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IMPLEMENT
AN INTEGRITY
PROGRAMME
PETROLIAM NASIONAL BERHAD (PETRONAS) 2013. All rights reserved. No part of this
document may be reproduced, stored in a retrieval system or transmitted in any form or
by any means (electronic, mechanical, photocopying, recording or otherwise) without the
permission of the copyright owner.
COMMITMENT TO INTEGRITY
MESSAGE FROM THE TOP MANAGEMENT
Contents
1. PETRONAS Vision................................................................................... 6
2. PETRONAS Mission ............................................................................... 6
3. PETRONAS Shared Values...................................................................... 6
4. About This Booklet................................................................................. 7
5. An Overview of PETRONAS Integrity Agenda: The Journey . ..............10
6. What is an Integrity Programme (IP)?.................................................10
7. Why is an IP Important?......................................................................11
8. The Roles of Leaders as an IP Champion..............................................12
9. Developing an IP..................................................................................12
10. Expectations and Targets.....................................................................16
11. Additional References and Resources on Anti-Corruption
1. PETRONAS Vision
2. PETRONAS Mission
3.1. Loyalty
Loyal to nation and corporation
Elaboration
Employees are steadfast and dedicated in contributing their energy, passion
and drive to the success of the corporation specifically and the nation as a
whole.
3.2. Integrity
Honest and upright
Elaboration
Maintain and safeguard the reputable image of the Company and its
employees.
3.3. Professionalism
Committed, innovative and proactive and always striving for excellence
Elaboration
A fully integrated multinational Company which consists of people who are
committed to achieving business excellence, in line with the Companys
business objectives, mission and best practices.
3.4. Cohesiveness
United in purpose and fellowship
Elaboration
Develop stronger feeling of unity in the Corporation, inter-OPUs, inter-sectoral
activities at work and the social levels.
The CoBE emphasises and advances the principles of discipline, good conduct,
professionalism, loyalty, integrity and cohesiveness that are critical to the
success of the PETRONAS Group and the well-being of its people. The CoBE
is part of the PETRONAS Groups overall Corporate Enhancement Programme
Since the launch of CoBE, PETRONAS has been running a series of workshops
for trainers across the Group to equip them with the knowledge and skills
to run workshops for employees in their respective businesses. The CoBE
workshop is also included as part of the induction programme for new
executives in the Company. Between 1 April 2012 and 31 December 2012,
27,003 employees have undergone face-to-face training on the CoBE, and
the Company plans to intensify the training programme by providing online
training to reach out to more employees in the future.
notifying them of the launch of the CoBE and the expectation that they comply
with the relevant parts of the CoBE when performing such work or services
Effective 1 April 2012, a specific provision on Conflict of Interest and Fighting
Corruption and Unethical Practices and Compliance with our CoBE have
been included in PETRONAS contracts with contractors, consultants, agents,
representatives and others performing work or services for or on behalf of
PETRONAS.
The latest initiative that PETRONAS has embarked on is the Anti-Bribery and
Anti-Corruption Policy and Guidelines Manual, or the PETRONAS ABC
Manual which sets out the Companys stance on zero tolerance pertaining to
bribery and corruption. The manual elaborates upon the integrity principles set
out in the CoBE, providing guidance to employees concerning how to deal with
issues that may arise in the course of day-to day business operations and it
comprises the following topics:
1. Introduction
2. Gift, Entertainment and Corporate Hospitality
3. Dealing with Public Officials
4. Corporate Social Responsibility, Sponsorship and Donations
5. Political Contributions
6. Facilitation Payment
7. Money Laundering
8. Dealing with Third Parties (Due Diligence of Contractors, Suppliers and
Joint Venture Partners)
9. Recruitment of Employees (Background Checks)
10. PETRONAS Whistleblowing Policy
10
PETRONAS believes that the integration of a high integrity culture into the
corporate responsibility agenda sends a strong message that all organisations
within PETRONAS are responsible to address and manage the organisations
integrity. The IP is a tool that uses structured approaches to manage integrity
in the organisation. The key objective of an IP is to foster high integrity culture
among employees and prevent potential integrity issues in the company.
11
PETRONAS believes that leaders must possess high ethics and integrity values.
Demonstration through leadership (top down) that shows leaders commitment
to comply with integrity and anti-corruption policies will make clear to
employees of the emphasis that the organisation attaches to countering
corruption. It also relays the organisations expectations of its employees as
well as the organisations support for employees in carrying out the integrity
programme and in standing up to corrupt demands, even if it may involve loss
of business. Leaders must acknowledge their role in shaping organisational
ethics and seize this opportunity to create a climate that can strengthen the
relationships and reputations on which their companies successes depend.
There are several approaches in developing an IP for a company and its design
may vary from one organisation to another. This booklet adopts a standard
approach which can be applied by all businesses within the PETRONAS Group.
Essentially, an effective and efficient IP must be measurable, visible and
implementable.
1
2
3
4
5
5 ANTI-CORRUPTION ELEMENTS
Commitment to promoting values of integrity, transparency and
good governance.
Strengthening internal systems that support corruption
prevention.
There are four simple steps to develop an effective and efficient IP.
Set an
Integrity
Commitment
from the Top
12
Conduct an
Integrity Risk
Assessment
Develop an
Integrity
Programme
Review,
Report and
Monitor the
Action Plans
Implementation
Risk assessments for corruption can be simple and high level or, complex and
detailed. A risk assessment looks at business activities, location of business
activities, industries, local business conditions and customs, identifies
corruption risks inherent in those activities, and attempts to estimate the
likelihood of the occurrence of the risks and their impact on the organisation.
Finally and most importantly, the assessment looks for ways and means
to minimise the risks by providing appropriate counter measures. Having
identified the relevant areas of risk, the organisation shall define the need and
develop detailed policies that address the potential areas of corruption.
The best way to carry out this exercise is to organise a workshop comprising
the organisations management team, while HRM, Legal, the Corporate
Security Division, the Internal Audit, and the CIO are parties to be invited to
13
Having identified the relevant areas of risk, the organisation shall define the
need and develop the following action plans:
a) Detailed rules, procedures and policies that address the potential areas of
corruption.
b) Appoint a manager to devise, implement, monitor and improve the
programme under the oversight of senior leadership.
c) Provide communication and training to ensure that employees understand
the organisations policies and procedures as well as the leaderships
commitment.
d) Carry out regular reviews of the Integrity Programme including internal
audits, provide reports of results to senior management and the Board and
take necessary actions to improve the programme.
Implementation
An appropriate Integrity Programme should be developed based on the
problem statement identified in the risk assessment exercise. The action
plans should be mapped based on the impact and criticality of the problem to
establish priorities. Then, identify the implementation method and the person
who will carry out the action. It is important to ensure that the statement of
actions is simple, specific and direct to the point to avoid any confusion in the
future. The statement should be understood by all levels of staff at any time.
Remember that this exercise should provide better solutions and should not
clutter current system procedures with another set of hazy statements!
EDUCATION
PREVENTION
ENHANCEMENT
14
Examples:
Begin meetings with an Integrity Moment; carry out lecture/tazkirah sessions
or morale programme series; organise Integrity Dialogue sessions with
messages relevant to the targeted audience and tailored to the risks and
needs; invite prominent figures to speak about integrity; conduct refresher
and dialogue sessions on PETRONAS CoBE, anti-bribery and corruption
policies; organise anti-corruption campaigns and use strategic communication
tools such as posters, buntings, website; and participate in voluntary integrity
or anti-corruption initiatives through collaboration with peers or civil society.
Record all activities and measure the effectiveness through employees
behavioural or perception change surveys.
ii. PREVENTION
Detect and identify weaknesses in practices, systems and work procedures,
and continue to increase the level of efficiency by eliminating opportunities for
corruption, fraud and abuse of power.
Examples:
Management can be assigned responsibilities and accountabilities to manage
integrity programmes and carry out the action plans. This includes conducting
yearly integrity risk assessments, planning internal accounting and auditing
procedures aimed at detecting and preventing corruption and to provide
assurance on controls functionality in work manuals and procedures. In
addition, action plans may include structuring training plans to acquire
knowledge and skills from courses such as corruption risk management,
identifying red flag areas, as well as introducing job-rotation in areas prone to
abuse of power and corruption due to familiarisation of functions. Report the
assessment findings and measure the effectiveness of mitigation plans and
programmes.
iii. ENHANCEMENT
This approach emphasises efforts to ensure compliance of Companys
processes, systems, code of ethics and clients charter. It focuses on efforts to
rehabilitate any person or organisation exposed to or are involved in activities
that could tarnish the Companys integrity. It also involves recognising parties
who are committed in upholding PETRONAS integrity.
Examples:
Develop an Effective Integrity Monitoring and Reporting System to evaluate
the design and quality of a system and benchmark to industry standards and
practices by internal and external parties. In addition, assign clear lines of
responsibility and accountability to management in all parts of the organisation
through an appraisal system for effective implementation of the programme
and avoidance of omissions or errors.
15
Implementation
Monitoring compliance and implementing improvements should largely be
conducted by internal or external auditors, consultants or service providers.
Share the assessment results and other identified improvements across the
organisation to ensure employees know the results and understand how their
role contributes to the success of the programme. Leaders are responsible
to review the identified mitigation plans and monitor any changes made from
time to time. Benchmark the programmes, results and way of implementation
against best practices of peer organisations within the same industry.
In an effort to ensure this initiative remains active, visible and up-to date,
the organisation is encouraged to communicate the progress and
implementation of their respective programmes to the CIOs Office. This
Communication on Progress (COP) serves as a learning tool and an avenue
to express and discuss challenges and opinions on the IP and other relevant
matters.
11. ADDITIONAL REFERENCE AND RESOURCES ON ANTI CORRUPTION PROGRAMMES AND INITIATIVES
16
APPENDIX A:
Select
Departments
List of
Departments
Activities
List of
Activities
Output
List of
Problems and
Impact
Preventive
measures
Review
17
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