CoRRuptIon, Global SECuRIty phần 8 ppt

loan guarantees—all from a housing developer who could benefit from government contracts. Lee sacked him, but in this case the evidence was strong enough for the courts to hear his case and sentence him to more than four years in jail. In 1979, Phey Yew Kok, president of the National Trade Union Congress and a member of parliament for Lee’s ruling party, was accused of taking funds from the Congress and investing them for himself. Phey jumped bail and vanished to Thailand before Lee could press charges. Teh Cheang Wan was minister for national development in 1986 when he accepted two large cash payments, the first from a development company that wanted to retain land that had been earmarked for compulsory acquisition and the second from a developer who wished to purchase state land for private purposes. After his bribe-taking was discovered, Teh committed suicide rather than face disgrace. Because these instances of Singaporean high-level corruption were treated in an exemplary fashion, similar breaches of trust became remarkably rare. Singaporeans quickly appreciated that the governing elite were not routinely (as elsewhere) taking advantage of their official positions to enrich themselves and that Lee and his associates meant what they said when ensuring a “clean administration.” That Lee punished his colleagues for stepping out of line was remarkable in Asia and in the developing world. That robust message had its impact on lesser officials as well as on the ruling cadre. It also helped that in 1995, Prime Minister Goh Chok Tong ordered an investigation of properties that were purchased at a discount by Lee’s wife and son (subsequently the prime minister). The developer (Lee’s brother was a non-executive director of the publicly listed company) had apparently offered the same discount to others. When property values rose, the property that Lee (through his wife) and Lee’s son had purchased appreciated, casting suspicion on the transaction. Parliament, investigating, and the Singapore Monetary Authority, doing the same, exonerated the Lees, presumably demonstrating that the country’s top leadership (Lee was then senior minister) continued to be incorruptible. In earlier British times, Singaporean police were renowned for scandal. As late as 1971, 250 mobile squad police took money regularly from lorry driv- ers to overlook infractions. Hawker license inspectors and land bailiffs were also on the take. But once Lee’s administration jailed them, and demonstrated that their superiors were not themselves on the take, incidents of corruption at middle and low levels in Singapore receded. 348 Robert I. Rotberg 13 0328-0 ch13.qxd 7/15/09 3:51 PM Page 348 Lee’s government refused to rely on example alone. It tightened regulations and also loosened evidentiary restrictions. It published very clear guidelines, so those tempted to take advantage of their official positions (and the public) would have no illusions regarding the exact consequences of improper behavior. Continuing to use the British-created Corrupt Practices Investigation Bureau as the instrument of enforcement, Lee had it report directly to him in the prime ministerial office. In order to ease the possibility of convictions in questionable cases, Lee persuaded Singapore’s Parliament to tighten various laws in stages. The definition of gratuity was widened to include “anything of value.” Investigators, under the amended laws, could arrest and search suspects and family members, scrutinize bank accounts, and obtain income tax returns. Judges could fully accept the evidence of accomplices. Indeed, other legal changes compelled any and all witnesses who were summoned by the Corrupt Practices Bureau to give testimony. Along the way, Lee’s government greatly increased the fines for corruption and for misleading testimony. Later, the courts were permitted to confiscate all benefits that were derived from corruption. Lee was particularly pleased that he enabled the courts to consider as corroborating evidence of corruption that a suspect was living “beyond his means” or owned property that could not be afforded on his or her nomi- nal salary. The government thus gave increasing powers to the Corrupt Prac- tices Bureau; it was the watchdog, and in a society as tiny and tight as Sin- gapore, persons with ostentatious life styles were quickly suspect. Even before he strengthened the Corrupt Practices Bureau, Lee sacked a government chief fire officer when, at a reception, the officer’s “stunningly attractive wife” appeared “bedecked with expensive jewelry.” Unfortunately for the fire officer, “her scintillating adornments caught the practiced eye of the prime minister ” 11 All of these legal shifts, together with the immense leadership demonstra- tion effect, greatly helped Lee to keep Singapore “clean.” But many Singa- poreans would argue that it was more the pegging of official salaries to cor- porate earnings that enabled policemen on the beat, accountants in government service, and even cabinet ministers to avoid accepting bribes or other inducements. After the 1970s, when Singapore had begun to grow robustly and Lee was sure that he and his associates had brought prosperity to the emerging city-state, he spearheaded a drive to create for Singaporeans perhaps the highest civil service salaries in the world. In 1995, ministerial and senior public officer salaries were set at two-thirds the level of comparable private Leadership Alters Corrupt Behavior 349 13 0328-0 ch13.qxd 7/15/09 3:51 PM Page 349 sector earnings, with automatic annual increases without parliamentary approval. Senior officers in the police force, for example, were soon earning far more than commissioners and chiefs in large American municipal systems. Excellent emoluments obviously helped to keep Singaporean officials on the straight and narrow. It is possible to argue, as many have, that institutions combat corruption, not leaders. The experience of Singapore and Botswana, and the emerging case of Rwanda (plus almost all of the positive American, European, and other Asian cases), supports that proposition. But leadership actions greatly deter- mine the kinds of political cultures that emerge in newly emergent or post- conflict nation-states, and it is only from the establishment of political cultures that enshrine values antithetical to corruption that effective institutions of accountability and oversight emerge. Additionally, leaders beget good governance, and the practice of good governance nurtures and enables robust institutions and strengthens rules of law. The latter do not emerge in a vac- uum but only as a result of early and careful leadership attention or core values. Leaders create a positive ethos by force of will or example, as Lee did, sometimes drawing on pre-existing mores or distilling traditional values (as Khama did). Only then can institutions and a workable institutional frame- work emerge. 12 Lee and Khama had to mandate and then ensure rule of law regimes that were fair and perceived to be fair. They had to equip these regimes with judi- ciaries that were even-handed and not controlled by state house. Their actions, and the signals that they sent to their close associates, were carefully moni- tored by emerging publics. If those signals had been found wanting, rule of law would have been as compromised as it has been in most developing-world countries. Likewise, real power had to be transferred to legislatures. Rubber- stamping would have compromised the nation-building endeavor and under- cut the national attack on corrupt practice. Efficient allocation of resources had to occur as well. Otherwise corruption would have been a necessary force to fulfill goals—as in Thailand and other nations. But was and is Singapore really free from the taint of corruption—thanks to Lee’s vision, tutelage, leadership, legal shifts, and salary improvements? The city-state has always ranked high on TI’s lists. Even skeptics and critics, includ- ing early pundits, accept that Singapore has been “virtually free of corruption.” 13 Compared to African countries other than Botswana and Mauritius, and other Asian nations and the Oceanic island-states, Singapore has, since the 1970s, if not before, been in a class of its own because of its early focus on the dangers to the state posed by corruption and because of its success in 350 Robert I. Rotberg 13 0328-0 ch13.qxd 7/15/09 3:51 PM Page 350 creating a conformist society that has long favored stability and prosperity over open political participation and the enjoyment of broad civil rights and liberties. Despite Singapore’s high anti-corruption reputation and its appropriate rankings near the top of all such listings, nepotism—a form of corruption— seems to be rife in a small country where Lee remained in charge or nearly in charge until he could safely pass the prime ministership on to his son and main heir. His wife also held important nonpolitical positions. Lee’s defense, naturally, is merit. His wife and son gained their roles because of their talent, not through Lee. In that sense, Lee enabled family members to enrich themselves. At the same time, there have never been accusations that either Lee or his family otherwise used their positions for profit. And, like Lee, his son and wife are inordinately competent. Critics such as Francis T. Seow, however, argue that Lee used his position to abuse power and to punish critics. Seow, then solicitor general, instances (among others) a case where he agreed to hefty bail for a legal advisor to the then Malaysian Singapore Airlines—someone who was suspected of a minor criminal breach of trust and indiscreet political interference. Lee—with whom Seow anyway had a testy relationship—strongly objected and hastened Seow’s departure from government service. 14 Lee’s harsh handling of the international and local media largely confirms these criticisms. He and his government have won innumerable libel and slander cases against publications and individuals. They have bankrupted local critics and forced many media operations to shut down. Lee, in other words, is hardly a paragon of virtue. But he (and the institutions that he has built) has kept modern Singapore free from the taint of corruption as it is commonly understood. That is a unique achievement in Asia and the developing world. There are no comparable examples of effective attempts to battle the scourge of corruption in the post-Soviet space of Central Asia, in China, in India, or in much of modern Africa. (I know of no cases of leaders who gen- uinely sought to squelch corruption, using Lee-like methods, and failed.) In one corner of mainland Africa, however, Botswana is a beacon of bright- ness, largely because of the leadership of Seretse Khama. However, Khama died young, after fourteen critical years (1966–1980) as president; he left no memoirs and was far less explicit regarding his leadership vision than was Lee. Nor do Khama’s biographers say much about his attentiveness to the corruption problem. 15 Nevertheless, it is evident from those who resided in or visited Botswana during Khama’s presidency that he was conscious of the Leadership Alters Corrupt Behavior 351 13 0328-0 ch13.qxd 7/15/09 3:51 PM Page 351 need to prevent corrupt practices from taking root. Even though the Bechua- naland Protectorate (now Botswana) under British rule was never a corrupt or corrupted polity, Khama knew well the temptations of Africa—both the new black-ruled Africa and the next door white-ruled land of apartheid. He knew how destructive such loose practices were to a new country, as in 1960s Ghana, Nigeria, Senegal, and so on. He was determined from the very first days of his incumbency to follow Lee and deter corruption by setting a personal example and ensuring that his vice-president and his cabinet ministers joined him in fostering a proper tone for the embryonic nation. He was very clear that politicians and civil servants were not to view independence as a route to personal enrichment. As Quett Ketumile Masire, Khama’s vice-president and successor as president, later wrote, corruption wrecks “whole economies”and benefits the few at the expense of the majority. “We worked hard to avoid” corruption, he wrote, and then to punish it severely if discovered.“In the beginning we were a poor country with a very simple administration and few resources.” It was therefore very easy, he reported, to operate transparently. From the British, Botswana inherited a legacy of “properly accounting for things.” From traditional society, it inherited a tradition of open discussion in the community khotla, so citizens could complain easily about abuses. 16 Khama lived modestly, without motorcades or other ostentation, and that approach—rare in Africa—helped to strengthen and make effective the over- all anti-corruption message. No cabinet minister traveled by first class air, unlike their peers in the remainder of independent Africa. During the initial years after independence, cabinet ministers drove themselves in their own automobiles. There were few of the usual perquisites that came with office in the developing world. Masire, as vice-president, traveled in the rear of an aircraft to an important meeting in Ethiopia. By the time he exited the aircraft the red carpet had been removed and the welcoming party had decamped. What Khama and his administration, and successive presidents in Botswana, communicated so well to their constituents throughout the vast country was that he and they were not in politics to gain wealth or power. They were in office to build a new nation somewhat more singular than most other contemporaneous African nations. For him, being the first president of Botswana provided an opportunity to implant alternative African values, to create an open society, and to develop a political culture of democracy. For him, leadership meant guardianship, on behalf of the people. He was in office to provide a strong moral and practical compass for the nation, and that meant the elimination of any germs of corrupt practice. 352 Robert I. Rotberg 13 0328-0 ch13.qxd 7/15/09 3:51 PM Page 352 Of even more practical importance for anti-corruption than his vision of democratic leadership and his personal modesty was Khama’s canny decision to refrain from giving too much power to any individual. Ministers could make no major decisions on their own. They had to involve other depart- ments. For example, when Botswana decided to grant a mining lease for diamonds or coal, a number of ministries had to be consulted and the final decision was taken collectively by the country’s cabinet. Khama specifically told an early minister of mines who wanted to exercise the authority invested in him by the Mines and Minerals Act that he could not. “No, this is not something for one man on his own; it is too important. Even if you think it is right, if anything goes wrong, you must share the responsibility with your colleagues And if the people later think it is wrong, then you will have others to help you defend why it was thought to be the right thing to do.” 17 Khama insisted that ministers had to reveal all implications of any decision, whether administra- tive or financial. Full transparency was necessary at all levels. Khama also created a professional civil service using the British model, which by its very nature, and by the model Khama inspired, had explicit checks and balances. Civil servants were protected by a Public Service Commission and, initially, by the esprit de corps of local and expatriate leaders within the civil service. Politicians complained that their civil servants were too influen- tial. “But if we had not received such complaints,” Masire indicated, “I think we would have been in trouble, since it would have indicated that politicians were exercising unreasonable discretion.” 18 That discretion could easily have led to special favors, under-the-table deals, and abundant corruption. Khama and Masire also saw to the prosecution of the few prominent Tswana ministers and officials who misappropriated funds or benefited illic- itly from their position. One of those miscreants was President Khama’s cousin, a senior civil servant. Another was a senior officer of the ruling political party. Allegedly, a third was President Masire’s younger brother. In that case the report of a high-level commission that looked into the accusations was published for all to examine. In a fourth case, Masire terminated an assistant minister in and the permanent secretary of the Ministry of Local Gov- ernment and Lands even though the assistant minister’s criminal conviction was later overturned on appeal. When Masire was president and governing, Botswana became more com- plex as wealth flowed from diamonds, tourism, and beef. Petty thievery quickly escalated into a few major cases of corruption, especially in the 1990s. Masire’s answer was to create tough new legislation and to create an anti- corruption unit that was based on the successes of the Hong Kong Colony Leadership Alters Corrupt Behavior 353 13 0328-0 ch13.qxd 7/15/09 3:51 PM Page 353 model. He also believed that the fact that his administration pursued all seri- ous allegations “and did not try to hide the fact [that] they occurred”was critical to strengthening Botswana’s democracy, and also to the new nation’s economic growth trajectory. 19 Masire recalls that he was often offered access to secret bank accounts in Switzerland. Locally, businessmen tried to entangle him in conflicts of inter- est by offering him shares in their motor dealerships or other businesses. At ministerial, vice-presidential, or presidential levels, Masire makes clear that “justice must not only be done but must be seen to be done.” 20 Many other developing world presidents and prime ministers have uttered similar pieties. In Khama and Masire’s cases, the heads of state were determined to avoid the shame and the inefficiency of corruption at all costs. They knew, too, that if the leaders stayed clean, the country (mostly) would. There is a third case that conceivably demonstrates the conclusive importance of leadership for corruption’s reduction, but the evidence is not yet fully arrayed. “Corruption,” President Paul Kagame of Rwanda says, “ is clearly, very largely, behind the problems [that] African countries face. It is very bad in African or Third World countries ”It is hard to change because, continues Kagame,“. . . it has become a way of life in some places.” In Rwanda, the president of a state-owned bank was prosecuted for giving friends unse- cured loans. Policemen were known to take small sums to overlook minor street offences. Kagame, like Khama and Lee, believes that “You can’t fight corruption from the bottom. You have to fight it from the top.” He has prohibited the employment, in his government, of his relatives or any relatives of ministers. He has shamed and prosecuted cabinet ministers and friends for slipping off the ethical high road.“Nor,”reports Kagame’s biographer,“are the guilty qui- etly rehabilitated . . . as happens in nearby countries. They can never return to public life, because they are considered guilty of something even worse than dishonesty.” 21 According to the Economist, the Rwandan government has, in recent years, cracked down hard on corruption and imprisoned ruling-party officials for pilfering public funds.“The police are professional, even enforcing laws on lit- ter to make Rwanda the cleanest country in Africa.” As the Economist also implies, tough leadership, not pre-existing institutions, is helping to transform Rwanda from dirty to clean, from free-wheeling to conformist, and from dis- tracted to single-mindedly efficient. In the 2008 Index of African Governance, Rwanda ranked 18th; a slightly higher score and a lower rank by one place than the year before. That high ranking (of forty-eight sub-Saharan African 354 Robert I. Rotberg 13 0328-0 ch13.qxd 7/15/09 3:51 PM Page 354 nations) testifies to improving scores in corruption, among other variables. For corruption, Rwanda moved upward in the year from 22nd to 16th among the forty-eight—a substantial improvement. 22 Kagame’s administration has hung the streets and offices of Kigali, the national capital, with posters opposing corruption: “He Who Practices Cor- ruption Destroys His Country.” 23 All public officials—more than 4,000—are required to file annual statements of their net worth, echoing one of Lee’s methods. In many countries such statements would pile up in an obscure office. In Rwanda, the government ombudsman assiduously examines them for signs of ill-gotten profits and the misuse of public office. These three cases of leadership antagonism toward corruption are sug- gestive but hardly conclusive. This tentativeness is not to suggest that other, more important, factors were at work that mattered more to Botswana’s and Singapore’s clear success, and the seeming embryonic success of Rwanda, in dampening corrupt tendencies among cabinet ministers, middle-ranking operatives, and petty officials. Rather, without a good method to test the enduring impact of a leader’s actions on the daily behavioral choices made by bureaucrats, it is difficult to be sure that what appears to have resulted from the actions and determination of Lee, Khama, and Kagame, respectively, actually happened and happened in the manner that has been suggested in this chapter. Equally, it seems likely that Mobutu and Ne Win’s thefts of state resources and the depredations, defalcations, and peculations of the likes of Abacha, Mugabe, Omar Bashir in the Sudan, Daniel arap Moi in Kenya, Siaka Stevens in Sierra Leone, Charles Taylor in Liberia, and many others across all developing countries gave implicit unholy license to middle- and low-ranking officials. Indeed, Mugabe and Mobutu and many others permitted (even encour- aged) their underlings to steal from the state in order to control them more easily. Mugabe’s Central Intelligence Organization was charged with keeping “tabs” on the corrupt dealings of Mugabe’s subordinates, the better to black- mail or intimidate them into submission. The silken web of deceit enveloped everyone who wanted to do what others were doing, and the tentacles of corruption thus encompassed all parts of society in Zimbabwe, as in the numer- ous other wildly corrupt countries of the developing world. Once a pattern develops—once (as Lee says) leaders develop patrimonial followings that have to be buttressed with cash, jobs, and other perquisites— and once leaders have mistresses and concubines, corruption becomes accepted at all levels of a developing society. Nigerians have long been accus- tomed to the norm of corruption. The issue is not whether or not a parent Leadership Alters Corrupt Behavior 355 13 0328-0 ch13.qxd 7/15/09 3:51 PM Page 355 greases the headmaster’s palm to enroll a son or daughter in school, the ques- tion is how much? 24 It becomes easier to pay off a policeman at a roadblock in Thailand or Mozambique than it is to object and to battle for rights. It is easier in Liberia to rig a bidding process for access to vast iron ore deposits than laboriously to hold external players to account. 25 But can we be sure that, after a certain chronological point, new leaders can begin to alter the pattern of corruption? Or is it likely that only when nations are being built from the ground up that leaders can make a positive difference? That is, once the rot of corruption has spread widely, can it be reduced and then largely eliminated? Impressionistically, again, there are a number of cases that indicate that a new leader can shift the prevailing ethos sufficiently to make corrupt practices more unthinkable than they had been under previous regimes. But those leadership demonstrations of a novel probity must also be accompanied by swift and certain accountability, discovery, prosecution, and punishment. Fur- thermore, the Lee and Kagame examples suggest that tough, even draconian, methods (with or without due process) are helpful in coercing officials to avoid temptation and eschew ostentation. Khama, however, proceeded to reduce corruption more by example and by exhortation. That approach was sufficient for Botswana where it might well not have been for the much more vibrant and criminalized Singapore. Countries such as South Africa, Zambia, Cambodia, Afghanistan, and Timor Leste, to cite a sample, are capable even today of reducing (as in Rwanda) or accepting the stain of corruption. It depends on their leaders and their leaders’ willingness to motivate the apparatus of the state to act sternly. Ordinary citizens, and middle- and low-level officials, are still receptive to signaling in a way that is hard to imagine in a nation such as Nigeria or Burma, where corrupt expectations are widespread. Zimbabwe is another interesting case; when Mugabe goes, a successor will be able to set a tone almost from scratch. Zimbabwe would then become a nation-state where the propositions set out in this chapter could be tested and, perhaps, validated. Notes 1. Joseph S. Nye points out that in addition to the common vertical chain of corruption model, horizontal chains exist—as in China—which largely consist of leaders punishing groups or persons considered non-loyal (personal communication, 17 February 2009). 356 Robert I. Rotberg 13 0328-0 ch13.qxd 7/15/09 3:51 PM Page 356 2. See Sarah Dix and Emmanuel Pok, “Combating Corruption in Traditional Societies: Papua New Guinea,” chapter 9 in this volume. 3. Southern Africa Report (6 March 2009), 5. 4. James C. Scott, Comparative Political Corruption (Englewood Cliffs, 1972), 19. The importance of leadership action in combating corruption has also been noted by Peter John Perry,Political Corruption and Political Geography (Brookfield,VT, 1997), 121. 5. Scott, Corruption, 61–62. 6. Ibid., 65. 7. Transparency International, “Corruption Perceptions Index” (2008), available at www.transparency.org/policy_research/surveys_indices/cpi/2007 (accessed 29 Octo- ber 2008). 8. Lee Kuan Yew, From Third World to First; The Singapore Story: 1965–2000 (New York, 2000), 163. 9. Ibid., 157. 10. Ibid., 163. 11. Francis T. Seow, To Catch a Tartar: A Dissident in Lee Kuan Yew’s Prison (New Haven, 1994), 20. 12. This paragraph benefited from conversation with Ben W. Heineman, Jr. See also Robert I. Rotberg, “Creating Robust Institutions: Preparing Secure Foundations,” unpublished paper (Cambridge, MA, 2006). 13. Michael D. Barr, Lee Kuan Yew: The Beliefs Behind the Man (Richmond, UK, 2000), 126; T. J. S. George, Lee Kuan Yew’s Singapore (London, 1973), 97; James Minchin, No Man Is an Island: A Study of Singapore’s Lee Kuan Yew (London, 1986), 253. All three authors are otherwise extremely critical of Lee, his legal shortcuts, and his autocratic leadership. 14. Seow, To Catch a Tartar, 46–52. Subsequently, in 1988 when he was in private legal practice, Seow was arrested and held for seventy-two days in a detention center and subjected to harsh interrogation procedures that amounted to torture. He had allegedly contravened a provision of the Internal Security Act, but Seow suggests that Lee had taken affront because of his legal defense of political protestors. For the details and a sharp commentary, see Seow, 106 ff. and the thirty-page foreword by C. V. Devan Nair to Seow’s book. Nair had been a close associate of Lee’s and a freedom campaigner who had been imprisoned by the British colonial authorities. In the foreword, Nair calls Lee’s behavior “loutish” and treacherous. 15. See Thomas Tlou, Neil Parsons, and Willie Henderson, Seretse Khama, 1921–1980 (Gaborone, 1995). 16. Quett Ketumile Joni Masire, “Economic Opportunities and Disparities,” in Stephen R. Lewis, Jr. (ed.), Very Brave or Very Foolish? Memoirs of an African Democrat (Gaborone, 2006), 239. 17. Quoted in Ibid., 240. 18. Ibid., 240. 19. Ibid., 241. Leadership Alters Corrupt Behavior 357 13 0328-0 ch13.qxd 7/15/09 3:51 PM Page 357 [...]...3 58 Robert I Rotberg 20 Ibid., 242 21 Stephen Kinzer, A Thousand Hills: Rwanda’s Rebirth and the Man Who Dreamed It (New York, 20 08) , 236 22.“A Pioneer With a Mountain to Climb,” Economist (27 September 20 08) ; Robert I Rotberg and Rachel M Gisselquist, Strengthening African Governance: Ibrahim Index of African Governance, Results and Rankings, 20 08 [and 2007] (Cambridge, MA, 20 08) , available... Performance with High Integrity (Cambridge, MA, 20 08) ; Ben W Heineman, Jr., “Avoiding Integrity Landmines: An Inside Look at How GE Worked to Build a Culture That Sustains Both High Performance and High Integrity,” Harvard Business Review, LXXXV (2007), 100–1 08; Ben W Heineman, Jr and Fritz Heimann, “The Long War Against Corruption, Foreign Affairs, LXXXV (2006), 75 86 ; Ben W Heineman, Jr and Fritz Heimann,... the Al Yamamah contracts on national security grounds (the Saudis had threatened the Blair government that they would cut off intelligence exchanges on terrorism if the investigation continued) The unilateral use of an unauthorized and unconstrained “national security rationale raises the specter that other nations will halt sensitive investigations, using national security as a pretext, when their real... helping to develop natural resource production for global markets; providing foreign direct investment for manufacturing, assembly, and product development; establishing research and development centers; transferring technology; transferring global management practices; providing education and training; and utilizing local, third party suppliers as part of global supply chains Second, by fusing high performance... the global corporation that promote corruption But I also explained that an MNC that combines high performance with high integrity can realize benefits inside the company, in the marketplace, and in the global society by operationally fusing these foundational goals Ultimately, developing nations that can achieve economic growth and build institutional The Role of the Multi-National Corporation 381 infrastructures... flow, stock price, and other numerical targets .8 Pressure begets more pressure “Stretch targets” may put numbers on steroids and the “nice to hit” targets may become implicit “must dos.” Making these numbers is key to compensation, bonuses, promotion, and even job security, and creates ubiquitous temptations to falsify accounts, cut corners, or worse Far-flung global enterprises face external pressures... eye to the practices of its powerful exporting industry, German authorities are now actively engaged, along with other nations, in investigating the towering Siemens global bribery scandal For example, the Munich prosecutors announced in 20 08 that they had expanded their corruption investigation to include four major divisions (power transmission, power generation, medical, and transportation) and 270... community that is committed to anti-corruption The pressures for corruption inside corporations—and in global capitalism—make such commitments an elusive ideal Fusing High Performance with High Integrity in the Multi-National Corporation The twin goals of the contemporary multi-national corporations, and indeed global capitalism, should be high performance with high integrity High performance is strong sustained... in Awarding Foreign Investment Contracts,” Voice of America Online (15 September 20 08) , available at www.voanews.com (accessed 13 February 2009) ben w heineman, jr 14 The Role of the Multi-National Corporation in the Long War against Corruption Multi-national corporations (MNCs) play a significant role in economic globalization The annual revenues of the largest companies—such as Exxon-Mobil’s $405... third principle is to adopt global standards beyond the requirements that are imposed by formal rules that bind the company and its employees With respect to improper payments, GE had a broad policy that its employees and third parties should not bribe or give in to extortion whatever their nationality; whatever the local law; and whether in a public or a private setting. 18 This broad approach was born . America Online (15 September 20 08) , available at www.voanews.com (accessed 13 February 2009). 3 58 Robert I. Rotberg 13 03 28- 0 ch13.qxd 7/15/09 3:51 PM Page 3 58 359 Multi-national corporations. African 354 Robert I. Rotberg 13 03 28- 0 ch13.qxd 7/15/09 3:51 PM Page 354 nations) testifies to improving scores in corruption, among other variables. For corruption, Rwanda moved upward in the. (London, 1 986 ), 253. All three authors are otherwise extremely critical of Lee, his legal shortcuts, and his autocratic leadership. 14. Seow, To Catch a Tartar, 46–52. Subsequently, in 1 988 when

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