Industry Agenda. 18th PACI Task Force Meeting. Executive Summary

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1 Industry Agenda 18th PACI Task Force Meeting Executive Summary Geneva,, October 2012

2 World Economic Forum All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, including photocopying and recording, or by any information storage and retrieval system. The views expressed are those of certain participants in the discussion and do not necessarily reflect the views of all participants or of the World Economic Forum. REF

3 Members of the World Economic Forum s Partnering Against Corruption Initiative (PACI) Task Force met on October 2012 in Geneva,, to take stock of key Task Force initiatives and to guide the future direction of PACI. The meeting coincided with a time of heightened public, media and business interest surrounding corruption-related issues. The meeting took place over two days. The first day focused on PACI s strategic positioning and activities. The second day was dedicated to peer-to-peer networking and the evolving compliance agenda, featuring special insights into the areas of law enforcement, technology and crisis communication. Executive Summary 3

4 Day 1 29 October A Re-Oriented PACI Strategy The discussion on PACI strategy was introduced by Alex Wong, Senior Director, Head of Business Engagement, World Economic Forum, and led by Elaine K. Dezenski, Senior Director, Head of Partnering Against Corruption Initiative (PACI), World Economic Forum. 01: Fifty-two participants took part in the 18th PACI Task Force Meeting, which included representation from 50 organizations, 31 Members of the World Economic Forum, 26 countries, 5 PACI Board delegates and 5 observers. 01 Anti-Corruption at a Tipping Point A Strategic Imperative for Chief Executives The fight against corruption is assuming great importance in many parts of the world, including Brazil, Canada, India, the Middle East and North Africa. Recent surveys show that public trust in business is improving and that business is now seen as part of the solution to overcoming corruption. The World Economic Forum has singled out PACI as one of its recently identified global institutional initiatives, generating higher visibility and stronger linkages with other segments of the Forum s work, including the Network of Global Agenda Councils and Forum regional objectives. A priority will be to increase the engagement of chief executives alongside the community of practitioners who make up the core of the PACI Task Force. Never before have corruption and transparency issues been so strategically crucial for companies and corporate boards. Global investments continue to migrate to high-growth emerging markets, many of which are characterized by a lack of transparency and endemic levels of corruption. The rise of new global companies from these emerging markets is creating additional challenges in terms of creating a level playing field and pushing the boundaries of the global anti-corruption agenda. 4 Partnering Against Corruption Initiative Stronger emphasis will be placed on corruption as a strategic enterprise risk issue for business. The Forum s Global Risks Report 2012 identified pervasive entrenched corruption as one of the global risks that is most highly interconnected to the other top 50 global risks studied in the report, including organized crime, severe income disparity or widespread illicit trade.

5 The impact of corruption on growth is also important to highlight. A combined look at Transparency International s Corruption Perceptions Index and the Forum s Global Competitiveness Report shows that countries with the highest levels of perceived corruption are also the ones suffering from the most profound competitiveness gaps. The re-oriented PACI strategy will unfold at global, regional and industry levels: Global Regional Industry Strategic Objectives Create a CEO-level dialogue that links anti-corruption to broader strategic messages about growth, trade, competitiveness and risk resilience Expand PACI local networks, building on the experience of the PACI Mongolia Network Serve the PACI community through enhanced tools and services Close gaps in industry participation (e.g. financial services industry) For Task Force Discussion and Action Secure implementation of B20 Identify opportunities for building new PACI local networks at the regional or country level Launch review of PACI Principles Engage PACI community through new virtual spaces (TopLink, PACI Radar) PACI Community Snapshot Meeting participants were updated on the current PACI signatory base: Company chief executives have been asked to re-sign their PACI Commitment Statement by 1 November 2012 or face possible delisting. As of October 2012, 76 company CEOs have re-signed their PACI Commitment Statement out of a total of 185 PACI signatory companies. The objective is to have a total of 100 signatory companies in 2013 and to engage 15 new signatory companies by June Regional priorities for PACI recruitment efforts include Asia and Latin America. The group was also briefed on the latest changes to membership, accession and delisting procedures: Henceforward, PACI member recruitment will be primarily limited to existing and new Forum Members. In select cases, temporary PACI observer status will be granted to non-forum members who are current signatories of PACI and potential Members of the Forum. This status will be valid for two years, after which an organization will be expected to become a Forum Member or leave PACI. Signatory companies are required to: Re-sign the PACI Commitment Statement every two years Complete the PACI Commitment and Implementation Survey on signature and thereafter every two years Participate in at least one PACI event every two years PACI will be requiring all signatory companies to disclose any issue that could be material to their PACI membership and that may negatively affect the PACI brand. Such communication should be made on signature and on an ongoing basis. PACI will develop guidelines to help companies determine which type of issues they will be expected to disclose. Foster stronger links to other Forum events (Annual Meeting in Davos-Klosters and regional meetings) Executive Summary 5

6 2. Update on Key PACI Initiatives B20 Recommendations on Improving Transparency and Anti-Corruption PACI has played a leading role in the development of the highlevel B20 recommendations on anti-corruption for the annual gatherings of G20 leaders. Lee Tashjian, Special Assistant to the Chairman and Chief Executive Officer, Fluor Corporation, USA, briefed participants on the process. At the Seoul Summit in 2010, G20 leaders launched the Seoul Anti-Corruption Action Plan, a nine-point roadmap which featured a call for enhanced public-private partnership. In the lead-up to the Cannes Summit in 2011, two CEO-led task forces were created by the World Economic Forum and the French business federation MEDEF to formalize business input into G20 deliberations. The two groups later merged, giving rise to the B20 Working Group on Improving Transparency and Anti-Corruption. In Cannes, the Working Group presented a set of far-ranging recommendations to help G20 governments implement the Seoul Action Plan. G20 Leaders Los Cabos Declaration, June 2012 (excerpts) We welcome continuing engagement from the B20 in the fight against corruption and, in accordance with the Terms of Reference of the review mechanism, will involve the private sector and civil society in the UNCAC review process on a voluntary basis. in 2012, the Working Group identified five core priorities that were submitted to G20 leaders in advance of the Los Cabos Summit: 1. Extend the mandate of the G20 Working Group on Anti- Corruption to secure implementation of the Seoul Action Plan 2. Enforce the international legal framework on anti-corruption and facilitate increased business participation in OECD and United Nations Convention against Corruption (UNCAC) peer reviews 3. Promote collective action initiatives and support the creation of a collective action hub 4. Develop and strengthen capacity building and training programmes tailored to SMEs 5. Enhance transparency in government procurement We commit to enforcing anti-corruption legislation, and we will pursue those who receive and solicit bribes as well as those who pay them in line with our countries legislation. G20 leaders incorporated several of the B20 recommendations in their Los Cabos Declaration (see box), while leaving others for discussion at future G20 summits. On October 2012, the B20 Working Group met in Paris with the G20 Working Group on Anti-Corruption. G20 governments voiced their appreciation for the excellent level of business engagement and expressed their interest in working jointly with the B20 on the following focus areas: collective action, legal framework, SMEs and solicitation. The B20 proposal for a high-level reporting mechanism to address instances of bribe solicitation drew mixed reactions from G20 representatives. The Government of Colombia agreed to pilot test the idea. Public procurement was identified as a possible fifth topic for joint G20/B20 work, although G20 governments made clear that this area carried policy implications which went beyond the issue of transparency and anti-corruption. We extend the mandate of the Anti- Corruption Working Group for two years to the end of Partnering Against Corruption Initiative

7 Next Steps: The Russian G20 Presidency will formally announce in the coming weeks its priorities for the G20 Summit in St Petersburg in September The B20 Task Force will continue to press for the formation of joint governmentbusiness working groups to drive specific implementation actions for each of the focus areas. Third Party Due Diligence Handbook In 2011, PACI launched a working group charged with developing a Third Party Due Diligence Handbook, aimed at helping organizations mitigate the risk of becoming involved in corruption through third parties (e.g. agents, suppliers, joint venture partners). Jennifer Quartana Güthoff, Director, Deputy Chief Ethics Officer, Deloitte, Germany, briefed the group on the progress of the project. O ver the past 18 months, the working group has collected existing materials, conducted interviews, organized content into a detailed outline (see box) and engaged a professional writer to develop a first draft. A formal round of consultation on this first draft was held with key subject matter experts, including representatives from the OECD, United Nations Office on Drugs and Crime (UNODC), the UN Global Compact, Transparency International, the International Chamber of Commerce (ICC), PACI board delegates and interested PACI Task Force members. The Third Party Due Diligence Handbook is meant as a practitioner s guide; guidelines provided in the handbook are intended for all types of businesses. The handbook will not prescribe specific requirements for identifying which third parties should be subject to due diligence or for rating thirdparty corruption risk, since these will differ from company to company. Next Steps: The handbook is now undergoing external legal review to ensure that its content is aligned with the imperatives of critical anti-corruption laws, including the US Foreign Corrupt Practices Act and the UK Bribery Act. The draft handbook will be sent to all PACI Task Force members for a final round of consultation before being formally adopted and published on the PACI website. PACI Mongolia Network The PACI Mongolia Network was launched in 2011 to mobilize the local business community and to promote joint publicprivate sector dialogue on local corruption challenges. Sambuu Demberel, Chairman and Chief Executive Officer, Mongolian National Chamber of Commerce & Industry (MNCCI), Mongolia, updated the group on this initiative. To date, about 160 chief executives from Mongolian companies have joined the PACI Mongolia Network. The initiative started with a consultative workshop organized with the support of the Office of the President of Mongolia, the government and MNCCI. At a second workshop in September 2011, a work plan was discussed and agreed upon. To drive this effort, senior representatives from business and government formed a multistakeholder steering board. A number of lessons can already be drawn from the PACI Mongolia Network experience: To foster a genuine spirit of collective action, dialogue between government and business should be based on an equal partnership. Cutting red tape and superfluous business regulations are powerful means to reduce opportunities for corruption. Enforcement efforts play a crucial role in the fight against corruption; however, the independence of anti-corruption enforcement agencies and judicial institutions is equally vital. PACI Vietnam PACI s involvement in Vietnam began in 2010 when members of the World Economic Forum s Logistics & Transportation working group selected the country to pilot test solutions to the challenge of facilitation payments at customs. Joel Fernandes, Senior Project Manager, PACI, World Economic Forum, provided a brief update to participants. Three areas for reform (technology, transparency in rules development and capacity development) were presented to the Prime Minister of Vietnam and formally integrated into the Vietnam Customs Reform and Modernization Plan Executive Summary 7

8 3. Task Force Initiatives for Participants brainstormed on key initiatives and new projects that the PACI Task Force should undertake in The outcomes of discussions are summarized below: Implementing B20 Recommendations The B20 Working Group on Improving Transparency and Anti-Corruption has done a remarkable job of developing substantive policy recommendations; it should now focus on increased dialogue with G20 governments to drive their implementation. The B20 Working Group will work closely with the newly appointed Russian Co-Chair of the G20 Working Group on Anti-Corruption. The World Economic Forum, the ICC and the Business and Industry Advisory Committee to the OECD should coordinate their approach with the Russian government and the Russian Union of Industrialists and Entrepreneurs (RSPP) to facilitate the engagement of companies in the B20 process and to maximize the impact of B20 recommendations on G20 decisions at the St Petersburg Summit in September Building Regional and Local Networks PACI should draw on the experience of the PACI Mongolia Network to develop and nurture new country- or regionbased initiatives that facilitate dialogue among local companies and encourage collaborative approaches with governments on local corruption challenges. The local network model has proved an effective vehicle to spread the word and to mobilize grassroots support for PACI activities and strategic objectives. A framework should be developed to help support the creation of new regional and local PACI networks. Key questions to be addressed include: How should success be measured? What role should PACI have? What monitoring mechanisms should be implemented to protect the PACI brand? Working Group to Review the PACI Principles The international legal context has evolved significantly since the PACI Principles were initially launched in Meanwhile, the ICC Rules on Combating Corruption were updated in 2011; the Transparency International Business Principles for Countering Bribery are currently being refreshed. The PACI Principles should remain inspirational while providing a baseline for benchmarking and tracking compliance efforts by companies. The PACI Principles should continue to focus on bribery issues. Provisions on risk assessment, due diligence, whistleblowing and facilitation payments should be revisited to reflect the latest legal developments and the evolution of business practices. - A timeline for the update of the PACI Principles will be presented at the World Economic Forum Annual Meeting 2013 in Davos-Klosters. A core working group will be established and will report back to the wider PACI Task Force. Promoting Effective Anti-Corruption Legal Frameworks The Government of Canada has approached PACI to obtain business input on the revision of its anti-corruption laws and other relevant regulations. Other countries could also benefit from key business recommendations in this area. PACI could engage in developing a set of key recommendations for drafting effective legal frameworks to fight corruption. Such work could lay the foundation for a high-level dialogue between CEOs and government leaders. Issues to be addressed include the need for effective enforcement, a clear definition of criminal offences, whistleblower protection, voluntary disclosure schemes and safe harbour provisions based on globally accepted compliance standards. Several PACI Task Force members expressed interest in forming a working group to develop a white paper with key recommendations. 8 Partnering Against Corruption Initiative

9 4. Global Update on Projects Driven by PACI Partner Organizations UN Global Compact Olajobi Makinwa, Head, Transparency and Anti-Corruption; Coordinator, Senior Civil Society, United Nations Global Compact, New York, updated the group on the organization s activities: New Global Compact sub-working groups are currently developing anti-corruption tools in the areas of risk assessment, public-private collaboration, sport sponsorship and hospitality, and oil and gas. The Global Compact will launch its new risk assessment tool in December On the occasion of the Rio+20 Summit in June 2012, the Global Compact hosted a Corporate Sustainability Forum with close to 3,000 participants. The Global Compact will be looking to steer business participation in the UN post-2015 development framework that will succeed the UN Millennium Development Goals. UN Secretary-General Ban Ki-moon has been invited to address the next meeting of the Global Compact Working Group on the 10th Principle, to be held on 10 December 2012 in New York. International Anti-Corruption Academy Georg Florian Grabenweger, Policy Adviser, International Anti- Corruption Academy (IACA), Austria, introduced the mandate and activities of the organization: Launched in 2010, IACA acquired international organization status in March IACA is the only global institution solely dedicated to anticorruption education, training, networking and cooperation, and academic research. IACA has a constituency of 58 UN Member States and holds Observer Status with the United Nations Social and Economic Council (ECOSOC) and the Council of Europe s Group of States against Corruption (GRECO). IACA offers a 24-month Master s programme in Anti- Corruption Studies and a 10-day summer academy; a three-day workshop geared towards journalists from the Middle East and North Africa was organized in October UN Office on Drugs and Crime Candice Welsch, Chief, Implementation Support Section, UNODC, Austria, briefed the group on the organization s initiatives: UNODC is the guardian of the UN Convention against Corruption (UNCAC); 163 states have ratified the convention to date. A priority for UNODC is to work more closely with the private sector on issues related to the implementation of UNCAC; the private sector has already participated in 28 country reviews under the UNCAC review mechanism. UNODC and the UN Global Compact jointly produced an e-learning tool (http://thefightagainstcorruption. unglobalcompact.org) to help companies better understand UNCAC and its implications for the private sector. With the support of the Siemens Integrity Initiative, UNODC has created two working groups: one on legal incentives to support companies integrity efforts and encourage the voluntary reporting of incidents of corruption, and on probity in public procurement. In addition to a global segment, the two projects include a set of activities in India and Mexico. UNODC has launched a new workstream to address the issue of corruption in the context of major public events, such as Olympic Games and G20 summits, which typically entail large expenditures, the use of sponsorships and the setting up of temporary government agencies. Executive Summary 9

10 5. TopLink and PACI Radar Carolina de Jong, Senior Team Coordinator, PACI, World Economic Forum, introduced the group to TopLink and the PACI Radar, two virtual spaces designed to facilitate greater collaboration and information-sharing among PACI members. TopLink is a collaborative intelligence platform that combines Facebook-type social networking facilities with Skype-type communication functions. The service is available to all Forum Members and includes a PACI-only section through which users can share information about their compliance activities, chat with each other, run polls and work on collaborative documents. TopLink operates as a closed social network. Its high level of security allows participants to exchange confidential information and engage in private discussions with their peers. PACI Radar is a news, analysis and data platform dedicated to PACI members. This website will feature information about ongoing PACI activities and allow users to easily access relevant PACI resources such as PACI surveys, B20 recommendations and the collective action case studies developed by McKinsey. Introduced in its beta version at the Task Force meeting, the PACI Radar to be formally launched at the World Economic Forum Annual Meeting 2013 in DavosKlosters in January will be the first version of a database with country-based information to help users assess corruption risks and understand the linkages between corruption and other indices developed for The Global Competitiveness Report. 10 Partnering Against Corruption Initiative

11 Day 2 30 October The Evolving Anti-Corruption Agenda: High-Level Plenary Session The aim of this high-level plenary session was to explore the changing nature of corruption and to examine how new approaches, based on enforcement, technology and public participation, can help deter corrupt practices. Rob Wainwright, Director, Europol (European Police), The Hague, and Member of the Global Agenda Council on Organized Crime, stressed the linkages between corruption and organized crime: The size of the informal economy is mind-boggling; up to 100 billion euros are estimated to be lost every year as a result of VAT fraud in the European Union. Organized crime groups are moving away from the hierarchical, mafia-type model and increasingly operate as small, mobile and entrepreneurial groups across large territories. Smuggling drugs or counterfeit cigarettes depends largely on the ability of these groups to corrupt border officials; corruption remains a primary enabler of organized crime. The Internet has become a privileged medium for organized crime activities. Cyberspace is home to vast information assets, networks and systems that are highly vulnerable to attacks; cyber threats have been identified as a major risk for global supply chains. Corruption remains a primary enabler of organized crime. Technological applications have transformed everyday processes, such as applying for a passport or buying a train ticket, by eliminating the need for middlemen and thereby removing opportunities for petty corruption. Carlos Moreira, Chairman, Chief Executive Officer and Founder, WISeKey,, explored the role of technology in fighting economic crimes: New technology applications are seriously complicating the work of counterfeiters. ID chips can now be inserted in jewellery and watches and serve as certificates of authenticity; pharmaceutical companies use laser engraving to counter fake drugs. Companies are increasingly challenged by consumers on security issues; businesses that do not use technology to protect their assets are perceived as negligent. As we move to a digital society and more sophisticated IT systems, it will be increasingly uncommon for one individual to have complete control over a business process or unrestricted access to large databases. This should help reduce the scope for corruption and the theft of data. Technology will not make corruption disappear completely, but it will make corrupt practices much more difficult to carry out. Rob Wainwright Director, Europol (European Police), The Hague Carlos Moreira Chief Executive Officer and Founder, WISeKey, Sachin Taparia, Chairman and Managing Director, New Venture and Member of the Advisory Board, TVS & Sons Limited, India, discussed the evolution of public attitudes towards corruption in India: While the Indian economy has grown at an average of 7% over recent years, the pace of development has been substantially lower. About 3% of GDP growth is lost every year as a result of inefficiencies in infrastructure, education and access to basic necessities. India has recently experienced its first social movement against corruption; for the first time in the country s history, citizens are coming together to denounce widespread corruption at all levels of society. Technology has played a huge role in this social movement. Through initiatives like the I paid a bribe website (www. ipaidabribe.com), information about corrupt practices and corrupt officials now reaches the local media very fast and provides immediate social feedback. Kenneth Zhang Yixiao, Chief Executive Officer, Haohe Engineering and Construction Co., People s Republic of China, shared feedback on China s experience in fighting corruption: Anti-corruption efforts have been gaining momentum in China. The reduction in the number of government permits and approvals required for large infrastructure projects has proven particularly effective for removing opportunities of corruption. The level of transparency in public procurement procedures has increased significantly. Many application and approval processes are now run online; the government has organized public hearings for the award of power generation projects. China s microblogging website Sina Weibo played a significant role in boosting the country s anti-corruption efforts; several corrupt officials have been exposed by Chinese bloggers. Haohe Engineering and Construction is the first Chinese company to have joined PACI. Executive Summary 11

12 2. The Evolving Anti-Corruption Agenda: Break-out Sessions Break-out sessions gave PACI members an opportunity to exchange further thoughts and ideas with guest speakers. Key points from these sessions are summarized below. Enhancing cooperation between law enforcement and business Corruption is not a consistent priority for law enforcement agencies, since much of their resources and coordination efforts are currently focused on terrorism. Many companies have reported difficulties in understanding the investigation process for cases of corruption and in creating an atmosphere of cooperation and trust with law enforcement authorities. The new whistleblowing provisions introduced by the Dodd-Frank Act in the United States have raised concerns about the risk of encouraging false claims with potentially devastating consequences for companies. Explore how technology improves visibility across global supply chain networks There are obvious limits in the power of technology to increase transparency and eliminate corruption since corrupt practices are often hidden and impossible to trace. Technology could bring important benefits in two ways: by helping to identify patterns of corrupt practices; and by helping organizations conduct their due diligence activities and manage large quantities of data on their third parties. Many companies have faced difficulties in complying with both their due diligence obligations and data privacy laws (which restrict access to personal information of third parties). Business-to-business transactional integrity Ethical business practices should become a business differentiator across supply chains. This could be achieved by creating incentives such as white lists and access to preferred supplier status. The business case for anti-corruption is easier to make for large multinational companies (which face higher enforcement scrutiny) than for SMEs. Therefore, large companies have an important role to play in sending market signals in support of integrity practices. 12 Partnering Against Corruption Initiative

13 3. ishare Sharing of Best Practices through Speed Networking Speed networking is a business networking activity through which participants make initial contact with as many people as possible in a short period of time. Through this interactive exercise, Task Force members shared and received feedback on one key compliance-related challenge they are currently facing. The topics addressed by participants included: How to promote a culture of ethics and compliance in an organization How best to organize the compliance function within a company Risk-based versus rules-based compliance programmes Control procedures to monitor the implementation of compliance programmes Speed networking is a great way to maximize the use of time at PACI meetings. In the last hour, I shared views with compliance experts from a global consultancy firm, a public relations company, the OECD and one of my company s largest contractors. Michele De Rosa, Topic Leader, Antibribery, Sustainability and Internal Control System, Eni, United Kingdom 4. Communication in Times of Crisis Joachim Klewes, Senior Partner, Ketchum Pleon, Germany, led an interactive session aimed at helping PACI members improve their company s communication response in the event they are faced with a compliance crisis. Corporate communications is a management function or department dedicated to the dissemination of information to key constituencies. This function serves as the conscience of the corporation and is responsible for the organization s reputation (Source: Financial Times Lexicon). Instances (or mere allegations) of corruption pose considerable reputational risks for companies. However, most heads of communications tend to see compliance as just one of the important topics they have to monitor, alongside health, safety and environmental risks. Because compliance crises often go to the top of the company, communications and compliance departments should work together to make sure that compliance issues are properly taken into account in the company s crisis communication strategy. Task Force members took part in an interactive simulation based on a real-life scenario. Participants were asked to identify effective communication activities that a company can use when faced with allegations of corruption in the media. Possible external and internal communication responses included the following: Issue a holding message acknowledging the claims and informing stakeholders that the company will look into the matter. Do not seek to deny accusations until you possess sufficiently robust information that rules out any wrongdoing on the company s part. Be humble in your tone. Try to cut the news cycle by issuing a succinct but timely press release. Sometimes silence will only perpetuate the news cycle. Ensure that the company speaks with one voice. Prepare speaking points for executives and staff members. Issue a general statement expressing your company s commitment to continue to act with integrity and in compliance with the law. Quietly begin to investigate. Make senior executives, and possibly the Audit Committee, aware of the accusations and of the launch of an internal investigation. Start by querying the results of any past due diligence that was performed on the business unit or employee facing the accusations. The ultimate goal is to verify whether the rumours are substantiated or not. At all times, demonstrate to key audiences that the company is credible in the way it deals with the situation. Executive Summary 13

14 5. Conclusion: Sharing Key Takeaways Elaine K. Dezenski, Senior Director, Head of PACI, World Economic Forum, closed the meeting by thanking participants for their inputs on PACI strategic orientation and future activities. PACI members were invited to express their interest in joining the following PACI working groups for : B20 Working Group on Improving Transparency and Anti- Corruption PACI Working Group on the Update of the PACI Principles PACI Working Group on Key Recommendations for Effective Legal Frameworks 14 Partnering Against Corruption Initiative

15

16 6. Final List of Participants PACI Members and Partners Jason A. Lomax Director of Competition Law & Anticorruption Law Accenture Catherine Eikland Head, Anti-Corruption Program Office Alcatel-Lucent SA France Guillermo Erasmus Assistant General Counsel AngloGold Ashanti Ltd South Africa Jenny Baster Group Legal Director Arup Group Ltd United Kingdom Damian Heller Manager, Compliance Practice Basel Institute on Governance USA Faiza Alleg Bernard Masters Junior Legal Counsel, EMEA Regional Office Vice-President and Associate General Counsel Boart Longyear Boart Longyear Patricia Barratt Senior Associate Clifford Chance LLP United Kingdom Tony Awad Ken B. Graversen Jennifer Quartana Guthoff Group Corporate Social Responsibility Officer Officer, Corporate Ethics and Compliance Consolidated Contractors Company (CCC) Danfoss A/S USA Greece Denmark Director, Deputy Chief Ethics Officer Deloitte Germany Garry Kemp Senior Vice-President, Compliance DHL Express Hong Kong SAR Randy Corley Global Compliance Officer Edelman USA Stefan Reus Corporate Compliance EnBW Energie Baden- Württemberg AG Germany Michele De Rosa Topic Leader, Antibribery, Sustainability and Internal Control System Eni SpA Maaike de Bie Director, Global Corporate Counsel Ernst & Young United Kingdom Thembeka Ndaba Executive Manager, Forensic Services Eskom Holdings SOC Limited South Africa Lee Charles Tashjian Special Assistant to the Chairman and Chief Executive Officer Fluor Corporation Kenneth Zhang Yixiao Chief Executive Officer Haohe Engineering and Construction Co. Ltd Gernot Dresch Chief Compliance Officer Hilti Aktiengesellschaft Liechtenstein Marie-Christine von der Groeben Markus Heyer Iain Heydon Luiz Claudio Schleder Sampaio de Almeida Head of Compliance Awareness & Prevention Corporate Ethics and Compliance Officer Manager, Corporate Compliance, Africa, China and Asia-Pacific MAN SE Panalpina World Transport Holding Ltd Panalpina World Transport Holding Ltd Italy USA People s Republic of China Germany Coordinator of Transparency Petroleo Brasileiro SA Petrobras Brazil Didier Lavion Principal - Forensic Services at PricewaterhouseCoopers LLP USA Andrew Hartley Chief Compliance Officer Pöyry Plc Finland Neville Tiffen Global Head of Compliance Rio Tinto Australia Sabine Zindera Vice President, Corporate Legal and Compliance Siemens AG Germany Lars Björklund Vice-President, Ethics Skanska AB Sweden Marie-Josée Bérubé Vice-President, Administration SNC-Lavalin Group Canada Anne-Helen Lunde Attorney Statoil Norway John Lewis Senior Managing Compliance Counsel and Global Anti-Bribery Counsel The Coca-Cola Company Susan Cote-Freeman Programme Manager Transparency International USA Joost Wiebenga Deputy General Counsel & Chief Compliance Counsel EMEA Tyco International USA Netherlands Frederik Verhasselt Corporate Security Officer Umicore Belgium Irina Lazieva Carlos Moreira Regional Ethics and Compliance Counsel, FSU and Europe Chairman, Chief Executive Officer and Founder Weatherford International WISeKey SA Russian Federation 16 Partnering Against Corruption Initiative

17 Special Guests Rob Wainwright Director Europol (European Police) Netherlands Georg Florian Grabenweger Policy Advisor International Anti- Corruption Academy Austria Francois Vincke Head, Anti-Corruption Commission International Chamber of Commerce (ICC) Joachim Klewes Senior Partner Ketchum Pleon Gmbh Germany Sambuu Demberel Chairman and Chief Executive Officer Mongolian National Chamber of Commerce & Industry Nejla Saula Legal Adviser, Sherpa Office, General Secretariat Organisation for Economic Co-operation and Development (OECD) France Mongolia Imelda Dunlop Executive Director Pearl Initiative United Arab Emirates Brook Horowitz Executive Director The International Business Leaders Forum (IBLF) France United Kingdom Olajobi Makinwa Head, Transparency and Anti- Corruption; Coordinator, Senior Civil Society The United Nations Global Compact Candice Welsch Chief, Implementation Support Section United Nations Office on Drugs and Crime (UNODC) USA Austria PACI Observers Hans Brutsch Head of Compliance Adecco Group Thomas Etter Global Head of Compliance Damco International A/S Denmark Danielle Cannata International Trade Counsel Saudi Basic Industries Corporation (SABIC) Jan Coos Geesink Sachin Taparia SVP, Financial Crime & Reputational Risk Chairman and Managing Director, New Venture and Member of the Advisory Board Thomson Reuters TVS & Sons Limited USA United Kingdom India From the World Economic Forum Elaine K. Dezenski Senior Director, Head of Partnering Against Corruption Initiative (PACI) World Economic Forum Alex Wong Senior Director, Head of Business Engagement (Geneva) and Head of Basic & Infrastructure Industries World Economic Forum Joel Fernandes Senior Project Manager, of Partnering Against Corruption Initiative (PACI) World Economic Forum Carolina de Jong Senior Coordinator of Partnering Against Corruption Initiative (PACI) World Economic Forum Ellie Smith Intern, Partnering Against Corruption Initiative (PACI) World Economic Forum Tuvshinbat Narmandakh Associate, Partnering Against Corruption Initiative (PACI) World Economic Forum Sarah-Jane Boulos Associate Director, FTI Consulting and Secondee, World Economic Forum World Economic Forum It is the policy of the World Economic Forum to safeguard the privacy of its Members and participants by preventing any misuse of personal information provided to us for the purpose of facilitating contact and dialogue in furtherance of the Forum s mission. All participants in any World Economic Forum activity agree to treat any information related to the list of participants and participant contact information as strictly confidential and to use it solely to facilitate personal communication among participants of World Economic Forum activities. They agree that this information shall not be used for any other purpose, including solicitation for commercial endeavours. In case of violation of this rule, the World Economic Forum reserves the right to take any action it deems appropriate and necessary to protect the nature and the confidentiality of its activities. Executive Summary 17

18 The World Economic Forum is an independent international organization committed to improving the state of the world by engaging business, political, academic and other leaders of society to shape global, regional and industry agendas. Incorporated as a not-for-profit foundation in 1971 and headquartered in Geneva,, the Forum is tied to no political, partisan or national interests. World Economic Forum route de la Capite CH-1223 Cologny/Geneva Tel.: +41 (0) Fax: +41 (0)

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