Opinion: Governance Ethics: Any Lessons from the African Development Bank?, By Donald Amaeshi
AfDB has allegedly finally succumbed to the demands of powerful stakeholders for an independent investigation. This exemplifies how an organisation can be in full compliance of its internal process and yet act in a way that might negatively affect its reputation by failing to gain the trust of its stakeholders. In hindsight, this could have been probably been avoided…
Despite being a private sector approach to risk management, the development and adoption of anti-corruption/governance focused policies have two broad origins. The first is that it can be a regulatory requirement or a prerequisite by member organisations/states in the case of multilateral agencies. For example, the UK Bribery Act places a burden on UK entities operating abroad, either directly or through agents, to ensure that they have written anti-bribery policies in place.
A review of most compliance programmes in organisations would show that the legalistic school of thought is often the dominant orientation towards the implementation of corporate policies. This is unsurprising, as the function is usually manned by legal professionals or compliance officers with a leaning towards legalism.
Arguably, through socialisation, an organisation provides its members with a shared set of values and norms, with strong cues for conformity. In other words, it can be argued that organisations are themselves mechanisms for behavioural control, where individuals receive behavioural instructions and act on these cues to perform their respective roles.
For instance, African Development Bank’s compliance to its code of ethics in the handling of a whistleblower’s complaints against its president is the fulcrum of a raging public debate. AfDB’s code of ethics specified that investigation be performed at the preliminary stage by the Board, but is silent on whether the Board could use an external, independent party at this first stage or rely solely on its internal structure.
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