Contraloría

Ética y Responsabilidad Corporativa

Good people do not need laws to tell them to act responsibly, while bad people will find a way

around the laws.

Platón

Responsabilidad corporativa

Contabilidad creativa

“Y este es nuestro Departamento de Contabilidad Experimental”

Mala percepción

Escándalos Internacionales

Enron Enemy Evidence Epitaph Expletive

Prácticas contables

¡Ganamos veinte

millones de

dólares hoy!

¡Me encantan las prácticas

contables de Qwest!

¿A dónde nos llevan los escándalos corporativos?

¿Cómo pudo suceder?

Values http://www.youtube.com/watch?v=pBUGOa9kIoY promo http://www.youtube.com/watch?v=pboh1SFk6TM Se la creían http://www.youtube.com/watch?v=MG3zfOMIBMc

Enron: The Smartest Guys in the Room

Conozcamos la historia de los chicos más listos...

PRÓXIMA CLASE: How (un) ethical are you? Why good contacts do bad audits

¿Qué es ética?

¿Qué es ética?

Tiene que ver con los valores y el comportamiento humano sobre lo correcto

Es una parte de la filosofía que establece la naturaleza de los actos humanos Lo bueno, lo malo, lo justo

La ciencia del bien y del mal

Diferencia entre Acto humano y acto del Hombre

•Acto Humano• El que realiza con

pleno conocimiento y pleno consentimiento

•Acto del hombre• La respiración, el

latido

Existen dos.. Ética filosófica

Tiene como fundamento la razón Ética religiosa

Tiene como fundamento la revelación. La manifestación de Dios

“En el campo de la ética lo importante y difícil no es saber qué debemos

hacer, sino hacer lo que debemos”

¿Y la moral? Del latín moris costumbre Proviene de la calificación de la sociedad a determinadas

costumbres Hay valores morales que todas las sociedades han

compartido La moral proviene de diferentes sociedades

¿Porqué esta clase?

Formación Ser persona

Información Quehacer de la persona

“By propagating ideologically inspired amoral theories, business schools have actively freed their students from

any sense of moral responsibility.”

Academic Perspective

Sumantra Ghoshal London Business School

“Bad Management Theories are Destroying Good Management Practices”

The “Don’t” view of EthicsMoving beyond ComplianceIntegrating Business and Ethics

Enriching Business Ethics

A Call for EthicsFrom Corporations

& Academics

EnrichingBusiness Ethics

Preparing ManagersFor EthicsChallenges

The “Don’t” View of Ethics

The “Don’t” View of Ethics

Chuck Prince, CEO of Citigroup, and Douglas Peterson, CEO of Citibank-

Japan.Citigroup was forced to close asset management

services for wealthy clients in Japan. 2004

CEOs take Ethics SeriouslyIn the Land of the Rising Sun Citigroup’s pain and gain in Japan 2004 • Regulators tell Citigroup to close private

bank in Japan because control, particularly on money-laundering, too lax.

• Three executives, including Sir Deryck Maughan, chairman of Citigroup International, lose their jobs as a result of oversight problems in Japan.

• Douglas Peterson is made head of Citibank Japan.

• Citigroup winds down Cititrust and Banking Corporation, a trust bank subsidiary in Japan.

• Citigroup in controversy over government bond trades on the EuroMTS trading network. Investigated by up to seven national regulators, including Britain’s FSA. Charles Prince, Citigroup chief executive, flies to Japan to apologise to regulators.

2006 • Citigroup’s consumer credit business in

Japan takes a $489 million charge for increased settlements with customers and repositioning.

2007 • Citigroup forms separate holding

company and plans to double Japanese branches. Launches $10.1 billion agreed tender for 100 per cent of Nikko Cordial’s shares

According to Ethics Resource Center’s National Business Ethics Survey (NBES), almost all elements of formal ethics and compliance programs have been on the rise: Written standards of conduct – Up 19% from 1994-2005 Ethics training – Up 32% from 1994-2005 Mechanisms to seek ethics advice – Up 15% from 2000-2005 Processes to report misconduct anonymously – Up 7% since 2003 Discipline of employees who violate standards – Up 4% since 2003

The Compliance View…Necessary but not sufficient

Source: Ethics Resource Center, “2005 National Business Ethics Survey.” See www.ethics.org

… However, positive outcomes are largely unchanged: Employee observed misconduct – reported by 52% of

employees in 2005 Employee willingness to report misconduct Pressure for employees to compromise standards

The Compliance View…Necessary but not sufficient

Source: Ethics Resource Center, “2005 National Business Ethics Survey.” See www.ethics.org

The Separation Fallacy

Putting Business and Ethics Together

Purpose & Values

Stakeholder Relations

Societal Standards

From Compliance to Enterprise Ethics

Externally imposed standards Standard grow out of internal purpose

Concern for conformity to rules and the law

Concern with creating value for stakeholders

Less managerial discretion Responsible self-direction

Assumed motive of self-interest Assumes that most people want to do the right thing most of the time

Ethics as a constraint Ethics as an opportunity for leadership

Compliance(Rules only)

Enterprise Ethics(Values, Rules, & Strategy)

© R. Edward Freeman

Discussion

How can your functional area be integrated with the Enterprise Ethics view?

Examples of Compliance vs. Enterprise Issues by Functional Area

Functional Area Compliance View Enterprise Ethics

ViewMarketing Refrain from marketing

questionable products to children

Create uncommon customer and brand loyalty

Accounting Refrain from misreporting financial statements

Triple bottom line measures; Transparency; Principle Based Accounting

Finance Refrain from illegal means to increase shareholder value

Use analysis to create sustainable value for all stakeholders

Strategy Business as a zero sum game; winner take all

Unleash the power of values and purpose; Responsibility chain

Organizational Behavior

Refrain from infringing on employee rights

Creating environments for employees to give their best

You are a CEO of a well-respected consumer products manufacturing firm. One of your products is linked with six recent deaths. Media publicity has caused a consumer panic even though staff researchers and scientists find no problems with your product or your manufacturing process. Nevertheless, your market share in this product category has dropped from 37% to 7% in a matter of month. You need to decide what to do immediately.

How will you decide what to do?

What are the implications of your decision on the company brand, the supply chain, the shareholders, your employees?

Putting Business and Ethics Together Example:

Our Credo We believe our first responsibility is to the doctors, nurses and patients, to mothers and fathers and all others who use our products and

services. In meeting their needs everything we do must be of high quality.We must constantly strive to reduce our costs in order to maintain reasonable prices. Customers' orders must be serviced promptly

and accurately. Our suppliers and distributors must have an opportunity to make a fair profit.

We are responsible to our employees, the men and women who work with us throughout the world.Everyone must be considered as an individual. We must respect their dignity and recognize their merit.

They must have a sense of security in their jobs. Compensation must be fair and adequate, and working conditions clean, orderly and safe. We must be mindful of ways to help our employees fulfill their family responsibilities.

Employees must feel free to make suggestions and complaints. There must be equal opportunity for employment, development and advancement for those qualified. We must provide competent management,

and their actions must be just and ethical.

We are responsible to the communities in which we live and work and to the world community as well.We must be good citizens – support good works and charities and bear our fair share of taxes.

We must encourage civic improvements and better health and education. We must maintain in good order the property we are privileged to use, protecting the environment and natural resources.

Our final responsibility is to our stockholders.Business must make a sound profit. We must experiment with new ideas. Research must be carried on, innovative programs

developed and mistakes paid for. New equipment must be purchased, new facilities provided and new products launched. Reserves must be created to provide for adverse times.

When we operate according to these principles, the stockholders should realize a fair return.

Putting Business and Ethics Together Example:Johnson & Johnson

Source: Johnson & Johnson Credo. See www.jnj.com for further history and information

Enron

Caso 1 John, a young chartered accountant and one of a number

of internal auditors working for a large organisation, has been assigned a range of specific projects in the last 12 months. John's role in these projects has been to complete a specific work program and draft a report for review by Adam Smith.

Facts of the Case In completing the work program, John finds a number of items that concern him. The audit programs don't require follow up or investigation of these items; however John can't help himself. He believes in his role as internal auditor and proceeds to investigate the items. The items of concern relate to inventory controls and cash. John aims to find out the facts before raising the matter further with Adam Smith. John documents his findings. At a workshop inspection, he notices that controls over inventory requisitions are poor, leading to serious concerns over the accuracy of financial records. Although the organisation is large, the potential for material differences worries John. During another audit, he finds cash records are incomplete and funds missing. John raises his findings with the individual responsible who is unable to provide a satisfactory explanation. John completes his draft report ready for Adam's review. Adam is disturbed by John's findings and is unhappy with John for pursuing items outside of the audit program. Adam tells John not to concern himself further with the matters he found and that he (Adam) will take the appropriate action. In the draft monthly report of audit activity prepared for senior management, John notices that Adam has not raised his findings at all. Concerned at the omission, John confronts Adam who reminds him of the earlier discussion. John is uncertain of what his next steps should be.

Preguntas Lavado de Dinero 1. ¿Qué se entiende por lavado de dinero? 2. ¿Qué daños causa o puede causar el lavado de dinero? 3. ¿Sobre quiénes recae la mayor responsabilidad de combatir el lavado de dinero? 4. ¿Cuáles son las principales organizaciones a nivel mundial que trabajan para asegurar la

estabilidad e integridad del sistema financiero internacional? 5. ¿Pueden las Instituciones de Estudios Superiores contribuir al combate del lavado de dinero? 6. ¿Por qué los centros financieros offshore se convierten en un mecanismo importante para el

lavado de dinero? 7. Existe alguna relación entre globalización y lavado de dinero? 8. Identifique algunas de las áreas de negocios que podrían ser vehículos para el lavado de

dinero. 9. ¿El limitarse a cumplir lo mínimo indispensable de los controles financieros, puede convertirse

en ocasión de lavado de dinero? 10. Identifique algunas de las estrategias que se han implantado en México y en el mundo para

frenar el lavado de dinero. 11. ¿Sabe que cualquier empresa tiene sistemas que podrían ser la entrada de operaciones

ilícitas? 12. ¿Cuáles son algunas de las técnicas utilizadas para el lavado de dinero?