>> MIM Speaks
FORGING A NEW BUSINESS CULTURE
JAN 17, 1999 -
THE STAR
THE corporate world is undergoing rapid change, the sort of
change that forces managers to play a vital and crucial role
at the very centre, more often than not of totally unfamiliar
situations.
It does not require any profound perception to know that the
good old days of management-based paternalism, the arrogant
use of power, and public-be-damned attitude, are well and
truly over.
Today's managers perform in a continually changing social,
political, economic and technological environment, with all
the attendant implications and complications.
They are no longer manning little trading outposts along the
Rejang or the Perak river. They are, whether they know it or
not, managing change.
One of the most pressing current issues facing managers is
business ethics, a subject that is attracting a great deal of
world attention, largely as a result of heightened public
awareness that bad governance, whether in the corporate or
public sector, contributes directly to corruption.
All of us should be concerned about its impact on humanitarian
ethical and utilitarian values.
There is ample evidence that corruption distorts development
undermines and compromises a society's integrity, and disrupts
market operations, and in the process deprives ordinary
citizens of those benefits that should properly accrue to
them.
What can we do to confront the issue?
We need to begin by closing windows of opportunity for
corruption, and this can best be done by examining and
reviewing the existing legal framework, systems, and practices
to make them more effective and transparent.
This is crucial not only from the point of view of improving
business confidence, but also that of ensuring the system is
not open to abuse.
The private sector, often portrayed as the aggrieved party in
dealings with government regulatory bodies, must play its part
in developing a sustainable business climate which makes it
possible to conduct business without bribery.
It must put its own house in order, for example, by adopting
voluntary codes of conduct and, better still, developing and
adopting a national code of business ethics specifically
prohibiting bribery.
In this connection, it should look seriously at. what
transparency International, the global coalition against
corruption, calls an "Integrity Pact" which simply means that
all parties bidding for contracts sign an undertaking not to
pay bribes.
Any breach of this pledge will render the offending party
ineligible for participation in any future bid.
I know this is an idea many businessmen shy away from. But a
commitment to such a pact as part of a national code of.
business ethics offers great benefits, in that the cost of
doing business, without bribery, is much less than it would
otherwise be.
The corporate sector should go a step further and pressure the
Government to become either a signatory to the OECD Convention
which criminalises both domestic and foreign bribery or adopt
similar national legislation.
This will have the effect of sending a clear signal to our
foreign trading partners, in particular, that bribery in any
shape or form, is not permissible in our country.
While there is a need for voluntary codes of conduct for the
"regulation", if you like, of business transactions, they
should go beyond the mere mechanical regulation of corporate
business behaviour.
Let me highlight what I consider to be some of the Most
important components of an effective code of business ethics:
1. A code of ethics or conduct involves a voluntary commitment
to "best practice" - a public declaration, no less, of what
you and your organization stand for.
I should go so far as to suggest a code like the national
constitution; its integrity must never be neutralised.
2. A code is as good as the people who operate it, allowing
for the fact that all too often, you have to rely on the
honour system to see you through.
Although, in reality, a code, if left to its own devices, is
nothing more than an article of faith, it can, however, become
an important tool for securing compliance by putting in place,
where appropriate, monitoring mechanisms and other management
systems.
Last, but not least, there is the need to recognise the place
of transparency and accountability in the business equation.
Needless to say, other equally important ingredients, such as
trusteeship and stewardship, form the cornerstone of personal
and corporate integrity systems. These are not bargaining
chips and are non-negotiable.
A typical "best practice" code of conduct sets out to clarify
a company's policies which aim, primarily, to protect the
company, its directors and employees from unethical or corrupt
business practices.
For example, directors and employees who have dealings with
customers, suppliers and others must act in the sole
interests, and to the sole advantage, of the company, to the
exclusion of any consideration of personal advantage, bearing
in mind always the absolute importance of complying with the
laws of the country.
All concerned must realise that the code is there not only to
protect the interests of the company but theirs as well.
The private sector, I am sad to say is by and large
opportunistic and takes its cue from the social economic and
political environment in which it operates.
That having been said, it can make a significant contribution
to the general good.
Peter Eigen, President of Transparency International, speaking
at the 8th International Anti-Corruption Conference in 1997,
in Lima, Peru, argued that while it is governments that have a
formal responsibility to reform national and international
integrity systems, "the private sector has a unique input to
make."
"It is the dominant engine of the economy, and an effective
anti-corruption campaign can hardly be sustained against the
opposition of the corporate community."
Let no one, therefore, underestimate the power for good that
the private sector can wield.
It is extremely encouraging that the private sector in our
country is beginning to be concerned about the colossal damage
done to our national economy and prestige by corruption, a
word defined by Transparency International as the "abuse of
entrusted power for private profit."
The corporate sector is not exempt from excesses bordering on
the criminal, and the Tun Hussein Onn Renewal Awards programme
reinforces, in a spectacularly unambiguous manner, our
collective concerns about declining standards of personal and
public behaviour.
Many of these anxieties come within the general scope of our
discussion on what constitutes good corporate governance.
No discussion on Malaysian corporate governance is complete
without reference to the present economic turmoil, and role,
if that is the right word, of the corporate sector in bringing
about the collapse of our economic and financial base.
There can be no argument that in the euphoria of the perceived
unstoppable growth, and driven by greed, the private sector
embraced the culture of the casino, with totally predictable
results.
Traditional prudence was thrown to the winds; banks competed
to lend, as if there was no tomorrow, on criteria that would
have made a Chettier of old blush.
The current economic turmoil should be looked at in positive
terms. It provides a compelling need for introspection, for a
thorough self-examination of what has gone so badly wrong with
our economic management.
This is a time to ask all the right questions, however
difficult it might be, and to try and find, at least, some of
the real answers to our problems and stop blaming Mr Soros and
others of his ilk.
We must accept that external forces, while influential, are
only as strong as our internal weaknesses.
This is also a time to challenge operating systems, policies
and procedures hitherto accepted at face value.
The globalisation of the economy, which demands greater
transparency and accountability in government and private
sector transactions, leaves us with no choice but to adopt
"best practices" in economic and financial management.
What do we mean by "best practices"? Nothing more than putting
in place measures that help strengthen the economy, such as
full disclosures by banking and other business institutions of
all relevant information so that the public can make informed
judgments, and decisions on matters that affect their ringgit,
and, for good measure, a clear understanding of what
international institutional, as well as domestic investors,
expect and want from the companies in which they invest.
Clearly, easy access to information that has public interest
implications, is a paramount prerequisite of good governance.
Equally important from the investors' point of view is
adherence on our part to the twin pillars of an integrity
system, namely transparency and accountability.
The effects of a perceived neglect of transparency and
accountability in the way we have been managing our economic
and financial affairs in this region have been devastating, to
say the least.
What the investors have seen of our business culture has given
them neither the level of comfort nor the degree of confidence
they require for the protection of their investments in the
longer term.
The Secretary-General of the Malaysian Institute of Corporate
Governance, Khadijah Abdullah, said of Malaysian business
ethics in a recent press statement: "In Malaysia, corporate
governance is mixed but generally it is bad."
Just as it is no longer acceptable for the Government to award
privatisation projects on a negotiated basis behind closed
doors, it is equally no longer acceptable for the corporate
sector to disregard the needs and legitimate concerns of the
society in which it operates.
For the overwhelming majority or us, we do not want more of
the same; we want a new business culture that is grounded in
moral and spiritual excellency that we have a right to, expect
in a civilised and caring democratic Malaysia.
We want to see ourselves as a nation that can scale the
Everest of integrity.
We want foreigners to see us as a nation that conducts our
national political, economic and social affairs with
transparency and accountability. Only then will the slogan
Malaysia Boleh ring true.
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