2nd Annual Conference on Teaching Ethics in UniversitiesMay 24, 2011Bill O’Rourke, Alcoa

Masters Class in Business Ethics

Background and Introduction

My approach: Introduce myself.

• message: this guy has some broad corporate experiences. Describe my corporation – Alcoa.

• Message: Alcoa is a large, global organization. Give a few additional details on my Russian experience and the Alcoa

Operation in Russia.• Message: There are cultural differences around the World.

Touch on the concepts of Corporate Values and Leadership.• Message: Values have to be more than just words, they must be supported

by behaviors, especially the behaviors of the leaders. Give specific ethical situation examples and have the class wrestle with

them.• Messages: - There are structured approaches to dealing with these issues.

- Learn about your own moral compass. Summary.

Agenda

Brief Overview of Alcoa Leadership

Leadership Challenges: Alcoa’s Investment in Russia

Business Ethics Situations Ethical Challenges

Questions/Comments

An Overview: Alcoa Inc.

31 Countries 59,000 Employees

2010 Revenue: $21.0 Billion

Alcoa Russia

Alcoa is 1 of 61 “survivors” on the Fortune 500 List since its inception.

Founded in 1888 in Pittsburgh

A leading producer of primary aluminum, fabricated aluminum and alumina.

2010 Revenues: $21 Billion

60,000 employees in 31 countries.

Strong Values. Environment, Health & Safety (EHS) In 2010 it was 10 times safer to work

for Alcoa than it was in 1991.GHG Emission Reduction – 44% on a

1990 base and 22% on a 2005 base.

Alcoa – Global Leader in the Aluminum Industry

0.0

0.5

1.0

1.5

2.0

2.5

3.0

3.5

4.0 3.86

3.57

2.262.03

1.85

1.48 1.4 1.5 1.42 1.32 1.30

0.290.3200000000000010.19 0.19 0.13 0.13 0.11 0.15 0.14 0.15 0.11

Results: Alcoa Lives Its Values Every Day

6

Total Recordable Incident Rate

Lost Workday Incident Rate

Inci

dent

Rat

e

Strengthened Reputation

Continued Sustainable Growth

Established Carbon Leadership

9h Consecutive Year

Safety Incident Rate History and Significant Accreditations.

Founding Member

Best Ever Safety Performance

COVALENCE ETHICAL RATINGS – No. 1 in Industry

Products

Packaging/Can Sheet

Marine Plate

Aerospace Sheet, Plate &Hard Alloy

Automotive Brazing

Lithographic Sheet

Hard Alloy, Oil & Gas

VISION

Alcoa aspires to be the best company in the world.

ALCOA VALUESIntegrity. Alcoa’s foundation is our integrity. We are open, honest and trustworthy in dealing with customers, suppliers, coworkers, shareholders and the communities where we have an impact.

Environment, Health & Safety. We work safely in a manner that protects and promotes the health and well-being of the individual and the environment.

Customer. We support our customers success by creating exceptional value through innovative product and service solutions.

Excellence . We relentlessly pursue excellence in everything we do, every day.

People . We work in an inclusive environment that embraces change, new ideas, respect for the individual and equal opportunity to succeed.

Profitability. We earn sustainable financial results that enable profitable growth and superior shareholder value.

Accountability. We are accountable - individually and in teams - for our behaviors, actions and results.

Our Values

Respect - We treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment. Ruthlessness, callousness and arrogance don’t belong here.

Integrity - We work with customers and prospects openly, honestly and sincerely. When we say we will do something, we will do it; when we say we cannot or will not do something, then we won’t do it.

Communication - We have an obligation to communicate. Here, we take the time to talk with one another. . .and to listen. We believe that information is intended to move and information moves people.

Excellence - We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be.

Some Leadership Concepts

I recommend that you have a “vision.”

I urge you to define “Personal Success.”

Consider seeking “True North” – the ultimate goal. Health & Safety Inventory Procurement Audit Function Payroll

Some Leadership Concepts

Leaders venture out of their comfort zones.

Leaders question the rules. “If you don’t ask ‘why?’ at least five times, you don’t know

why.”

Leaders challenge the status quo. “When the situation is better than ever, that might be the ideal

time to make change.”

Leaders “drive” for change. “Do you have a license to drive?” Is it better to ask for permission or seek forgiveness? Go; until someone tells you to stop.

Challenge Yourself. A most important challenge.

Leadership

What are the most important qualities of a Leader?

The Foundation of Leadership is Values

A leader has a strong foundation: Integrity Honesty Fairness Treating others with Dignity & Respect

A leader provides inspiration.

A leader possesses intelligence, skills & experience

A leader gets results.

Leadership Challenges

Alcoa purchases assets in Russia.

What are the initial Leadership Challenges?

0 5 10 15 20 25 30 35

India

Argentina

Brazil

Russia

Venezuela

China

Mexico

UK

France

Spain

Switzerland

Germany

Sweden

Canada

Italy

US

Japan

Why Invest in Russia? The Future Potential

530

800

1100

2002 2006 2011

RussiaOther

(kg/capita)Aluminum Consumption Per Capita, 2007

Source: McKinsey analysis, CRU

CAGR11%

CAGR7%

Eastern Europe & CIS Sheet & Plate Market

KMT

Aerospace – The fast-growing industry

Packaging – Major can manufacturers are now building new plants in Russia

Automotive/Transportation – Expected increase in usage of aluminum rolled and extruded products, forged wheels, etc.Significant Long-Term

Growth Potential

Alcoa-Russia: Two Major Plants Acquired in 2005

SamaraBelaya Kalitva

Samara (Population 1.5 million)Age of facility: 1950’sInitial Headcount: 7,200Capabilities & capacitiesCast house Flat Rolled Products: HT & NHT sheetExtrusions 31 small to medium presses; 2 large presses (12,000 MT and 20,000 MT)Forgings: 4 presses including 30KMT & 75KMT

Belaya Kalitva (Population 60,000)Age of facility: Early 1960’sInitial Headcount: 5,300Capabilities & capacitiesCast houseFlat Rolled Products: HT & NHT PlateExtrusions: 1-15,000 MT & 14 small - medium presses Tubes: 15,000 MTForgings: 6 presses

75,000 Ton Forging Press

Production Capacity

25,000 Ton Extrusion Press

Production Capacity

A Top Priority - Invest in Russia - $1 Billion

Investment: $750 million through 2008; $1 B now. Acquisition price: $257.5 million 2005 Capital: >$20 million 2006 Capital: >$100 million 2007 Capital: > $167 million 2008 Capital: > $186 million

0

200

400

600

800

Initial 2005 2006 2007 2008

Cumulative Investment: Alcoa Russia

Millions of Dollars

* Plus Working Capital

Why was the 2005 Investment only $20 million?

New Slitting Operation

Before

After

Belaya Kalitva - Forging - Pump House

Business Ethics

Can a Leader be successful in Russia: While being honest? By playing by the rules? While respecting the environment? By making worker safety a top priority? By being a good neighbor in the community?

Ethical Challenges

How would you handle the various ethical issues that arise in business every day?

Some Examples.

You just started to work for a large, multinational company. You’re ready to take your first business trip. Your boss tells you that while you are away you should buy a few personal things for yourself and submit the cost on your expense account as a little extra compensation for all the personal inconveniences of travel and being away from the family. Do you?

You’re the Plant Manager during a downturn in the business and your HR Manager is accused of taking $1,000 from laid-off employees after she approves very attractive severance packages. What do you do?

You get a call at 5:00 PM on a Wednesday reporting that TCE was discovered in a ground water sample taken at the border of our plant in El Campo, Texas. What do you do?

Your HR Manager comes to you and says the black employees (in the North Carolina Plant) are complaining about an employee who drove his pick-up truck into the company parking lot, displaying a 4’ X 8’ Confederate flag.

You get a call from the Company “Compliance Line” Director alleging that the Plant Manager, who reports to you and is performing well, is instructing employees to “spin” the safety results.

The Procurement Group needs to save $1 billion. Everything is being “bid” for better pricing. You are the electrical buyer and have placed all the electrical supplies ($26 million) for competitive bid. The field is narrowed to 3 finalists who passed the quality and delivery requirements. Price bids are due next week. The President of one of the finalists calls and invites you and a friend to the Super Bowl where your favorite team is playing.

In the waiting area of an Airport in St. Louis, you overhear four Buyers from one of your biggest customers openly discussing an upcoming sales negotiation with your company.

Proactive Behaviors

Periodic Discussions with Employees.A Compliance Program – Policy, Procedures, Phone Line, etc.Annual Business Conduct Surveys.Publicized Punishment – sometimes.Rotation of Assignments – where conflict is possible, avoid it.Education & Training.Climate – where reporting is acceptable.Values Management.Reward Employees based on proper Ethical behavior.

A Suggested Approach

Gather the FactsDefine the Ethical IssuesIdentify the Affected PartiesIdentify the ConsequencesIdentify the ObligationsConsider Character & IntegrityThink Creatively about Potential ActionsCheck your GutAct

Summary

If it looks wrong or feels wrong; don’t do it.Let others know the rules; upfront.Be outspoken and quick when you spot potential ethical violations.Tell the truth.Be Fair - to all concerned.Walk the Talk. Leaders establish Culture.If in doubt - seek advice.

Questions?

THANK YOU!

Nobody is LOL Now.