ETİK Masallar , Destanlar , Şirketler ve Etik Zekâ
Evvel
zaman içinde , bir kavak ağacının dalında , karga ağzında çok sevdiği kocaman bir peynir parçası ile oturmaktaymış . Karga , peyniri midesine indirmek üzereymiş ki , oradan geçmekte olan kurnaz tilki , kargayı kandırıp , ağzındaki peyniri alabilmek için söze başlamış : “ Sevgili karga bugün ne kadar da güzelsin , sesin de çok güzelmiş , herkes bunu konuşuyor , ben de bunca yolu senin sesini duyabilmek için geldim ”. Bu güzel
24 sözleri duyan karga hemen kendini ispat etme sevdasına düşmüş ve “ Madem öyle hemen senin için güzel bir şarkı söylerim ” demiş . Bunu söylemek için ağzını açar açmaz , kocaman peynir parçasını da ağzından düşürmüş . Kurnaz tilki hemen düşen peynir parçasını alıp , gülerek kaçmış .
Görsel www . shutterstock . com sitesinden alınmıştır .
ULUSLARARASI
wield could raise corruption risks. This could arise throu-
gh the leverage that such conglomerates can exert when it
comes to local prosperity and employment, enabling them
to demand special conditions from local and national gover-
nments. These could relate to financial advantages such as
tax privileges, or preferential terms for permits or licences
that will induce the conglomerate to keep operating in cer-
tain cities or regions. Examples of such behaviours abound
in countries where multinationals have already paved the
way with such requests. To expect highly powerful conglo-
merates to act with impeccable ethical standards at all ti-
mes and throughout their operations would be naïve. Good
governance, robust anti-bribery laws and effectively imple-
mented anti-corruption compliance standards are therefo-
re essential to hold such organisations to account.
• Antitrust issues seem to have been less of a concern to
competition authorities compared to horizontal risks - at
least so far - but this may change if vertical integration be-
comes more common and hinders competition.
Special treatment for strategic industries?
48
Political considerations about what is a key or strategic in-
dustry post-covid-19 might change in response to lessons
Message to CEOs: don’t assume that an SOE
that was previously privately held still has
the same ethical standards in government
hands – you may be in for a rude and costly
awakening
learned from weaknesses in public health systems, supply
chains and procuring essential goods. Experience shows
that strategic industries often enjoy a proximity to gover-
nments that can be unhealthy when it comes to transpa-
rency, bribery risks and competition. The use of lobbyists
by strategic industries can also raise additional challenges.
Due diligence, robust procedures and good advice on how
to handle potential risks will be invaluable.
A perfect storm is best weathered together
It almost goes without saying that increased vertical integ-
ration with an SOE at the top of the chain in a newly desig-
nated strategic sector would be the perfect anti-corruption
compliance storm. It may or may not be a realistic scenario.
But before compliance goes under and is drowned in such a
tempest, there are opportunities for anti-corruption comp-
49
liance in whatever the new economic
reality turns out to be.
One such opportunity is Collective
Action. In an economic tight spot,
the need for cost-effective solutions
to compliance issues is more pres-
sing than ever. Anti-corruption Col-
lective Action not only between the
private sector and governments, but
also between private sector actors
themselves, can offer opportunities
to address issues of common interest
in a cost-effective and pragmatic way.
Obvious issues that are best tackled
together could be identifying and eli-
minating new risks from new ways of
working, or sharing ideas on the best
training practices for a weakened
supply chain. For examples and ad-
vice on this area, the Basel Institute
hosts the B20 Collective Action Hub
and offers free advice on anti-corrup-
tion Collective Action.
After the storm
The covid-19 pandemic has destro-
yed lives and livelihoods around the
world, and will continue to do so in
the future. Yet companies can also
take the post-covid world as an op-
portunity not just to start operating
at full power once more but to recon-
sider how they do business and how
their anti-corruption and compliance
programmes fit into this new world
order. Establishing a strong, ethical-
ly based culture to develop business
and enter new markets will be an in-
vestment worth making.
The Basel Institute, one of TEİD the
Ethics and Reputation Society’s main
international stakeholders for many
years, has worked with companies
and other organisations of all sizes,
sectors and from around the world
for almost 20 years to help prevent
or weather compliance and corrupti-
on crises. TEİD and the Basel Institu-
te work hand in hand for many years
in order to reach the same objective:
elevating the awareness on the ef-
fects of corruption and developing
tools to combat it in the private se-
ctor to create fair and clean market
conditions for companies, leveling
the playing field in the private sector
by making business ethics principles
the “corner stone” of each and every
company, strengthening individual
initiatives by gathering around in-
dustry-oriented CAIs and building
alliances against corruption with
the participation of MNCs and their
third-parties.
We know how hard it is for organisa-
tions to be under immense pressure,
juggling multiple issues while wor-
king to stay in business and regain
customers in the face of fierce com-
petition. And we know that comp-
liance officers are going to have a
challenging time keeping their com-
pany’s integrity and anti-corruption
compliance steady against the wind
and waves of the post-covid wor-
ld. Whatever the future holds – and
we’re still being told that the only
certainty is uncertainty – the need
for good compliance officers with
pragmatic and solid approaches will
remain.