits of creating sustainable environment, between all

employees, contractors, suppliers and governmental bodies to deliver better

air quality, less obstruction, enhance energy and reduce wastes to achieve

resource efficiency. Therefore, by providing lead by example activities and

measures such as, improve energy efficiency in government facilities to


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reduce GHG emissions (Epa.gov 2012), more precisely in procuring energy

efficient products, simply by inclosing a single clause in contracts to ensure

vendors aware of supplying products that meets the ENERGY STAR

specifications (Energystar.gov 2012). As if we look at figure (4.0) all sectors

should contribute and collaborate to communicate, share the knowledge and

resources needed to meet these obligations toward sustainable development

of social responsible culture. As a result, public encouraged to use accessible

public transport services as they would be expected from state transit

compliance with laws, policies and procedures, maintains higher level of

probity of operations, while being honest and transparent in dealing with

stakeholders in accordance to code of conduct.


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Conclusion

Consequently, as we have acquired the basics for ethical and social

responsible culture, based on implied values and public interest in strategies,

any public agency will observe the results while monitoring both financial or

performance indicators, and touch the benefits of less misconduct practices,

increase reporting, higher satisfaction, higher risks preparations and reduction

of pressure to compromise ethical principles. Henceforth, the agency will able

to manage ethical values in different managerial positions, as all pillars

adhered to consistent ethical value-oriented standards. In term of social

responsibility, the agency will touch increase in profits as long as its stays

within the rules of the game (Glynn 2012).


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Recommendations


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The agency key personnel with supervision of government bodies are

responsible for its prosperity while encountering issues related to corporate

governance, social responsibility and ethics. Therefore, we recommend for

them:

Firstly, to develop as much as possible communication networks with key

stakeholders to identify/ resolve potential unethical issues for ethical conduct.

Secondly, ideally for a public agency to periodically revisit its values and

standards to keep communicating fresh message that cope with

environmental changes.

Thirdly, empowering agencys seniors as a backbone of ethical culture.

Fourthly, consistently reassessing training programs to ensure crossing the

messages of values.

Fifthly, having ethics officers from a diverse background anticipates good

compliance and culture of ethical conduct.

Sixthly, conducting 360o feedback to check ethical perception between

management levels.

Finally, establishing an effective reward and punishment criteria that

everybody aware of in conducting daily operations.


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Appendices

ETHICAL GUIDELINES FOR MEDICAL PRACTIONERS
http://www.livskvalitet.org/pdf/IJCHD-2008-1_1_-Bell-ISSH_Ethics.pdfhttp://www.livskvalitet.org/pdf/IJCHD-2008-1_1_-Bell-ISSH_Ethics.pdfhttp://www.livskvalitet.org/pdf/IJCHD-2008-1_1_-Bell-ISSH_Ethics.pdfhttp://www.livskvalitet.org/pdf/IJCHD-2008-1_1_-Bell-ISSH_Ethics.pdfhttp://voices.yahoo.com/philosophy-summary-explanation-milton-friedmans-5536557.htmlhttp://voices.yahoo.com/philosophy-summary-explanation-milton-friedmans-5536557.htmlhttp://voices.yahoo.com/philosophy-summary-explanation-milton-friedmans-5536557.htmlhttp://tfoxlaw.wordpress.com/2010/07/27/integrating-ethics-and-compliance-into-the-entire-organization/http://tfoxlaw.wordpress.com/2010/07/27/integrating-ethics-and-compliance-into-the-entire-organization/http://tfoxlaw.wordpress.com/2010/07/27/integrating-ethics-and-compliance-into-the-entire-organization/http://tfoxlaw.wordpress.com/2010/07/27/integrating-ethics-and-compliance-into-the-entire-organization/http://tfoxlaw.wordpress.com/2010/07/27/integrating-ethics-and-compliance-into-the-entire-organization/http://tfoxlaw.wordpress.com/2010/07/27/integrating-ethics-and-compliance-into-the-entire-organization/http://voices.yahoo.com/philosophy-summary-explanation-milton-friedmans-5536557.htmlhttp://voices.yahoo.com/philosophy-summary-explanation-milton-friedmans-5536557.htmlhttp://www.livskvalitet.org/pdf/IJCHD-2008-1_1_-Bell-ISSH_Ethics.pdfhttp://www.livskvalitet.org/pdf/IJCHD-2008-1_1_-Bell-ISSH_Ethics.pdf


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Values and Laws

Compassion

Mutual trust

Respect for the patients integrity

Human rights

Truth and justice to the patient and society

National laws

Informed approval

Confidentiality

Delivering healthcare

Give information regarding the purpose, content,

duration, cost of treatment and complaint rules.

Build the practice on evidence.

Use methods that are validated.

Use methods one can master.

Use methods that do not harm.

Place concern for the patient as paramount when

trying out methods.

Keep records (10 years) that patients can read.

Conduct research, develop and test new methods

of diagnosis and treatment to high standards of

quality research practice.

Monitor and evaluate results.

Develop and improve ones practice. Use ones resources fairly.

Relationship to

colleagues

Be respectful.

Involve raising misconduct by other practitioners

directly with them in a caring way; secondly with

authorities.

Not express criticism of colleagues in front of

patients.

Be transparent, sharing, and open, assuming

informed consent in patient matters.

Not involve inappropriate interference in, or

prevention of, treatment given by others.

Relations with patients

Disrespect the patients right to choose

(treatment, life or death).

Assist actively in ending life.

Exploit or manipulate the patient economically,

philosophically, religiously, sexually or in any other

way (the consent of the patient does not free the

practitioner from this duty).


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Engage in a sexual relationship with the patient.

Promise to cure the patient, or hinder the patient

receiving help from others.

Table (1.0): Ethical Guideline for Medical Practitioners

Source: (Vibe et al. 2008).

Figure (1.0): Likelihood of being satisfied with Organisation Top Management

Source: (Ethics.org 2006).


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Figure (2.0): Likelihood of observing some type of misconduct by senior

executives

Source: (Ethics.org 2006)

ASPECT OF ETHICS

Almost

never

Occasiona

ll Usually

Always

Not

Leadership

I take courageous, consistent and appropriate management

actions to overcome barriers to achieving my organizations

mission.

I place community/patient benefit over my personal gain.

I strive to be a role model for ethical behavior to conflict

resolution.

I work to ensure that decisions about access to care are based

primarily on medical necessity, not only on the ability to pay.

My statements and actions are honest, consistent with

professional ethical standards, including the ACHE Code of Ethics.

I advocate ethical decision-making by the board, management

team and medical staff.

I initiate and encourage discussion of the ethical aspects of

management/financial issues.

I demonstrate respect for my colleagues, superiors and staff.

I demonstrate my organizations vision, mission and value


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statements in my actions.

I seek the advice of the ethics committee when making ethically

challenging decisions.

Relationships

Community

I promote community health status improvement as a guiding

goal of my organization and as a cornerstone of my efforts on

behalf of my organization.

I personally devote time to developing solutions to community

health problems.

I participate in and encourage my management team to devote

personal time to community service.

Patients and Their Families

I use a patient- and family-centered approach to patient care.

I am a patient advocate on both clinical and financial I ensure

equitable treatment of patients regardless of their socioeconomicstatus, ethnicity or payer category.

I demonstrate through organizational policies and personal

actions that overtreatment and under treatment of patients are

unacceptable.

I protect patients rights to autonomy through access to full,

accurate information about their illnesses, treatment options and

related costs and benefits.

I promote a patients right to privacy, including medical record

confidentiality, and do not tolerate breaches of this

confidentiality.

Board

I have a routine system in place for board members to make full

disclosure and reveal potential conflicts of interest, financial

manipulation, clinical malpracticesetc.


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I ensure that reports to the board, my own or others

appropriately convey risks of decisions or proposed projects.

I work to keep the board focused on ethical issues of importance

to the organization, community and other stakeholders.

I keep the board appropriately informed of patient safety and

quality indicators.

Colleagues and Staff

I foster discussions about ethical concerns when they arise.

I demonstrate through personal actions and organizational

policies zero tolerance for any form of staff harassment.

I encourage discussions about and advocate for the

implementation of the organizations code of ethics and value

statements.

I expect and hold staff accountable for adherence to our

organizations ethical standards.

I demonstrate that incompetent supervision is not tolerated and

make timely decisions regarding marginally performing managers.

I ensure adherence to ethics-related policies and practices

affecting patients and staff.

I am sensitive to employees who have ethical concerns and

facilitate resolution of these concerns.

I encourage the use of organizational mechanisms (e.g., an ethics

committee or program) and other ethics resources to address

ethical issues.

I act quickly and decisively when employees are not treated fairly

in their relationships with other employees.

I hold all staff and clinical/business partners accountable for

compliance with professional standards, including ethical

behavior.

Clinicians


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When problems arise with clinical care, I ensure that the problems

receive prompt attention and resolution by the responsible

parties.

I insist that my organizations clinical practice guidelines areconsistent with our vision, mission, value statements and ethical

standards of practice.

When practice variations in care suggest quality of care is at stake,

I encourage timely actions that serve patients interests.

I encourage clinicians to access ethics resources when ethical

conflicts occur.

I encourage resource allocation that is equitable, is based on

clinical needs and appropriately balances patient needs and

organizational/clinical resources.

I expeditiously and forthrightly deal with impaired clinicians and

take necessary action when I believe a clinician is not competent

to perform his/her clinical duties.

I expect and hold clinicians accountable for adhering to their

professional and the organizations ethical practices.

Buyers, Payers and Suppliers

I negotiate and expect my management team to negotiate in good

faith.

I am mindful of the importance of avoiding even the appearance

of wrongdoing, conflict of interest, or interference with free

competition.

I personally disclose and expect board members, staff members

and clinicians to disclose any possible conflicts of interest before

pursuing or entering into relationships with potential business

partners.

I promote familiarity and compliance with organizational policies

governing relationships with buyers, payers and suppliers.

I set an example for others in my organization by not accepting


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personal gifts from suppliers.

Table (2.0): Health Care Practitioners Ethics Self-assessment

Source: (ache.org 2012).

Standard

Disclosures

Indicator Descriptor

Indicator:

Profile

Statement from the most senior decision-maker of the

organisation (e.g., CEO, chair, or equivalent senior position) about

the relevance of sustainability to the organisation and its strategy.

Basis for identification and selection of stakeholders with whom to

engage

Governance structure of the organisation, including committees
http://www.ache.org/http://www.ache.org/


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under the highest governance body responsible for specific tasks,

such as setting strategy or organisational oversight.

Mechanisms for shareholders and employees to provide

recommendations or direction to the highest governance body.Indicators:

Economic

Direct economic value generated and distributed, including

revenues, operating costs, employee compensation, donations and

other community investments, retained earnings, and payments to

capital providers and to governments.

Development and impact of infrastructure investments and

services provided primarily for public benefit through commercial,

in-kind or pro bono engagement.

Policy, practices and proportion of spending on locally based

suppliers at significant locations of operation.

Indicators:

Environment

Initiatives to mitigate environmental impacts of products and

services and extent of impact reduction.

Indicators:

Human Rights

Total number of incidents of (discrimination/workforce

treatment/workplace environmentetc.) and actions taken.

Indicators:

Labour Rights

Percentage of employees receiving regular performance and career

development review.Rates of injury, occupational diseases, lost days and absenteeism

and total number of work-related fatalities by region.

Average hours of training per year per employee broken down by

employee category.

Programs for skills management and wellbeing learning that

support the continued employability of employees and assist them

in managing career endings.

Indicators:

Product/Service

Responsibility

Practices related to customer satisfaction, including results of

surveys measuring customer satisfaction.

Procedures for adherence to laws, standards and voluntary codes

related to marketing communications including advertising,

promotion and sponsorship.

Total number of substantiated complaints regarding breaches of

customer privacy and losses of customer data.

Indicators: Public policy positions and participation in public policy


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Social development and lobbying.

Total value of financial and in-kind contributions to political

parties, politicians, and related institutions by country.

Table (3.0): Self constructed CSR Indicators for public agency

Source: (ACCSR.com.au 2012).

Figure (3.0): G.S.R Model: An Innovative approach of quality in governamental

operations and outcomes

Source : (GSR 2012).

Innovation Accessibility

EnvironmentSustainable

GrowthAreas


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Figure (4.0): Social Responsibility Sustainable Development

Source : (SpringersImages.com n.d).

Documents

Ethical Culture of Conduct Report