|The following are selected extracts|
When Arthur T. Porter blew into Montreal to run the McGill University Health Centre in 2004, a well-spoken, deal-making whirlwind touched down on the city.
The oncologist deftly worked the city’s cocktail party circuit, forging close ties with some of Quebec’s most influential people and securing several high-profile private- and public-sector positions: landing a spot on the board of Air Canada; forging relationships with a former premier as well as a Quebec Liberal health minister; and lastly – the appointment for which he is best known because it was handed to him by Prime Minister Stephen Harper – chairing the civilian committee that oversees Canada’s spies and how they gather secrets.
If the CEO of SNC-Lavalin allegedly overrode his own CFO and breached the company’s code of ethics in authorizing $56 million of questionable payments to undisclosed agents that the RCMP are now investigating, did the board of directors of SNC-Lavalin have a role to play?
If RBC made 'material false statements' in connection with non-arms length trades, which is being alleged by a U.S. regulator, did the board of directors of RBC have a role to play?
"This city, this province, this country has a reputation of being the best location to carry out white collar crime, corporate fraud, in the industrialized world."
These words were delivered by corporate director Spencer Lanthier as he received something of a lifetime achievement award at the annual Institute of Corporate Directors dinner last year.
Rob Walsh sat ringside in Parliament for 20 years and watched a paradox unfold. Even as members of Parliament saw a historic reassertion of their ancient parliamentary privileges, increasingly strident partisan politics steadily eroded the rules and respect for the institution that is supposed to keep the government’s power in check.
As the House of Commons’ top legal adviser, he counselled MPs through an unprecedented period in Canada’s history as committees flexed their muscles and aggressively invoked their parliamentary privilege to see papers and records and call witnesses so they could get to the bottom of issues and hold the government to account.
A study authored by researchers at London Business School and Harvard Business School reveals that forced sensitivity to environmental and ethical issues improves a company’s standing and competitiveness.
Because of growing concerns over corporate corruption and the impact of business on society and the environment, some companies have released sustainability reports touting their achievements in these areas and their ability to self-regulate.
Arlington, VA – Fear of retaliation for speaking up about ethical violations in the workplace not only affects whether workers are willing to report wrongdoing to management, it drives the level of misconduct itself, according to a new study released today by the Ethics Resource Center.
Employees who report misconduct in a company with zero tolerance for retaliation experience it at a strikingly lower rate than workers at companies with weak ethical environments (4 percent versus 25 percent), the study found. And victims of retaliation trust the company’s leaders less, feel less optimistic about the company’s financial future, tend to think the head of the company is overpaid and look to quit the company sooner.
CEOs should think of whistle-blowers as friends, not foes — it just might save them from prosecution
Joanna Gualtieri, a lawyer and founder of Federal Accountability Initiative for Reform in Ottawa, says new accountability rules in the United States are making disclosure the cornerstone of every company.