MyCIMA

Corruption - Creating the Ethical Spine

Replies : 7

As the new Bribery Bill moves towards enactment in Parliament, it is a good time to consider the role of accountants in wrestling back their rightful ethical position in business.

During 2009, I have been part of CIMA's Round table on ethics in business and my article in this month's Financial Management - Backbones vs Backhanders - (Page 13) sums up my proposals on the part that accountants (especially management accountants) can play.

I argue that very little "grand corruption" takes place without accountants being involved. This may sound harsh, but professional accountants and their professional training are not always put to good use.

Accountants are professionals -but, accountants should be seen as the ethical backbone of companies and all organisations in which they work. The ethical responsibilities of accountants are crucial. Any organisation with a chartered management accountant on their Board or in senior management should be seen as an ethical organisation. But, from Enron onwards, the accounting profession has suffered some serious brand problems. This can be rectified but it will take real actions to make good.

I propose seven steps that should be taken to wrestle the high ground back for accountants - to again become the ethical backbone of business and organisations. 

I welcome the views of accounting colleagues.

For all.

Peter Drucker wrote in 1973, “But there neither is a separate ethics of business, nor is one needed”. He also pointed out, “Men and women do not acquire exemption from ordinary rules of personal behaviour because of their work or job”. “The first responsibility of a professional was spelled out clearly 2500 years ago, by Hippocrates – above all, not knowingly to do harm (primum non nocere)” . The FRC’s UK Code of Corporate Governance is specific; the Board of Directors are collectively responsible for the running of the business through its policies and procedures. In its supplementary document on Internal Control (www.frc.org.uk/corporate/internalcontrol.cfm it is referred to as the Turnbull guidance) paragraph 19 in addition to policies and procedures continues with tasks, behaviours and other aspects of a company “taken together”, in other words there are no exemptions ‘to control’ in a system of ‘internal control’.  What is the behaviour of people fulfilling their work responsibilities? What is managements ‘responsibility’ for the work performed including themselves?  I find it strange that SOX Sect 406 requires disclosure as to whether the entity has a ‘code of ethics’ or not with reason, for its senior financial officer but no one else.  Could someone in CIMA Council or Executive explain why it is not, in pursuit of ‘corporate (organisational) integrity? At work ‘we’ become part of an organisation.  To add to the list of where the UK has ‘been silent’ on ‘anti-corruption’ there is, “Principle 10: Business should work against all forms of corruption, including extortion and bribery. Global Compact as initiated by Kofi Annan 2000”  Leadership is an ‘open characteristic’, not even reserved for those with titles and defined responsiblities but also for those that will speak out and question, why? Real leadership is when these people are listened too and not chastised for having spoken up.  Regards, Cliff Moggs.  PS. Sorry that there are no paragraphs...for me..the preview does not work.

Ethics as a part of Individual DNA or Corporate DNA

Strictly speaking Ethics is a subject which cannot be forced like the law of land. It is something which has to come from within an individual or to put it more precisely be a part of the DNA of an individual. Extending the same analogy Ethics has to be a part of the overall DNA of an organisation. Let everything and everyone be transparent in their dealings and the organisation be reflective of the Ethical principles which it speaks of. But how often do we come across such organisation which strictly do adhere to the ethical principals which it claims to be a follower of. To my view just making codes of Ethics will not yield much of the result unless people arise and awaken to the thought that doing something unethical is going to be detrimental of the long term survival of the organisation itself.

 

Ethics in the Modern Business World

Of course, you can take a horse to the water and you cannot make him drink.  Unfortunately, many of the scandals of recent years were perpetrated by the chiefs of the companies, themselves. 

The notorious late Robert Maxwell, head of the Mirror Group, who helped himself to Pension Funds, famously said, "It is not about how wealthy you are, it is about how much credit you can get."

This sums up the ethical dilemma nicely.  As we now all know, Maxwell's "investments" were propped up by loans to pay off loans, to pay off other loans taken out to pay off even more loans and disguised a massive black hole.

At least with an ethical code, people like Robert Maxwell, or Madoff, king of the Ponzi schemes that rocked Amercia. would need to formally explain in their annual statements why no independent stakeholder was auditing him, or draw attention to themselves; the last thing they would want to do!

The assumption can no longer hold that some people are not accountable to anyone.

 

Ethics

Well i believe it all comes from what an individual is and/or what he really wants.Ethics can only be written down for proffesional accountants but can not be enforced upon an them if they decide not to comply.Its what a person is on the inside that makes him what he is on the outside.If you are a thief its simple you are a thief! Ethics can only help pave and direct one's way not change one's character and personality

Ethics

I agree with Kagiso Mosotho. It's  character & personality which will make a person ethical or unethical. But the law can change the odds with stick and carrots. Almost all the professional accounting institutes have stricter compliance clauses where in the members are expected to follow the ethical route.

What is the purpose of the organisation?

Perhaps the unity of the organisation, working together for the known purpose provides an expectation. Does anyone really want to be out of step?

What are the consequences of not being part of the team?

Best regards

Cliff Moggs

What is the purpose of the organisation? new

No amount of written code of conducts or mission statements can guarantee adherence to perceived organizational/industry ethics or unity of an organization.

 Direction and adherence needs to come from the top; this is not the case as recent events shows that failure mainly stems from the leaders of organizations. 

Major risk here is a culture of organization leaders getting away unpunished for abuse of power and trust and banks being bailed out by tax payers and still allowed to carry on with same inattentive bonus culture being passed on to future generations of leaders. 

“What is an organization?” A unit/entity that acknowledges that its role in the society it operates goes beyond profit making and accepts it’s impact on the lives of not just it’s stakeholders but on humanity - which encompass the environment within which it operates. The days of profit maxisation as the main goal of organizations are coming to an end. Profit should be defined as not just financial gains but also value adding to society.

 

Best Regards

Ilori