Strategic Implementation Report

StrategicImplementation Report

Nameof author

Theleadership / corporate governance structure of the organization

RogersCommunication is a forefront diversified communication and mediacompany based in Canada. They provide a variety of services to bothindividual consumers and businesses. The board of directors atRogers’ communications has a strong commitment to corporategovernance(Supriyanto, Achmad, 2015).The company continually reviews its administrative procedures andcompares them with acknowledged leadership techniques and new trendsin legislation sector. The senior leadership team of the RodgersCompany includes a chief executive officer, chief technology officer,chief strategy officer, president of the media business unit, chiefcorporate affairs officer and chief brand officer. Also included inthe senior leadership team are: the president of the enterprisebusiness unit, chief customer officer, chief legal officer who isalso the secretary, chief human resources officer, chief financialofficer, chief information officer, and the president of the consumerbusiness unit.

Thereare various stakeholders who impact on the performance of the Rogerscommunication corporation. Among the internal stakeholders are theshareholders. The company engages with them through various ways suchas the CEO listening tour. In this occasion, the shareholders get toair their views to the management about the progress of thecorporation’s activities. Shareholders are a useful source offeedback on the quality of services delivered(Sterling, John and Dave, 2012).Another mode of interaction between them and the company is throughorganized events and survey consultations. The corporation has themandate to give returns to their shareholders as they are the leadinginvestors and source of income. It is the duty of the institution toensure sound corporate governance, management, and issue regularreports to the shareholders.

Otherinternal stakeholders are the employees who are the blood of thecorporation and interact with the company in many varied ways. Onecommon way is through the CEO listening tour. Employees conductsurveys in and on behalf of the company, attend staff meetings, anddo all internal and external communications on behalf of theenterprise. The company has a responsibility of promoting skillbuilding environment and providing opportunities for collaborationamong employees. The company ought to provide its workers withemployment security, attractive compensations, quality workspace andopportunities to be socially and environmentally responsible.

Theexternal stakeholders include the customers, who are always on top ofthe priority list of any enterprise. Over the past years, the companyhas engaged with these precious stakeholders in a variety of wayssuch as several customer measurement programs that aimed atestablishing the number of royal clients of the company. Some commonareas of interaction between clients and the corporation are via thestores and call centers, through the social media and the Office ofthe Ombudsman(Rogers, Russ and Bryan 2005).The institution also engages with customers through the process ofproblem resolution and an active corporate website.

Tofacilitate quality and sustainable service delivery, the institutionhas tried to look into such issues as: customer service and support,to ensure that their services are of high efficiency and benefit tothe clients. The corporation also has prioritized service coverageand reliability in its effort to make its services as comprehensiveas possible and that they are of convenience whenever one needs them.Their information on the pricing of products and services is also ofhigh transparency. Therefore, all the customers can easily know thecost of their goods and services. They have also ensured easy accessto products and services.

Amongthe external stakeholders are the environmental groups. Theenterprise engages with these groups through meetings. Rogers’employees also participate in various activities that concern theenvironment. Other stakeholders are the local communities andnon-profitability organizations. Some modes of engaging with thesestakeholders include partnerships and outreach, sponsorships,employee volunteerisms and community consultations

Thecompany’s major external stakeholders are the suppliers. Theinstitution engages them through requesting for proposal andinformation processes. The suppliers interact with the procurementteam and the supply officers. The company has ensured a fair andtransparent supply selection process, a supply chain relations and anethical purchasing department. The other major external stakeholderis the government, nongovernmental organizations, associations, andthe media. They interact with the company through public and privatepartnerships, participation in multi-stakeholder initiatives, mediaoutreach, and relations.

Themembers of Rogers’s board of directors include Alan Douglas, thechairperson of Rogers Communication, who is also the president andchief executive officer of Rogers telecommunication limited. Anothermember of the board is Charles William, the vice chairperson of theBarrack Gold Corporation. The company directors that are members ofthe board are Robert Burgess, John Henry, Anne Rogers and JohnMacdonald. Other members are Guy Laurence, the president and chiefexecutive officer of Rogers Communication Isabelle Marcoux, chair ofthe board, Transcontinental Inc Robert Peterson, chairperson,Cassels Brock and Blackwell LLP. Included in the board are MelindaRogers, founder Rogers Ventures, and vice president Rogers ControlTrust Charles Sirois, Lead Director Bonnie Brooks, vice chairHudson’s Bay Company Philip Lind, deputy chairperson RogersCommunication Edward Rogers, vice chairperson and Martha Rogers,Doctor of Naturopathic Medicine(Sterling, John and Dave Rader2012).

Theboard consists of various committees that enhance its efficientoperation. These panels perform various tasks that are meant tocontribute to the improved performance of the company. The committeesinclude the Audit and risk committee, whose main mandate is to reviewthe accounting policies and practices of the enterprise. Thecommittee’s other roles are to ensure that the financial reportingprocesses and statements and other relevant documents meant forpresentation to the shareholders and the public are of highintegrity.

Anothercommittee, the corporate governance committee, helps the board todevelop, recommend and establish the institutions administrativeprinciples and procedures. They also assist the company in theregular review of the performance of the board and its committees.The board has a nominating committee whose role is identifyingnominees to contest for the prospective director. The Committeerecommends nominees for each committee including the chairperson(Supriyanto, Achmad Sani 2015).

Anothercommittee is that of the human resources whose mandated is toregulate top management compensation for supervising successionplanning. The consideration of the matters concerning the companythat may pop up from time to time is the responsibility of theexecutive committee. The board has a finance committee with theresponsibility of reviewing the company’s investment criteria andthe equity and debt structure. The last committee, the pensioncommittee, is responsible for supervising the administration andreview of the provisions and investment output of the company’spension plans.

Theorganizations’ ethical strategies and policies

RogersCompany observes a set of good governance principles. These policiesare meant to ensure the smooth and efficient running of the business.They include practices such as the separation of the roles of thechief executive officer and those of the chairperson. According toRogers, Fred, thisseparation prevents the conflict of power and responsibilities. Thecompany has a code of business conduct as they are determined tomaintain or further build on their reputation. A whistleblowerhotline is present to ensure all cases or problems are reported andadequately addressed. Employees are encouraged to report anysuspicious conducts ethical or financial misconduct to the hotline.There is confidentiality, and all reported cases are investigated.

Intheir effort to offset corruption including bribery extortions andbribes, the institution has adopted an approach to managing theiractivities in an appropriate manner. They have incorporatedanti-corruption and bribery guidelines applying to all aspects oftheir operations. The company also conducts an annual training, meantto educate and remind employees of their intolerance to corruption.There are also departments that help in detecting and preventingvarious types of fraud and misconduct such as the CorporateInvestigations, Retail Loss Prevention, Fraud Management and InternalAudit(Rogers, Russ and Bryan Cunningham 2005).

Theinstitution performs an annual review of the Board and committeeperformance. The review makes sure that every sector of theenterprise is kept in check, and their performance is as expected.There are regular board education sessions to ensure that theadministration is up to date with the emerging trends in the market.This education would facilitate effective performance of the boardmembers by gripping of the newest and more efficient techniques inthe market than the previous ones. The company has a lead directorwho acts as a combined chief executive and chairperson of the board.His role is to ensure that there are good relations among the boardmembers, and the emergence of any issues is adequately tackled. Theyhave also placed a director of shares ownership guideline. Theposition helps in easing the transactions that concern the stockmarket of the company. The director can also act as a middleman inthe transacting of shares.

Thehosting of the Audit and Risk Committee meetings with internal andexternal auditors is another practice showing there is goodgovernance in the management(Rogers, Russ and Bryan, 2005).It shows that the company is not intending to assume any of theaspects that impact on its performance, and it is ready to look intoboth internal and external environments to assess the possibilitiesof risks and also to identify possible opportunities. The committeealso helps to detect areas where there was misappropriated use offunds

Theboard has the authority to retain its independent advisors. It is ofadvantage to have some independent advisors as their information isnot influenced by any circumstances in the company. These adviserswould, therefore, seem to be effective and unbiased. On the otherhand acquiring new advisors for instance from within the firm couldlead to the crippling down of the enterprise. This failure wouldresult from the biased kind of advises being advanced as theseadvisors would always try to bend the situation to their advantage.

Thereare formal corporate governance policies and charters. These writingsclearly state the expected standards of behavior among thestakeholders. They also give an outline of the intended code ofconduct when carrying on business on behalf of the company. Anothergood management practice is that the board and committees sessionsare recorded with a camera. This practice ensures that all aspects ofthese meetings can be referred in the future. It also shows howdecisions were arrived at among various aspects concerning theadministrative functions of the board. This method is a better way ofrecording meetings than through minutes since it captivates a meetingin details.

Anorientation program for new directors is in place. This program ismeant to create familiarity between the new board member, their newwork, and their new environment. The program also assists the newpersonnel in entirely gripping their responsibilities, and proceduresof operation. Another good management practice is that there is adirector in material relationship standards. He is entitled to helpthe company in making decisions on whether or not a direct orindirect relationship of a director with a company is a materialrelationship which could reasonably interrupt the director’sindependent decision-making capabilities. The relationship standardsinclude any regulations placed by applicable law that assess if sucha material relationship is there.

Thestrategic governance mechanisms have had a significant positiveimpact on the mode of operations within the organization. Thestrategies harmonize the efficient and smooth functioning of the manydepartments in the company through the prevention of conflictinginterests among the personnel and the company. Some other practicessuch as retaining of independent advisors ensures that the firmacquires honest and compelling insights, and they, therefore, maketheir decision with high precision. The company has providedaccountability through the introduction of various auditingmechanisms and recording methods such as video recording. Thesedevices are efficient and can serve in the future for reference.

Rogers’scommunications board of directors assimilated the following code ofconduct and ethics:

  • To adopt and enhance the Company`s principles of honesty and ethical behavior, including fair transacting and moral containing of conflicting interests

  • The facilitation of a full, unbiased, accurate, timely and simplified disclosure

  • Promotion of adherence to applicable procedures and governmental legislations and regulations

  • To ensure the security of the Company`s legal business affairs, including corporate opportunities, assets, and sensitive information

  • Prevent any wrongdoing.

Thecompany expects all its directors to familiarize with these codes andobserve the principles and procedures stipulated in the law relevantto them. The company’s business conducts HR 1.1 document containssome more detailed policies and processes applicable to all officersand employees of the corporation. The company requires all thedirectors to understand the business conduct policy and observe theprinciples and conditions stated that are of relevance in theircapacity as members of the board.

Theprinciples include:

1.Honesty and candid conduct

Everydirector is entitled to act with integrity. They are required amongother things to be honest and candid. Each director must act withhonesty and candidacy while handling confidential data where neededor inconsistency with the policies of the company(Keinert, 2008).They are also required to follow the type and spirit of relevantlaws, state rules and provisions and accounting qualities andbusiness policies. The directors should observe quality businessethics.

2.Conflicts of interests

Conflictoccurs when a person’s private interests tamper with or seem totamper with the company’s interests. Conflict of interests may comeabout when a director’s actions or motives hinder his efficient andproductive work in the enterprise. According toFreeman, Damien and Derek,directors should not engage in activities that may induce conflict ofinterest with the company. Transactions or relationships with areasonable possibility of raising conflict of interest with thecompany should be communicated to the code of ethics contact person.

3.Disclosure

Itis the responsibility of the business to make accurate and timelycommunication of all the necessary material information(Rogers, Ted and Robert,&nbsp2008).All the directors are entitled to give effect to the forwardcommitment of the company. It involves providing all materialinformation in time to the appropriate personnel in the company asper the company’s disclosure principles and procedures. In turn,the company should avail the data fully, fairly, accurately andtimely as per the relevant securities procedures and stock exchangeprovisions. Each director should familiarize with the company’sdisclosure controls and procedures and internal regulations onfinancial reporting to facilitate compliance with them.

4.Adherence to the law and insider trading

TheRogers Company’s policy complies with all the relevant legislationand regulations. In turn, the directors are expected to observe thequalities and restrictions made by those laws. It is unethical andalmost illegal for a director to benefit from confidential data onhis company or any other company. While in possession of thecompany’s material confidential information, a director may nottransact with any of the company’s securities. Also, he may beblocked to deal with any other company while he keeps their materialconfidential information. For any uncertainties, consultations withthe general counsel of the company should precede any intendedtransaction(Blankenship, 2012).The directors should also observe the company’s policy concerninginsider trading and regulated times for insider trading.

5.Reporting, Accountability and Waivers

Itis the responsibility of the corporate governance committee tomonitor compliance with the code and application of the system tospecified occasions where queries about it are made. The committeehas the authority to translate this code in whichever situation. Anydirector who uncovers existing or potential breach of the law shouldimmediately inform the Code of Ethics Contact Person. Failure toreport is also a violation of the law. Queries on the application orinterpretation of the law should be directed to the Code of EthicsContact Person. According to RogersCommunications Inc,the procedures for investigating, enforcing and reporting on thesystem applicable to the company are:

  • After efficient investigation breaches and potential disruptions will be notified by the Code of Ethics Contact Person to the Corporate Governance Committee.

  • The Corporate Governance Committee will react accordingly on any stipulated infringes reported to them.

  • The Corporate Governance Committee will assume corrective or preventive measures if the Corporate Governance Committee concludes that a breach has occurred. Some of the actions include expulsion from the Board or, on the occasion of criminal or other grave violations of law, reporting to appropriate governmental bodies.

  • The Corporate Governance Committee then reports to the Board on corrective measures they took.

6.Full Commitment to the Company

Itis the duty of the directors to advocate the company’s businessinterests when the opportunity presents itself(Broadcasting Regulatory Policy 2014).The directors are prohibited from redirecting any opportunity availedthrough the use of corporate resources unless the company has alreadydeemed it not useful. More prohibitions are from the use of corporateresources or position for personal benefit. The directors areprohibited from posting competition for the company. In case adirector intends to use company property or services in a way notentirely for the enterprise’s benefit, he should consult with theCode of Ethics Contact Personnel.

7.Confidentiality

Thedirectors must ensure the security of confidential data they haveobtained or have been presented. The data may be concerningsuppliers, investors, customers or joint venture parties. They maydisclose this information once they are authorized or legallycompelled to do so. This information may pose threats once it isdisclosed such as opening up of weaknesses to the competitors(Keinert, 2008).

RogersCommunication Corporation uses a Duty Framework in developing theorganization`s ethical strategies. This structure ensures that thestaff does their work, and they do it in the right way. The goal ofthe framework is doing the correct thing. The stated ethics compelthe workers to observe their obligation and avoid committing ofmistakes that would call for corrective measures. The standardsstipulated by the Rogers Communication Corporation are suitable forthe efficient running of any business or company. They avoidmisbehavior of the workers, and they also ensure that the employeesare accountable for any course of action they may take. They are notstrict but are logical and easily comprehensible. The organizationdemands quality and accountability by the use of highly valuedethics. This approach would ensure that quality in their operationsis observed, and elimination of any bad qualities in the companywould further build on its efficiency in operation and servicedelivery.

Theorganizations’ Corporate Social Responsibility strategy

Theorganization has a Corporate Social Responsibility (CSR) with variouscomponents including good governance where their organizationalstructures, controls, and policies create reliable management atRogers and stimulate an ethical and accountable background forconducting business(Rogers, 2006).Another component is of customer experience where they are passionateabout their clients. Their business sustainability relies on thecreation of experiences that inspire their customers’ loyalty. Thethird component is the employee experience where they focus ontransforming Rogers into a place where employees can grow and excel.

TheCSR has an environmental responsibility part where they make everyeffort to minimize their operational footprint, focusing on reducingtheir three biggest environmental impacts: energy, paper, and waste.The fifth component is of community investment. The Rogerscommunication company has a long history of giving back to thesociety and is commonly referred to as imagining Canada caringcompany(Keinert, 2008).The economy and society component indicates on the corporation’seffort to create positive value for the local economy and theCanadian society through everyday business activities. The finalelement is that of a corporate social responsibility library.

Basedon the triple bottom line approach, the social segment is welladdressed among the various components of the Rogers Corporate SocialResponsibility(Rogers, Ted, and Robert,&nbsp2008).The components include good governance, the SCR library, customerexperience and the community investment components. The financialsegment is also well addressed through the economy and society andemployee experience components. The environmental section isrepresented under the environmental responsibility of the corporatesocial responsibility. The corporate responsibility strategy accountsfor a comprehensive approach that the Rogers Corporation has adopted.Its ability to cover all the major segments of their client`s lifegives a good impression on the organization. It has therefore addedvalue to the organization.

References

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&quot“Re:Sound V. Motion Picture Theatre Associations Of Canada”&quot.&nbspIIC&nbsp45.1(2014): 96-96. Web.

&quot“RogersCommunications Inc.”&quot.&nbspIIC&nbsp44.8(2013): 978-978. Web.

Blankenship,Linda. &quotLeading Practices For Strategic Asset Management:Strategic Asset Management, Communication, And Implementation&quot.&nbspWaterIntelligence Online&nbsp11(2012): n. pag. Web.

Freeman,Damien and Derek Matravers.&nbspFiguringOut Figurative Art.Print.

Keinert,Christina.&nbspCorporateSocial Responsibility As An International Strategy.Heidelberg: Physica-Verlag, 2008. Print.

Rogers,Dave. &quotUS Corporation Information Resources: A Combination OfTools, Tricks, And Alchemy&quot.&nbspLIM&nbsp6.03(2006): 188. Web.

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Rogers,Russ and Bryan Cunningham.&nbspNetworkSecurity Evaluation Using The NSA IEM.Rockland, MA: Syngress, 2005. Print.

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Supriyanto,Achmad Sani. &quotKnowledge Management Implementation, StrategicHuman Resource Practices And Organizational Performance Mediated ByStrategic Planning&quot.&nbspBusinessand Management Research&nbsp4.1(2015): n. pag. Web.