INmagazine Sayı 18 - Page 50

ETİK Masallar , Destanlar , Şirketler ve Etik Zekâ

Yazı : Av . Kemal Altuğ Özgün - Astellas
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.