1. CEO & Corporate Reputation
Jeanette Dyhre Kvisvik
Manager, Burson-Marsteller, Norway
Hotel Nordica, Reykjavik, Thursday 21. September

2. CEO Reputation
“Despite the size and complexity of modern corporations, the person in charge still sets the tone, defines the style, becomes the company’s public face.”
Fortune, November 18, 2005
“It takes a lifetime to build a reputation, and only a short time to lose it all.”
Joseph Neubauer, CEO of Aramark, BusinessWeek, September 23, 2002
Fortune quote: Emphasizes that no matter how complex today’s companies have become, they are still defined by one single person: the CEO.
Neubauer quote: Reputation is a precious intangible asset.

3. Corporate Reputation
“ If you lose dollars for the firm by bad decisions, I will be understanding. If you lose reputation for the firm, I will be ruthless.”
Warren Buffett
We’d have to all agree with Warren Buffet when he says … “If you lose dollars for the firm by bad decisions, I will be understanding. If you lose reputation for the firm, I will be ruthless.”
It’s that important.

4. How to build trust Internally Financial society The media
Stakeholder map- The various needs for communication
The media
Public opinion
Political society
CEO &
company
Internally
Financial society

5. Agenda Global Survey- CEO Capital and Corporate Reputation 2005
Norwegian Survey- CEO and Corporate Reputation 2006
An example- Norsk Hydro- Norways second largest oil company

6. Building CEO Reputation - Global
Now in its fifth wave, Burson-Marsteller’s first CEO Reputation Study was conducted in 1997
The research was conducted online with the Economist Intelligence Unit (EIU), a world leader in global business intelligence and the business–to–business arm of The Economist Group.
The sample includes over 600 business influentials from 65 countries:
146 CEOs
146 senior executives
188 financial analysts
103 business journalists
102 government officials
This 2005 study was conducted online among global business influentials. Previous waves were conducted by mail among U.S. business influentials.
Because of this methodology change, comparisons to prior-year studies cannot be made.

7. The Sample

8. CEO Reputation

9. How much does CEO Reputation Matter?
On a global basis, the CEO is held responsible for 47% of a company’s reputation. Europeans and North Americans attribute less responsibility to the CEO than do Asia/Pacific and Latin American influentials.
2005 CEO Contribution to Corporate Reputation

10. How does CEO Reputation pay off?
Paying attention to what a CEO has to say and recommending the company as a preferred partner is the greatest benefits of having a good CEO reputation.
Rank
Pay attention to what a CEO has to say 1
Recommend company as good alliance/merger partner 2
Give a company more time to succeed 3
Maintain confidence in company when share price lags 4
Buy stock in a company 5
Believe a company under pressure from the media 6
Recommend a company as a good place to work 7
Recommend a company’s stock 8
Prefer a company’s products and services 9
SCORECARD
North America Buy or recommend stock
Latin America Recommend company as alliance partner or good place to work
CEOs Maintain confidence when share price lags
The scorecard identifies regions and segments where scores are higher or lower than the average.

11. What builds CEO reputation?
Credibility, attracting quality management and communicating a clear vision internally are the top three measures that shape CEO reputation. Delivering financial results is necessary for a CEO, but being credible is paramount.
Rank
Is credible 1
Attracts & keeps quality management team 2
Communicates clear vision *inside* company 3
Demands high ethical conduct 4
Motivates & inspires employees 5
Manages crises and downturns effectively 6
Communicates clear vision *outside* company 7
Executes well on strategic vision 8
Cares about customers 9
Fosters corporate governance 10
Delivers financial results 11
Increases shareholder value 12
SCORECARD
North/Latin America Demand high ethical conduct
North America/Asia/Pacific Foster corporate governance
Latin America Attract quality management team
Financial Analysts Manage crises/downturns effectively
Top 12 of 20 CEO qualities

12. What builds CEO reputation- Europe
All business influentials agree that credibility drives CEO reputation. Demanding high ethical conduct ranked relatively low for European influentials, possibly because Europeans already expect strong ethics from their companies’ leaders.
Total
Eur NA
A/P LA
Is credible 1
Attracts & keeps quality management team 2 3 9
Communicates clear vision *inside* company 6 4
Demands high ethical conduct 5
Motivates & inspires employees 10
Manages crises and downturns effectively 7 8
Communicates clear vision *outside* company
Executes well on strategic vision
Cares about customers
Fosters corporate governance 12
Delivers financial results 11 13
Increases shareholder value 15
Top 12 of 20 CEO qualities
= higher than total
= lower than total

13. Top 25 Most Admired CEOs
CEO
Company
Jeff Bezos
Amazon.com
John Bond
HSBC Holdings
Richard Branson
Virgin Group
John Browne BP
Warren Buffett
Berkshire Hathaway
John Chambers
Cisco Systems
Michael Dell
Dell
Lawrence Ellison
Oracle
Bill Gates
Microsoft
Carlos Ghosn
Nissan & Renault
Jeffrey Immelt
General Electric
Steve Jobs
Apple Computer
Herb Kelleher
Southwest Airlines
A.G. Lafley
Procter & Gamble
Terry Leahy
Tesco
Lakshmi Mittal
Mittal Steel
Rupert Murdoch
News Corp.
N. R. Narayana Murthy
Infosys
Jorma Ollila
Nokia
Azim Premji
Wipro
Carl-Henric Svanberg
Ericsson
Ratan Tata
Tata Group
Daniel Vasella
Novartis
Meg Whitman
eBay
Jack Welch
Worldwide, Bill Gates is the most admired CEO by business influentials by a large margin.
Steve Jobs and Warren Buffett rank a distant second and third.
CEOs from North American, European and Asian/Pacific companies are represented on this most admired list.

14. Top 25 Most Admired CEOs: European Influentials
Company
Josef Ackermann
Deutsche Bank
John Bond
HSBC Holdings
Peter Brabek
Nestle
Richard Branson
Virgin Group
John Browne BP
Warren Buffett
Berkshire Hathaway
John Chambers
Cisco
Michael Dell
Dell
Bill Gates
Microsoft
Carlos Ghosn
Nissan & Renault
Fred Goodwin
Royal Bank of Scotland
Jeff Immelt
General Electric
Steve Jobs
Apple
Terry Leahy
Tesco
Lakshmi Mittal
Mittal Steel
Rupert Murdoch
News Corporation
Jorma Ollila
Nokia
Helmut Panke
BMW
Howard Stringer
Sony
Carl-Henric Svanberg
Ericsson
Roger Talermo
Amer Group
Donald Trump
Trump
Daniel Vasella
Novartis
Jack Welch
Wendelin Wiedeking
Porsche
Among European business influentials, Bill Gates is the most admired CEO worldwide.

15. Corporate Reputation

16. Drivers of Corporate Reputation
Rank
High quality products and services 1
Communicates effectively externally 2
Has high quality management 3
Focuses on serving customers 4
Is honest with stakeholders 5
Attract, develop & retain talent 6
Is well-governed 7
Communicates effectively internally 8
Behaves ethically 9
Responds effectively to change 10
Is a good financial performer 11
Is innovative 12
Is a good place to work 13
Is socially responsible 14
Is an industry leader 15
Is environmentally responsible 16
Is truly global 17
Is the largest in its industry 18
SCORECARD
Europe Stakeholder honesty and ethical behavior
Asia/Pacific Honesty with stakeholders and good governance
Communicating externally
CEOs Focus on serving customers
Financial Analysts Honesty with stakeholders and effective internal communications
High quality management
External communication and high-quality management are also key in driving corporate reputation.
Despite much CEO and media attention to business globalization, being truly global is not a strong contributing factor of corporate reputation. Size does not matter either, as being the largest in its industry was least likely to drive a good corporate reputation.

17. Drivers of Corporate Reputation
Total
Eur NA
A/P LA
High quality products/services 1 3 2
Communicates well externally 6
Has high quality management 4
Focuses on serving customers 8 5 7
Is honest with stakeholders 10
Attract, develop, retain talent 9
Is well-governed
Communicates well internally
Behaves ethically 12
Responds effectively to change 11 13
Is a good financial performer
Is innovative
Is a good place to work
Is socially responsible 14 15
Is an industry leader 16
Is environmentally responsible
Is truly global 17
Is the largest in its industry 18
Europeans rank external communication as the number one driver of company reputation.
Honesty with stakeholders was ranked relatively low, possibly reflecting a European expectation for honest behavior.
Europeans believe more strongly in external communications and serving customers and believe less that ethics and honesty is a reputation driver. Asia-Pacific respondents believe that honesty and governance drive reputation more than external communication.
= higher than total
= lower than total

18. Payoffs of Good Corporate Reputation
Attracting top talent is the biggest payoff of developing a good corporate reputation. Other perceived payoffs include the ability to attract new business and increased customer loyalty.
Total
Ability to attract and retain talented employees 1
Ability to attract new business/partners/acquisitions 2
Increased loyalty from customers/clients 3
Confidence the company will do the right thing 4
Ability to quickly recover from reputation problems 5
Better able to withstand economic ups and downs 6
Better relations with regulators/government 7
Higher share price than competitors 8
Ability to charge premium prices 9
SCORECARD
Latin America Confidence that company will do the right thing
Latin America/Asia Pacific Better relations with regulators/government
CEOs Confidence that company will do the right thing and a higher share price.
Other key payoffs include attracting new business and alliances and increased customer loyalty. Financial benefits such as higher share prices and ability to charge premium prices were the least likely benefits of a good corporate reputation.

19. Our Approach Client Charter Desired Business Results
Corporate Reputation Research
CEO Reputation Research
Corporate Brand Valuator
Fortune’s America’s Most Admired Companies
Fortune’s Global Most Admired Companies Reputation Index
Brand Asset Valuator (BAV)
Reputation Report Card
CEO Reputation Report Card
Culture Capital Assessment
Corporate Equity Analysis
Seasons of a CEO
Environmental Scan
Competitive Platform Analysis/Benchmarking
Client Charter
Desired Business Results
Current Reputation Scorecards
Insights
Analysis
Assessment
Results and Measurement
Creative Execution
Strategic Programming
Media Relations
CEO Dance Card
Investor Relations
Employee & Constituency Engagement
Web Communications
Corporate and Internal Advertising
Customized Training Programs
Corporate Social Responsibility
Corporate Identity
Vision and Values
CEO Platform Development
CEO’s First 100 Days
Integrated Communication
Strategy
Brand Definition
Thought Leadership
Stock Price/Market Share
Rankings & Scorecards
Feedback Analysis
Culture Quotient
Recruitment & Retention
Media Coverage/Penetration
Strategic Stakeholder
Messaging
Leadership Development
Rewards & Recognition
Crisis Preparedness
Measurement Planning
Foundation Consulting

20. CEO CAPITAL NORWAY 2005/2006

21. The Norwegian companies included in the study

22. Who are the respondents?
100
Investorer 90
Government officials
Journalister Media 80 70
Investors 60
Analytikere/ Meglere
The only survey in Norway measuring reputation amongst Business Influentials
Business journalists 50 40
Toppledere
Financial analysts 30 20
Executives 10
Source: Burson-Marsteller og Research International Topplederundersøkelse 2005 3

23. Who are not the respondents?

24. The power of reputation
A good reputation is a rapidly increasing success factor in today's society
The power of reputation
Sum up
CEO Reputation
is responsible for
47 %
of a
Company Reputation
which influences
Profitability
- Share price
Revenue
Turnover
Other factors
- Alliance/ merger partner
- Recruiting and retaining
- Power
In business
Politically
Kilde: Burson- Marsteller analyse; Burson-Marsteller/ Economist Global CEO Capital, 2005

25. What is the most important driver when deciding to invest in a company?

26. Quality of leadership and ability to adjust to change is the most important drivers when investing in companies
What is most important when deciding to invest in a company?
Leadership 48
2005
2003 40
Adjust to change 47 25
Quality of products
and services 38 38 38
Credibility 42
Financial situation 31
A trusted and good management is more important than financial situation 25 29
Innovation 13
Specific skills or technology 28 17
Ability to recruit and retain 27 26 21
Loyal customers 29
Strong brand 16 22
Financial track record 14 23
Environmental focus 10 11
Social responsibility 8 12 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Data: Tall i % av base: 135/88. Figuren viser andelen som har svart på en 10-delt skala for betydning for valg
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

27. In addition, the CEO reputation affects other key success factors for the company…
To what extend does your opinion of a CEO affect your will to.....
2005
2003 76
Recommended as a alliance/merger partner 70 74
Believe in company despite negative media coverage 34 71
Potential employer 69 70
Buy stocks in the company 72
Believe in company despite share price develops below index 61 62 46
Be informed of company's development 39 34
Buy company's products and services 24 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Tall i % av base: 135/88. Figuren viser andelen som har
svart 7-10 på en 10-delt skala for grad av påvirkning
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

28. Is there a correlation between the CEOs reputation and the company's reputation?

29. There is a strong correlation between the CEO and the company reputation
The correlation proves that the trust in the CEO is crucial for a company’s reputation
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

30. Big changes in companies reputation since 2003 shows that the reputation is in motion
100
Reputation is easily broken down in a crisis, but the reputation may be restored within 2 years 75
Company reputation 50 25 25 50 75
100
CEO Capital
Tall i % av base generelt inntrykk: 90. Figuren viser andelen som har svart 7-10 på en 10-delt skala for tillit (x-aksen) og andelen som har svart 7-10 på en 10-delt skala for inntrykk (y-aksen)
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

31. Reputation recovery is possible, but demands focus
Average in years
2,2
3,2
Norway
2005
Global
0,5 1
1,5 2
2,5 3
3,5 4
Comparison of the two studies shows that the time to recover the reputation is shorter in Norway than globally
Årsaker kan være:
Det har skjedd en generell styrking av norske selskapers omdømme i 2005
Norske selskaper har høy troverdighet blant beslutningstakerne
Beslutningstakerne vil at norske selskaper skal ta etikk på alvor, ref. etikk krav viktigst i Norge
Data: Tall i % av base: Norge 107 som har svart, Globalt: Ca 600
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

32. What measures must be taken to build reputation?

33. To build and sustain a company's reputation, the focus must be on ethics, good leadership and results…
Ethics 87
2005
Trust in CEO 79
Financial results 79
Quality products and services 78
Customer focused 76
Attracts and retain good employees 74
Communicates effectively externally
The focus on ethics is very high in Norway compared to the global and European results 73
Adjust to change 71
Corporate governance 66
Innovative 64
Social responsibility 55
Industry leading 54
A good place to work 53
Environmental 52
Stakeholder openness 52
Communicates effectively internally 49
Company size 14
Global company 12 20 40 60 80
100
Data: Tall i % av base: 135. Figuren viser andelen som har svart 5-6 på en 6-delt skala for viktighet
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

34. … the same criteria is also the most important to build and sustain a CEOs reputation
How important is it for your trust in the CEO that…
Sets high ethical standards 71
2005
2003 62
Creates good financial results 66 58
Have a good management team 63 60
When the company reputation and the CEOs reputation depends on the same criteria, it shows how the company and the CEO is identified with each other
Have the ability to adjust to changes 62 54
Manage crisis in a credible way 58 50
Turn company's strategies into action 57 60
Informs of company's strategies and visions to employees 53 52
Handles the media in a credible way 38 44
Focuses on customer relations 38
En toppleder må forstå sin rolle og sitt ansvar- core values- lederens core values-
Krever identifikasjon 38
Retain and develops employees 36 37
Informs of company's strategies and visions externally 31 29
Focuses on social responsibility 30 22 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100 %
Base: Tall i % av base: 135/88. Figuren viser andelen som har svart på en 10-delt skala for viktighet
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

35. Business newspapers are the most important communication channel for CEOs and companies
Fra hvilke kilder lærer du mest om toppledere?
TV, radio and the internet has become more important as a reputation communication channel the last two years due to a rapidly increasing focus in business news
In addition, conferences, seminars and other meeting arenas has increased in importance
Data: Tall i % av base: 135/88. Figuren viser kilder
der man lærer mest om den enkelte toppleder
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

36. To build trust, a CEO must show the ability to take action within the first 6-8 months in the position…
Tall i % av base: 135/88
Months
Tall i parentes: antall måneders endring fra 2003
…to acquire the trust of the employees
7 months (0)
…to establish good relations for the company
10 months (0)
…to improve the financial results
17 months (+1)
…to attract a management team with the right competence
7 months (-1)
…to establish the company's visions and strategies going forward
8 months (+1)
…to turn a negative trend around
15 months (+1)
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

37. Do you believe that the chairboard fires their CEOs too fast?
The demands for the CEO ability to take action and show results are increasing
Do you believe that the chairboard fires their CEOs too fast?
2003
In time
2005
In time
32%
55%
Too early
Too late
49%
16%
Too early
16%
Too late
30%
Data: Tall i % av base: 135/88
Twice as many business influentials than in 2003 believes that CEOs should be fired earlier
The percentage that believe the CEO should be given more time is down from 49% to 16%
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

38. Zooming in on Norway's 2nd largest company
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

39. Hydro has the best reputation amongst business influentials
Company reputation
Hydro 88
2005
2003 79 78 50 78 27 72 73
Hydro on top
Potential reasons:
Good results
Strong management
High ethical standards
High profile years 72 69 60 56 24 53 28 46 42 41 39 33 12 27 78 25 16 13 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Data: Tall i % av base inntrykk: 135/88. Figuren viser andelen som har
svart 7-10 på en 10-delt skala for inntrykk
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

40. Hydro has a solid and evenly divided trust amongst key stakeholders
Company reputation – divided by stakeholders
Investors
Analysts
Journalists
Executives
Government
100 79 90 93 81 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Hydro
Investors have full confidence in Hydro, but Hydro should strengthen its position amongst governmental officials and analysts
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

41. The Hydro CEOs reputation is the second highest amongst the measured companies
Trust in CEO
Data: Tall i % av base: 135/88. Figuren viser andelen som har
svart 7-10 på en 10-delt skala for inntrykk 92 91 73 71 68 66 65 52 37 35 33 31 79 55 49 58 27 48 75 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2005
Hydro
2003
Eivind Reiten is amongst the countries most trusted leaders and has increased the trust the last two years
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

42. The trust in the Hydro CEO varies more amongst the business influentials than of the company
Trust in CEO- Divided by stakeholders
100 94 90 92 86
70%
80%
90%
100%
Hydro
Investors
Analysts
Journalists
Executives
Government
Eivind Reiten has a higher trust amongst analysts than the company itself (79% vs. 94%)
Media and governmental officials has the lowest trust amongst stakeholders
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

43. Trust in CEO and company reputation in 2003
Korrelasjonsområde
Svært godt
Hydro
Hydro had a high trust in both CEO and in company in 2003
Inntrykk
av selskap
Svært dårlig
Tillit til toppleder
Svært lav
Svært høy
Tall i % av base : 88. Figuren viser andelen som har svart 7-10 på en 10-delt
skala for tillit (x-aksen) og andelen som har svart 7-10 på en 10-delt skala for inntrykk (y-aksen)
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

44. Trust in CEO and Hydros reputation has increased further from 2003 to 2005
Korrelasjonsområde
Hydro
Hydro is number one
Danger- The only way is down
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

45. That’s all folks!
Applause

46. Back up

47. Corporate Reputation
“In today’s world, where ideas are increasingly displacing the physical in the production of economic value, competition for reputation becomes a significant driving force, propelling our economy forward.”
Alan Greenspan
Federal Reserve Chairman

48. Hydros toppleder har meget høy kjennskap
blant norske beslutningstakere
Kjennskap til toppleder
2005
2003
Hydro
Vår analyse viser at kjennskap er en forutsetning for topplederens tillit
Data: Tall i % av base : 135/88. Figuren viser andelen som har svart
kjenner svært godt/lite grann til
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

49. Myndigheter og journalister har best kjennskap til Hydros toppleder
Kjennskap til toppleder- fordelt på målgrupper
100%
Investor 97 97
Megler/analytiker
Journalist
Toppleder 92
Myndighet 90
90%
Hydro har lavest kjennskap blant meglere/ analytikere, og forholdsvis lav hos investorer og andre ledere 84
80%
70%
Hydro
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

50. Tilliten til toppleder versus kjennskap til toppleder
Tillit til toppleder og kjennskap til toppleder - fordelt på målgrupper
Investor
Megler/analytiker
Journalist
Toppleder
Myndighet
Godt samsvar mellom kjennskap og tillit
Norske myndigheter har lavere tillit enn kjennskap til Reiten , mens det er omvendt for meglere og analytikere
( de som kjenner han gir han gøy tillit)
Kjennskap
Tillit
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

51. Hydros omdømme viser en solid oppadgående trend fra 2001-2005
100
Tall i % av base inntrykk: 135. Figuren viser andelen som har svart 7-10 på en 10-delt
skala for tillit (x-aksen) og andelen som har svart 7-10 på en 10-delt skala for inntrykk (y-aksen)
Inntrykk
av selsk.
Tillit til toppleder
Hydro 2005
Svært
godt
Svært dårlig
Svært lav
Svært høy
Hydro 2003
Hydro 2001 90 80 70 60 50 40 30 20 10 10 20 30 40 50 60 70 80 90
100
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

52. Hva tar vi med oss videre…
Hydros omdømme helt på topp
” The only way is down”
Tilliten til Hydros toppleder Eivind Reiten er forholdsvis ujevnt blant beslutningstakerne
Hydro bør fokusere mer på kommunikasjon mot myndigheter og media
Hydro kan fokusere mer på kommunikasjonen mot analytikere
* Kilde: Burson-Marsteller og Research International Topplederundersøkelse 2005

53. Management Team Reputation
Six out of ten worldwide business influentials (60%) believe the reputation of the executive management team is more important now than it was two years ago.
Importance of Executive Management Team Vs. Two Years Ago

54. Selskapets omdømme blir stadig viktigere, og tillit til toppleder er nå avgjørende for selskapets omdømme...
Hvor stor betydning har tilliten til en toppleder for din oppfatning av selskapet
Vår globale undersøkelse viser at topplederen utgjør 47% av selskapets omdømme
* Kilde: Den globale undersøkelsen CEO Capital laget av Burson-Marsteller og The Economist (EIU), gjennomført høsten 2005

55. Who Wants to Be CEO?

56. Who Wants to Be CEO? Total Eur. NA A/P LA 46% 40% 36% 49% 73% 54 60 64
A majority (54%) of global business influentials do not want to be CEO.
Europeans (60%) and North Americans (64%) are less likely to want the job and Latin Americans are the most eager.
Total
Eur. NA
A/P LA
Want to Be CEO
46%
40%
36%
49%
73%
Do NOT Want to Be CEO 54 60 64 51 27
= higher than total
= lower than total

57. Why Want to Be CEO?
Global business influentials believe solving complex problems is the most enjoyable part of being CEO. The top five reasons for wanting to be CEO reflect the desire to be involved in running the business at the deepest level.
Rank*
Enjoy complex problem-solving 1
Directly affect the business 2
Implement my ideas 3
Help company go from good to great 4
Build a company to last 5
Make a difference in the world 6
Build future leaders 7
Contribute to employee well-being 8
Earn generous compensation 9
Reach the pinnacle of my career 10
Serve in a prestigious position 11
SCORECARD
Latin America Enjoy complex problem-solving
Executives/ Financial Analysts Can directly affect the business
Media/Government Can directly affect the business
Media Get to build leaders
Compensation is generous
The other top enjoyable tasks relate to contributing to the growth of the business. Compensation and prestige are the least important to influentials in all regions.
* Does not include CEO responses

58. Why Want to Be CEO?
Business influentials of all regions believe solving complex problems is the most enjoyable part of being CEO. Compensation and prestige are the least important factors to influentials, regardless of region.
Total*
Eur.*
NA*
A/P*
LA*
Enjoy complex problem-solving 1
Directly affect the business 2
Implement my ideas 3 4
Help company go from good to great
Build a company to last 5 6
Make a difference in the world 7
Build future leaders 9
Contribute to employee well-being 8
Earn generous compensation
Reach the pinnacle of my career 10 11
Serve in a prestigious position
* Does not include CEO responses
= higher than total
= lower than total

59. Why Not Want to Be CEO?
The biggest concern about being CEO is the lack of work/life balance. Other prevalent concerns are the quarterly earnings focus, general stress and public scrutiny.
Rank*
Too little work/life balance 1
Too much focus on quarterly earnings 2
Too much stress 3
Too much public scrutiny 4
Sarbanes-Oxley and other regulations 5
Too much pressure to reduce costs 6
Difficulty attracting and retaining talent 7
Too many stakeholder demands 8
Excessive media scrutiny 9
Too much travel 10
Too much board oversight 11
Overly competitive business environment 12
Diminished authority 13
Compensation not worth the effort 14
SCORECARD
North America/Europe Sarbanes-Oxley/ Regulations
Asia Pacific/Latin America Sarbanes-Oxley/ Regulations
Europe Too much pressure to cut costs
CEOs Work/life balance and public scrutiny
Attract and retain talent
* Does not include CEO responses

60. Why Not Want to Be CEO?
For all four regions, lack of work/life balance tops the list for reasons to not want to be CEO. Other prevalent concerns are the focus on quarterly earnings, general stress and public scrutiny.
Total*
Eur.*
NA*
A/P*
LA*
Too little work/life balance 1
Too much focus on quarterly earnings 2 3 4
Too much stress
Too much public scrutiny
Sarbanes-Oxley and other regulations 5 6 7 9
Too much pressure to reduce costs 8
Difficulty attracting and retaining talent
Too many stakeholder demands
Excessive media scrutiny 10
Too much travel 14
Too much board oversight 11
Overly competitive business environment 12 13
Diminished authority
Compensation not worth the effort
* Does not include CEO responses
= higher than total
= lower than total

61. CEO Reputation payoff in Europe
Influentials in Europe report that CEO reputation has the greatest influence on their likelihood to listen to what a CEO has to say and recommend the company as the preferred partner.
Total
Eur NA
A/P LA
Pay attention to what a CEO has to say 1 2
Recommend company as good alliance/merger partner 3 4
Give a company more time to succeed 5
Maintain confidence in company when share price lags 7
Buy stock in a company 6
Believe a company under pressure from the media 8
Recommend a company as a good place to work
Recommend a company’s stock
Prefer a company’s products and services 9
= higher than total
= lower than total

62. Profitability Vs. Social Responsibility
Global business influentials believe that 74% of a company’s responsibility is to make a profit and 26% is to advance societal interest. The debate over profit vs. corporate responsibility continues to be hotly discussed in the media.*
Profit Vs. Societal Interest
Profit
Societal interest
* “Social Responsibility: Do The Right Thing,” BusinessWeek, 15 August 2005