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By Steve Giles

Institute a proactive reputational administration framework that fits person behaviour to organizational values The enterprise Ethics Twin-Track is a realistic advisor to reputational possibility administration. A deep exploration of the idea that of popularity, the ways that it will probably endure, and the implications while it does, the booklet outlines an ethics controls framework that could mitigate chance and increase business Read more...


Institute a proactive reputational administration framework that fits person behaviour to organizational values The enterprise Ethics Twin-Track is a pragmatic consultant to reputational risk Read more...

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Extra resources for The business ethics twin-track : combining controls and culture to minimise reputational risk

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I am here as a follow-up to our initial meeting. As agreed, I telephoned Rachel the next day and we had a very constructive discussion: she outlined her requirements; I set out my background with examples of the type of advisory work that I had done with other clients; we briefly discussed fees; and then we arranged to meet at her offices the following week. In the meantime I agreed to send her my CV. Rachel’s agenda for today’s meeting is to brief me about current developments at Stronach. She wants to tell me a little more about her appointment as Chairman by way of background.

Although everyone is ‘very nice’, Rachel finds Stronach to be surprisingly insular in many ways, with an unusual combination of rigid hierarchies, poor communication and technical excellence. The influence of the Stronach family is still being felt – ‘because we have always done things this way’ is a standard response when she The ethics project ◾ 13 questions a procedure. The board agenda and the board meetings themselves illustrate her concerns – she thinks that the template probably had not changed for 50 years before she came along!

Profits after tax from operations were approximately £50 million in 2011. As might be expected they have been adversely affected by the financial crisis too, with profits down in each of the last three years. Profits are now running at almost 15% below 2008 levels. Total assets on the balance sheet in 2011were just over £1 billion. Goodwill and trade receivables were important components of this, but so too were cash and cash equivalents. Cash amounted to over 25% of total assets. Total shareholders’ funds stood at £15 million in the 2011 Report and Accounts.

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