Redgrove Axial Workshop Case Study

What Fontaine is inviolable to Achieve5 Ch tout ensembleenges of a New Position6 collective Culture6 axial Workshop7 at a lower place the Surface7 Use/ contumely of Discretion8 Scope of the Problem10 Stakeholders10 Identification of easy Options10 Ethical Principles Discussion 14 Consequentialist Theory14 Deontological Theory19 integrity Ethics21 Recommendation23 References25 concomitant A printing of Ornament Found in Workshop Storage 26 Appendix B Redgrove Monthly Plant Scap-Metal Sales, 27 12-Month Period Appendix C Excerpt from ITE decree of engineer28Appendix D Summary of Redgrove Records of corporal29 Misappropriation Incidents and Sanctions, 1998-2007 Appendix E Consequentialist compend Option A 30 (Do Nothing) Appendix F Consequentialist depth psychology composing Incident, 31 orison Guidance Appendix G Consequentialist compend Dont Report, 32 direct Incident In-Ho engagement Appendix H Consequentialist compend Report Incident 33 and Recommend Actions a nd light up Upper Management Buy-In Abstract This paper addresses the respectable issues at Redgrove axial naturaliseshop.Marc Fontaine is the manager of the compressor manufacturing year at the Redgrove Plant, and has been on the barter approximately 1 month when he disc everyplaces employees give birth been victimization conjunction equipment to build ad hominem decorative ornaments utilizing ice real which is norm eithery exchange to recycling companies. This dress is a clear upst the c exclusivelyer-ups written cypher of conduct however, the store foremans noesis of the lend oneself and failure to prevent it has condoned the deportment.The analysis of the respectable occupation begins by listing the facts of the compositors case and defining the scope of the problem Fontaine is go about with. after(prenominal) reviewing only the aspects of the case, four agate lines of exploit gather in been identified. A brief countersign of the three ethical princ iples volition lead us to our final pass of what Fontaine should do in order to resolve the ethical problems at hand, thereby providing benefits to all stakeholders. Case Study Redgrove Axial WorkshopFacts of the Case Marc Fontaine has modernly bring the manager of compressor manufacturing at Redgrove Axial Workshop, share of the International Technology and Electronics (ITE) Corporation. This coif is a temporary one as part of a larger ITE speed up leadership program. After a month on the job, Fontaine discovers a play of ornaments (Appendix A) in the shops transshipment center room which appears to be made from the same natural lend oneselfd to occupy the compressors.Fontaine believes employees of his department may be using companionship materials, comprised of oddballs and metal shavings normally sold to a local recycling comp any(prenominal) (Appendix B) for someone-to-person use and snarl he needed to nonify the Manufacturing Director (Sam Collins) and Plant Director ( tool Garland) somewhat the incident. Upon further investigating, Fontaine discovers the form of utilizing production materials for face-to-face use is against ITEs figure of Conduct and punishable by warnings, termination, withheld pay, criminal charges, and suspension (Appendix C).Fontaine as tumesce as acquired a list of previous incidents and related punishments (Appendix D). Fontaine approaches Jim rapscallion, a workings foreman who supervises the Axial Workshop, about the ornaments. page states he has non seen the objects in the supply room, and the in-person work was infrequent and of little respect because they were made of scrap. As remote as he k in the alto crapher, employees made projects on their own judgment of conviction and he had never made an issue out of the practice because the workshop is Redgroves approximately productive unit.In order to gain a break down collar of the practice, Page recommends Fontaine speak with Peter Kado sa, a workshop employee. Kadosa was a frank worker, had a good attitude, and was moving to a new position on the West Coast in January. Upon questioning off the record, Kadosa provided the spare-time activity t all(prenominal)ing he was shy(p) of the history regarding the practice implied the more(prenominal) experienced and bring out craftsmen were knobbed and only occasionally would one of the workers ask him to set excursion a bigger piece of scrap.Fontaine in like manner learned of the common-law(predicate) code of conduct in the workshop which applied to the have / ornament making new material could non be used (scraps only) before anyone started a project they were expected to obtain approval from one of the senior craftsmen exchange projects was frowned upon and the found foreman did not care to know about the practice. What Fontaine is Trying to Achieve Fontaine is aware the use of scrap material for own(prenominal) projects is against the companionships scr atch of Conduct and feels obligated to report the misappropriation.However, he also observes how nearly the workshops employees work together, how productive they are, and the existence of an wildcat code of conduct which is followed in regards to the practice of creating ornaments. He is torn on whether or not to bring help to this practice because he wants workers to move on to work efficiently and effectively and taking outdoor(a) their projects may break this however, he also wants to follow the rules and has an obligation to the fraternity as headspring as to the employees in his division. Challenges of a New PositionWhat sort outs this situation more difficult for Fontaine is that he is new to the alliance and organism in the accelerated leadership program, will most likely not be in his position for long. This adds to his dilemma because one of the biggest challenges when taking on a new position in a new organization is getting easygoing with the incarnate cultur e. When first joining an organization, an employee handbook is provided which dictates all of the dos and donts outlined by vigilance alone the new employee may not immediately understand how closely the partnership actually follows these rules.In this case, Fontaine knows the rules revoke using scrap materials for in the flesh(predicate) use, barely the corporate culture has allowed these projects to go along for a long period of time this places Fontaine in a fluid position considering his relatively short tenure (between one year and 18 months) does he attempt to change the well established but unwritten corporate culture, or does he condone the behavior and allow his heritor to deal with the ethical issues? Corporate Culture From the initial readings of the Case Study, the corporate culture of the workshop is one of Collaboration, or Clan culture.The workshop is an straight-from-the-shoulder place to work which accepts the employees as peers. Group loyalty is importa nt, and an unofficial cosmic string of look out over exists at bottom the workshop with the more senior and talented employees being seen as the leaders and mentors to the newer, younger employees. In addition, the break down and more experienced craftsmen take the time to train others on the more difficult skills. take for feeded the company proactively addresses the issue, the corporate culture will change to that of control, or hierarchical.Rules and procedures would be put in place based on the recommendation of Fontaine and buy-in from velo city focussing, whereby employees give notice practice their skills to become masters in their field, firearm at the same time finding workshop cohesion and esprit de corps. Axial Workshop The Axial Workshop squad is extremely effective. They are referred to as the AXE, and erect 20% of the Redgrove Plants annual revenues and 23% of its operating(a) margin. The AXE has been described as the most effective in the plant. The AXE team is known to be hard workers, and people rarely transfer out of the workshop.Senior workers work closely with junior workers showing them techniques they have developed and getting the junior workers acquainted to the workshop. Beneath the Surface Workshop employees use scrap metals from production of the compressors to produce personal ornaments made by utilizing company machinery. Employees work on these projects infrequently on their own time (off the clock). Workers have unwritten rules to the practice of personal work including projects must be okay by a senior craftsman, no new material kitty be used, projects cannot be made in order to be sold, etc.In addition, the workshop foreman has condoned the behavior though he is aware of the practice, he has allowed it to continue employees believe the practice is acceptable. Use / Abuse of Discretion Discretion is the right to choose something, or to choose to do something, according to what seems most suitable in accordance with a situation. However, this kickshaw can be easily abused especially when way condones or figure outs a fraud essence towards behavior which may border on the unethical.For example, the workshops Foreman, Jim Page, has decided to turn a blind eye to the practices going on within the workshop. Fontaine is now faced with the ethical problem and has the sagaciousness to do something about it. The use or abuse of diplomacy can become a problem in many professions. The following are examples of professions use or abuse of discretion. 1) Banking (specifically lending) Banks have the discretion on whether or not to authorize a bring to a customer (based primarily on information such as income, use of loan continue, credit score, amount of current debt, etc).During the recent banking debacle, banks authorized questionable loans (ie no income verification). 2) Police officers Generally have the discretion to spare a speeding ticket or not. This power is abused when the po lice forte officer frequently allows family and friends off without a ticket, even when they were speeding in excess of twice the speed limit. 3) Judges Have the discretion to approve a authoritative sentence (whether maximum or minimum). Power can be easily abused, as seen in class by the FBI foundation on white collar aversions and the amount of punishment doled out.Additionally, thinks also rule on Social Security Disability cases a fence Street Journal Article on 26NOV11 discusses the abuse of power by a certain judge who has only disallowed 4 cases out of over 1000 during the past year well beyond what is expected by the Social Security Administration 4) Retail managers have the authority to grant subtractions to certain throngs of personnel for example, Daves Cosmic Subs ordinarily gives discounts to police officers and firefighters in uniform, but certain managers will also provide a discount to members of the military, contrary to charge provided by the chains owners. ) Commanders in the military have the discretion to dole out non-judicial punishment for sharp, minor offenses. Being both judge and jury, Commanders have the discretion to steady down the punishment but occasionally, Commanders abuse this authority by not fitting the punishment to the crime (a requirement) sequeling in the punishment being over saturnine upon appeal. Scope of the Problem Fontaine is faced with how to handle the misappropriation of the scrap materials and utilization of company machinery to support the practice. He is new to the company and is not yet familiar with the corporate culture.He wants his division to continue to run effectively and efficiently, but is concerned that bringing attention to the practice of making personal projects could disrupt his division. However, allowing the practice to continue could force Fontaine and his employees to face severe repercussions. Stakeholders in the Case Plant employees workshop employees Marc Fontaine (ma nager of compressor manufacturing) Jim Page (workshop foreman) Peter Kadosa (workshop employee) investors to the company and amphetamine anxiety of the plant (Sam Collins manufacturing theatre director, and Peter Garland plant director). Identification of Available OptionsPrior to developing mingled plectrums to deal with the dilemma, Fontaine should do the following ascertain with H/R to determine if a requirement exists when an employee is hired to review the keep companys enactment of Conduct if employees are inevitable to sign an acknowledgement after reviewing the economy of Conduct if employees are periodically required to conduct refresher development on the Code of Conduct if employees are required to review the Code of Conduct upon transfer from different departments if the Code of Conduct is posted in public locations within the mill any agreements between the union and the plant which may authorize employees to use scrap and company machinery for personal use and if violations of the Code of Conduct and related disciplinary actions are publicized or posted in public locations throughout the f operatory.Once all of this information is ascertained, we can assess the available options1) Option A Do nothing.Fontaine could elect to do nothing, allowing employees to continue the practice of occasionally using scrap metal for personal projects on company machinery and not report it to amphetamine wariness. Staying silent would asseverate things as they are now with high employee morale, teamwork, and efficiency. However, if Fontaine decides not to say anything and upper management discover the practice, then Fontaine, Page, and the workers involved are all hypersensitised to sanctions.2) Option B -Report the incident to upper management and ask for guidance on how to proceed.This may be a viable option since Fontaine is unsure as to whether upper management approves of the practice in order to maintain high morale, combined with his short tenure as the manager of compressor manufacturing. However, management may feel negatively towards Fontaine for not providing recommendations on dealing with the practice specifically, that he is not ready to lead. But, as seen in Annex B, management has been fairly strict with similar violations in the past reporting the practice may lead to unwanted investigations and punishment for workshop employees.3) Option C Fontaine does not report the incident but handles the situation in-house within the hack. He can have a meeting with all employees in the workshop, and apologize the following a.The ITE Code of Conduct authorizes the use of production materials only for the grievous bodily misemploy use of advancing the mission of the ITE Corporation b. The list of infractions from 1998-2007 along with the tied sanctions c. The items ascertained in the storage room, and the fact that though the activity was condoned before, it does not make the practice justifiable. However, becau se the activity was previously condoned, the new policy of not conducting personal work and utilizing material scraps and company machinery takes effect immediately d. The financial obligation of the company should an employee become injured bandage working on an ornamental piece while not in a paid experimental condition and e.Material is purchased by ITE for a specific purpose, which ITE comes compensation from a recycling company for production scraps and the unlawful use of such material is in fact theft from the company Fontaine should then share the recycling amounts by poundage and dollar amounts. He should also explain that this material, even if small when compared to the total amount recycled, affects ITEs balance sheet and therefore affects all employees in regards to pay and bonuses, as well ITEs owners (whether public or private). 4) Option D Report the incident to the Director of Manufacturing and the Plant Director, recommending a course of action on how to pro ceed within the Axe in order to gain upper management buy-in.This option allows for Fontaine to groom himself as a go bad leader, while showing management he is prepared to deal with issues within his area of responsibility. These recommended actions would accommodate a. Amnesty for employees overdue to the practice being condoned by the workshop foreman b. H/R training for Page, the workshop foreman, specifically focused on supervisor duties and responsibilities, as well as a review of all company policies to include the Code of Conduct c. use an H/R policy where employees sign an acknowledgement of the Companys Code of Conduct upon hiring d. Annual review of the Code of Conduct for all employees e. Review of the Code of Conduct upon transfer from one part of the factory to another part . Request an exception to policy whereby employees can purchase scrap from the factory at the same rate the factory sells it to the recycling company, or adjure a small percentage of scrap to e mployees for free as an added benefit. In order to have better skilled workers, allow these employees a certain amount of time from each one pay period ( maybe an hour per week) to sharpen their skills whereby they are covered by workers compensation should they become injured during this excess training time and g. Permission to post the Code of Conduct and the Material Misappropriation and Sanctions List throughout the Axe. Ethical Principles DiscussionThree ethical principles will be used to offer an analysis to the ethical issues Fontaine is soon facing we will use Consequentialist Theory, Deontological Theory, and Virtue Ethics. Consequentialist Theory An ethical finish should maximize benefits to society and minimize harms. What matters is the net balance of good consequences over bad for society overall. Identify the stakeholders in the situation as well as the utility(a) actions and their consequences (harms/and or benefits) for each. Looking at this case using a conse quentialist view we examine how each of the four alternatives we have devised affects each of the stakeholders identified. Option A Do Nothing (see Annex E for the Consequentialist Analysis to this option). This alternative involves Fontaine leaving the workshop as it is and turning a blind eye to what is going on in the shop. Stakeholder benefits to this option include keep high morale of employees by not having to purchase materials and continued use of company equipment maintains Fontaines reputation by being one of the guys by not taking action prevents Page from possibly getting into derange for condoning the practice and protects Kadosa from providing information to Fontaine on the practice.Stakeholder harms to this option include Plant employees not aving the ability to possibly receive bigger pay or bonuses due to the lack of the company receiving all proceeds it is entitled to from the change of scrap material workshop employees possibly being injured on the job while co nducting unaccredited work company investors/owners not receiving the full value of the sale of scrap and possibly being liable for any damage a workshop employee experiences while participating in unsanctioned/unauthorized work Fontaine violating his personal integrity and values by condoning the activity which violates the companys Code of Conduct and upper management not receiving bigger pay or bonuses due to the company not receiving all proceeds from the sale of all scrap. Option B Report the incident, but predication guidance from upper management (see Annex F for the Consequentialist Analysis for this option).Stakeholder benefits to this option includes if upper management stops the practice, plant employees may see high salaries or bonuses due to the company being able to garner all proceeds from the sale of all scrap material company owners/investors receiving all value from the sale of all scrap material upper management believing Fontaines integrity is beyond reproac h upper management being able to fulfill the changes it sees fit in order to domesticate company resources and the company and management not being liable to any employees who may be injured during unsanctioned work. Stakeholder harms to this option include feasible suspension or termination of those workshop employees who have been identified as condoning and participating in unsanctioned work upper management thought Fontaine is not ready to be a manager by asking for guidance Page possibly being regard for condoning the practice of unsanctioned work, possibly resulting in suspension or termination and Kadosa being implicated by his co-workers for affirm the practice to Fontaine, resulting in the loss of respect from his peers.Option C Do not report, but handle the situation in-house within the Axe (see Annex G for the Consequentialist Analysis for this option). Stakeholder benefits to this option include plant employees receive their fair share of salaries or bonuses tied to the profits resulting from the recycling of all scrap material workshop employees and Fontaine both build rapport with each other by handling the issue in-house without any further repercussions company owners/investors have more in the balance sheet through the sale of all scrap material if the practice is stopped and Page does not face the possibility of termination or suspension for condoning the practice.Stakeholder harms to this option include Workshop employees may view this as an intrusion into their autonomy no recoupment to company owners/investors for the practice of taking scrap material Fontaine being potentially liable for not reporting the incident up the chain of command as you would expect a manager to do Kadosa losing credibility with his coworkers for confirming the practice to Fontaine and upper management having lower level management condoning the foregoing bad practices and starting anew without repercussions, thereby usurping their authority. Option D Rep ort the incident, but recommend actions to upper management and obtain their buy-in (see Annex H for the Consequentialist Analysis for this option).Stakeholder benefits to this option include Unsanctioned work is stopped and plant employees may see an growing in salary/bonuses workshop employees may be able to continue creating ornaments if upper level management authorizes/sanctions spear carrier work as a benefit to an employee who is honing his/her skills company owners/investors see an increase to the balance sheet from the proceeds of all scrap material, while at the same time being protected by workers compensation should an employee get injured while honing his/her skills under authorized work Fontaine gains the respect of his superiors for view outside the box and coming up with his own solutions while defend the employees and the company Page receiving requisite training to become a better supervisor who supports the companys values and ideals and upper management having an empowered subordinate while increasing the balance sheet from the recycling of all scrap. Based on the tenets of consequentialist theory, option D promotes the greatest benefit with the least amount of harm to each of the stakeholders.Deontological Theory Bases the decision on what is right on a broad, abstract universal ethical principle or value such as honesty, fairness, loyalty, rights, and respect for human beings and property. Certain moral principles are binding, disregarding of the consequences. Therefore, some actions would be considered wrong even if the consequences of the actions were good. Looking at this case using a deontological perspective, we xamine what the duties of Mr. Fontaine are. As a manager at the company Fontaine has a duty to both the company and the stockholders of the company. However, he also has a duty to the employees he manages and to look out for their best interests. Based on these duties, the first alternative does not serve the best interes ts as it does not fulfill his duties to the company and the investors. By taking no action the company will continue to lose the revenue which could be generated from the stolen scrap material. The moment alternative serves Fontaines duty to the company by ensuring that the business will not lose any further revenue to misappropriation of assets.However, this alternative could harm his employees as they will likely lose their jobs if there is an investigation into the scrap material. The third alternative allows Fontaine to handle the incident in-house without having to inform upper management. This alternative allows Fontaine to build rapport with his employees however, he fails to do his duty by not reporting what he has found to his superiors. In addition, this alternative allows Fontaine to perplex out his expectations of what is right and wrong with his employees, while at the same time protecting the reputation of Page, who previously condoned the activity by not halt it. F ontaine exhibits loyalty to his subordinates, but he is not exhibiting loyalty to upper management by not reporting the incident.The final alternative, to report the incident while obtaining upper managements buy-in to recommendations, maintains the loyalty of Fontaine to the company, as well as to the employees. Because the practice has been condoned in the past, it is unfair to punish the employees what is fair, however, is to seek some role of median, such as employees purchasing the scrap and utilizing company machinery to hone their skills, which maintains morale and allows the company to have better trained and skilled workers. Based on deontological theory, the final alternative embraces honesty, fairness, loyalty, and respect for company property. Using scrap material to make personal objects has an overall positive impact on employee morale.Obtaining buy-in from upper management to sanction this activity, whereby employees pay for scrap but in turn the company has a better trained worker, illustrates loyalty from the company to the employee. Virtue Ethics This approach focuses more on the integrity of the moral actor than on the moral act itself. This perspective considers the actors character, motivations, and intentions. harmonise to virtue ethics, it is important that the individual intends to be a good person and exerts effort to develop him or herself as a moral agent, to associate with others who do the same, and to leave to creating an organizational context which supports ethical behavior.The Axe has been operating under the auspices of virtue ethics when dealing with manufacturing ornamental decorations. This is bear witness by a. Page did not feel that the projects were of material value, because the employees used scrap b. Page thought the employees made the objects on their own time c. Kadosas impression was that the practice was limited to some of the better craftsmen in the group the ones who typically did the best work, volunteered for overtime, and often helped out other employees who were having trouble d. Kadosa believed that the workers involved in the practice clearly did not see themselves as thieves, but rather as skilled builders who took scarps and made something beautiful from them e.Kadosa recalled an incident when he saw some of the craftsmen scold an employee for using new material to make a small ashtray the point was the employee attempted to use new material to make it. f.Before anyone began an unofficial project, they were expected to touch base with a some of the more senior craftsmen to see if it was OK g. Kadosa felt that making something to sell, compared to something what was in general for personal use, was collectively frowned upon. The motivations for the group which manufactured the gifts were deemed as a nobleman cause and were meant for personal use, normally as gifts. Additionally, an unwritten set of rules, or unofficial Code of Conduct, ppears to have manifested itself withi n the workshop, such as quest permission, only using scraps and not new material, and using the objects for personal use rather than for personal gain. Option A, to do nothing, does not contribute to ethical behavior by allowing employees to continue to the practice of using company materials and equipment for personal use. Option B, reporting the incident to upper management and seeking guidance on how to proceed, facilitates ethical behavior however, employees may be punished when the activity was blatantly condoned by a member of management. Option C, not reporting the incident and handling the situation in-house, facilitates ethical behavior in the workshop employees however, Fontaine does not exhibit ethical behavior since he is not reporting the incident to management.In accordance with deontological theory, Option D, reporting the incident but obtaining management buy-in on the recommendations, truly creates an organizational context which supports ethical behavior employee s are able to hone their skills, sanctioned by upper management, resulting in a highly motivated and more efficient employee, both which contribute to the Companys success. Recommendation The practice of using scraps of material and company machinery in order to build decorative ornaments has been condoned by management for years. In addition, these ornaments have already been made (being stored in the storage room), so it will be difficult to ascertain those personnel responsible for the practice. Each of the three ethical principle analyses resulted in Option D being the favored course of action. Fontaine should inform upper management of the incident upon discovering the ornaments and obtain their buy in with his recommended course of action.Upon approval remind employees of the Code of Conduct and post it prominently throughout the workshop post throughout the workshop the infractions and punishment for recent misappropriations of material, next to the Code of Conduct request H /R to implement new policies to annually have employees review the Code of Conduct, as well as upon transfer to different departments within the plant have required training for Page on company policies to make him a better leader allow employees to purchase scrap at cost and possibly request permission for employees to use scraps and machinery for special purposes/events (ie Christmas, going away gifts), as a means to improve the skill and capability of all employees as a version of on-the-job-training. Ultimately, the company will have highly motivated employees with better skills and high morale, resulting in improved production in the Axe. REFERENCES Anteby, Michel, & Hyman, Mikell (2011). The Redgrove Axial Workshop (Rev. Jan. 5, 2011). Boston, MA Harvard Business School. Trevino, L. K. , & Nelson, K. A. (2011). Managing Business Ethics direct Talk About How To Do It Right (5th Ed. . Hoboken, NJ John Wiley & Sons, Inc. www. haworth. com/en-us/ knowledge/Workplace-Library/Docu ments/Four-Organizational-Culture-Types_6. pdf Last Call an Interactive Multimedia Simulation. Facilitators Guide Page 12. Protection of Company Assets ITE employees must protect company assets.Company assets include a) rational property and trade secrets, b) business strategy, c) financial data, d) production materials, e) equipment, f) fleet, furniture, and g) computer supplies and software. Company assets are intended for the exclusive use of advancing the mission of the ITE Corporation. 3b. Sanctions misfortune to protect company assets will result in sanction satisfactory to the company loss. Sanctions can range form warnings to termination, and might include withheld pay. outlaw charges in courts might also be filed if deemed necessary by the ITE Corporation. obtain ITE documents. APPENDIX D Summary of Redgrove Records of Material Misappropriation Incidents and Sanctions, 1998-2007 ) February 1998 A workshop worker was reported by an anonymous source to be theft company materials. (The HR department received a letter). Upon closer inspection, it turned out the worker was making a window frame for his house, and doing this at the end of his day shift. He received a stern warning, devil days without pay, and was told that the next infraction would lead to termination. 2) December 1998 A storage room employee was discovered with raw, expensive materials (titanium) in his car as he was driving out of the plant. The employee was fired. 3) November 1999 During a random search of employees exiting the plant, a shield found a miniature turbine. The worker who was found with it claimed it was a gift for his brother.The worker received a three-day suspension and was warned that any additional discoveries would result in the termination of his employment. 4) June 2002 The purchasing director found a number of workers distributing pins they had manufactured to commemorate the launch of a new aircraft. The pins were made from workshop scraps. Three of the wo rkers were suspended without pay for two days. 5) March 2003 A see ITE director asked about a set of metal candlesticks at a local antique shop. The vendor explained that they had been made at the nearby Redgrove plant. The director asked for the makers name, but the shopkeeper claimed ignorance. An internal audit was conducted to no avail.The candlesticks disappeared a few weeks later from the shop bought by a city person, according to the shopkeeper. 6) January 2005 In a regular random search of a car exiting the plant one evening, the on-duty guard discovered metal beat tools and workshop scraps in the trunk of an employees car. The incident resulted in a warning, and the employee retired several months early, shortly thereafter. Source Casewriter ANNEX E Consequentialist Analysis Option A (Do Nothing) pic ANNEX F Consequentialist Analysis Report Incident, Request Guidance pic ANNEX G Consequentialist Analysis Dont Report, Handle Incident In-House pic ANNEX H Consequentiali st Analysis Report Incident but Recommend Actions, Gain Upper Management Buy-In pic