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Lecture 11 International Management E thics

Lecture 11 International Management E thics. Grundfos (Denmark) 2011. Website governance information Enex (Iceland) 2006. Enex geothermal plant El Salvador 2009. Grundfos (Denmark) Values 2011. Jotun (Norway) Identity 2011. Fortum governance structure 2007. www.fortum.com 2007.

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Lecture 11 International Management E thics

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  1. Lecture 11 International Management Ethics Grundfos (Denmark) 2011

  2. Website governance information Enex (Iceland) 2006

  3. Enex geothermal plant El Salvador 2009

  4. Grundfos (Denmark) Values 2011

  5. Jotun (Norway) Identity 2011

  6. Fortum governance structure 2007 www.fortum.com 2007

  7. Clas Ohlsson 2006 principles Health and safety We need suppliers to prioritise health and safety of their employees. We therefore expect appropriate working conditions, equipment and premises used to be safe, and hazardous substances and waste to be handled in a safe way. Housing facilities If the supplier provides employee housing facilities, these shall be safe and hygienic, and shall provide satisfactory privacy and space. Working conditions Clas Ohlsson expects suppliers to respect basic human rights and that employees be treated in accordance with the ILO Declaration on Fundamental Principle and Rights at work (1998).

  8. Clas Ohlson (Sweden) Sustainability 2011 Sustainable development highlights 2009/10 Clas Ohlson has made progress on its sustainable development and CSR objectives in 2009/10. Examples of this progress include an increased number of factory audits than the previous year, the introduction of biomass district heating in Insjön, the phasing out of conventional light bulbs and the completion of the company’s first Group-wide employee survey.

  9. Toyota (Japan) values 2004 (US branch) 1). As an American company, contribute to the growth of the community and the United States 2). As an independent company, contribute to the stability and well-being of team members. 3). As a Toyota group company, contribute to the overall growth of Toyota by adding value to our customers.

  10. Triple bottom line (Novo 2011)

  11. Values Kone (Finland) 2011 KONE’s values  Our values guide the behavior of our personnel towards achieving our strategy. KONE’s values are: Delighting the Customer Our customers’ success is our goal. We work for and with them to identify and deliver solutions that exceed expectations. We stay with them for the total life cycle of our products and services and ensure the safety of users and our people. Energy for Renewal We are energized by the drive for continuous improvement. We anticipate and adapt to changingrequirements and constantly seek ways to work smarter. We welcome new ideas with an open mind. Passion for Performance We keep our promises. We drive new ideas to realization with speed and an obsession for customer-driven quality. We thrive on challenges and take pride in our “can do” attitude. Winning Together We can win only by working together. We encourage participation, and we share information and ideas. We trust and respect each other and recognize good performance. Our behavior is characterized by the highest ethical standards.

  12. Recruiting Sandvik (Sweden) 2011 Elin Bernhardson:”My journey within Sandvik has been great and I have learned a lot, both within my profession but a lot about me as a person.”

  13. Telenor 2011 Communications as an enabler

  14. Local government Oslo 2011 Oslo is the oldest of the Scandinavian capitals, and its history goes back to 1000 years ago, when the first settlements were built at the inlet of the Oslo fjord.After the Great Fire that destroyed the city in 1624, the Danish King Christian IV, decided to rebuild the city in brick and stone, and named it Christiania. Three hundred years later, in 1925, the citizens decided to rename their city Oslo.

  15. US Chamber of Commerce Mission 2011 «To advance human progress through an economic, political and social system based on individual freedom, incentive, initiative, opportunity, and responsibility»

  16. Bechtel Problems 2007 “Bechtel's contracts were part of an enormous U.S. effort to put Iraq back on its feet after decades of wars and sanctions…But Bechtel -- which charged into Iraq with American "can-do" fervor -- found it tough to keep its engineers and workers alive, much less make progress in piecing Iraq back together. “

  17. International organisation ethics pitfalls • Lack of openness • Lack of legitimacy • Nationalism, local ideology • Headquarter orientation • Culture not sufficiently considered • Poor presentation on web

  18. Summary international ethics • Many good initiatives • More governance issues on websites (impression only) • Web used to «sell» organisation • Some good government initiatives • Large differences • Little education

  19. Lecture 12 Discussionday

  20. Question 1. • Provide vision for a 2000 employee hightech business, international. • Use vision to suggest a strategy • Name some of the difficulties you would expect • What role should ethics play?

  21. Question 2 ISO 26000 focuses «sphere of influence» • What is meant by this concept? • What are positive or negative implications?

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