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Executive: 38 Questions.

Estimated time to complete: 7-10 minutes.

Please select a response for each question based on your view as a memeber of the Executive group.

Some question numbers are intentionally omitted.

There is a text box at the end of the questions if you would like to add any comments.

1.The Codes of conduct are comprehensive, addressing conflicts of interest, illegal or other improper payments, anticompetitive guidelines, and insider trading.

2.Codes of Conducts are periodically acknowledged by all employees.

4.Commitment to integrity and ethics is communicated effectively throughout the enterprise, both in words and deeds.

11.The audit committee reviews the scope of activities of the internal and external auditors annually.

12.The board constructively challenges management’s planned decisions, e.g., strategic initiatives and major transactions, and probes for explanations of past results (e.g., budget variances).

13.The board (and audit committee) represent an informed and vigilant overseer of the financial reporting process and internal controls, including the information systems processing and related controls.

14.The board has issued directives to management detailing specific actions to be taken as a result of its findings, including special investigations as needed.

15.The board and audit committee are involved sufficiently in evaluating the effectiveness of the “tone at the top.

16.The board specifically addresses management’s adherence to the code of conduct.

17.The compensation committee approves all management incentive plans tied to performance.

18.The audit committee meets privately with the chief accounting officer and internal and external auditors to discuss the reasonableness of the financial reporting process, system of internal control, significant comments and recommendations, and management’s performance.

19.A long-range information technology plan has been developed and linked with strategic initiatives.

20.Management moves carefully, proceeding only after carefully analyzing the risks and potential benefits of a venture.

21.The information that managers need to carry out their responsibilities is reported to them.

22.Mechanisms are in place to obtain relevant external information—on market conditions, competitors’ programs, legislative or regulatory developments and economic changes.

23.Information is available on a timely basis to allow effective monitoring of events and activities—internal and external—and prompt reaction to economic and business factors and control issues.

24.Internally generated information critical to achievement of the entity’s objectives, including that relative to critical success factors, is identified and regularly reported.

25.The decentralized accounting function(s) operating management “sign's off” on reported results.

26.Managers receive analytical information that enables them to identify what action needs to be taken.

27.A mechanism (e.g., an information technology steering committee) is in place for identifying emerging information needs.

28.There has not been excessive turnover of management or supervisory personnel.

33.The organizational structure is appropriately centralized or decentralized, given the nature of the entity’s operations.

34.Responsibilities and expectations for the entity’s business activities are communicated clearly to the executives in charge of those activities.

36.Established reporting relationships—formal or informal, direct or matrix—are effective, and they provide managers information appropriate to their responsibilities and authority.

38.Management periodically evaluates the entity’s organizational structure in light of changes in the business or industry.

39.Managers and supervisors have sufficient time to carry out their responsibilities effectively.

40.Managers and supervisors do not work excessive overtime, and are fulfilling the responsibilities of more than one employee.

41.Job descriptions, for at least management and supervisory personnel, exist.

42.Authority and responsibility are assigned to employees throughout the entity.

43.The entity has an adequate workforce—in numbers and experience—to carry out its mission.

44.There is an appropriate balance between authority needed to “get the job done” and the involvement of senior personnel where needed.

45.Employees at the “right” level are empowered to correct problems or implement improvements, and empowerment is accompanied by appropriate levels of competence and clear boundaries of authority.

46.Supervisory personnel meet periodically with employees to review job performance and suggestions for improvement.

48.Job descriptions contain specific references to control-related responsibilities.

49.The level of attention given to recruiting and training the right people is appropriate.

50.Manager override is explicitly prohibited.

51.Deviations from established policies are investigated and documented.

52.Anonymity in reporting suspected fraud is permitted.

53.Persons who report suspected improprieties are provided feedback, and have immunity from reprisals.

Please add any comments. If the comment is about a specific question, please include the question number.