...Harris Scarfe history on wiki There was not a single independent director on the audit committee of One.Tel, Harris Scarfe, Harris Scarfe had 2 former partners of its audit firm on its board Harris Scarfe's board included two family members of the person who bought effective control of the company in the 1970s. http://cclsr.law.unimelb.edu.au/files/Report_on_Governance_at_5_Failed_Companies_031028.pdf By way of a recent example to illustrate my point, Jim Psaros and Michael Seamer in a recent Charter article 7 make the observation that, while the Corporate Governance Statement contained in the Harris Scafe’s 2000 financial statements indicates that the ‘directors are committed to the principles underpinning best practice in corporate governance’ their analysis, however, suggests that ‘the corporate governance practices of Harris Scarfe were less than ideal’.8 Organisations can have very good corporate governance structures and policies on paper but the substance of good corporate governance is clearly more important than the form. Another important ingredient that cannot be glossed over is the ‘soft’ subjective factors such as composition of boards and the quality of directors. At this point I turn to the audit role and particularly to the role and independence of external auditors which have recently received unprecedented scrutiny following the collapse of HIH, OneTel, Harris Scarfe and Ansett. I have already touched upon the critical issue of...
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...The Crucial Roles of Professional Accountants in Business in Mid-Sized Enterprises Professional Accountants in Business Committee International Federation of Accountants 545 Fifth Avenue, 14th Floor New York, New York 10017 USA The mission of the International Federation of Accountants (IFAC) is to serve the public interest, strengthen the worldwide accountancy profession and contribute to the development of strong international economies by establishing and promoting adherence to high-quality professional standards, furthering the international convergence of such standards and speaking out on public interest issues where the profession’s expertise is most relevant. This publication was prepared by IFAC’s Professional Accountants in Business (PAIB) Committee. The PAIB Committee serves IFAC member bodies and the more than one million professional accountants worldwide who work in commerce, industry, the public sector, education, and the not-for-profit sector. Its aim is to enhance the role of professional accountants in business by encouraging and facilitating the global development and exchange of knowledge and best practices. This publication may be downloaded free-of-charge from the IFAC Web site at http://www.ifac.org. The approved text is published in the English language. Copyright © September 2008 by the International Federation of Accountants (IFAC). All rights reserved. Permission is granted to make copies of this work provided that such copies are for use in...
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...The Role of Power in Financial Statement Fraud Schemes Chad Albrecht • Daniel Holland • Ricardo Malaguen˜o • Simon Dolan • Shay Tzafrir Received: 24 June 2011 / Accepted: 12 December 2013 Springer Science+Business Media Dordrecht 2014 Abstract In this paper, we investigate a large-scale financial statement fraud to better understand the process by which individuals are recruited to participate in financial statement fraud schemes. The case reveals that perpetrators often use power to recruit others to participate in fraudulent acts. To illustrate how power is used, we propose a model, based upon the classical French and Raven taxonomy of power, that explains how one individual influences another individual to participate in financial statement fraud. We also provide propositions for future research. Keywords Financial statement fraud Organizational corruption Recruitment Collusion Power and influence Introduction In recent years, fraud and other forms of unethical behavior in organizations have received significant attention in the business ethics literature (Uddin and Gillet 2002; Elias 2002; Rockness and Rockness 2005; Robison and Santore 2011), investment circles (Pujas 2003; Albrecht et al. 2011), and regulator communities (Farber 2005; Ferrell and Ferrell 2011). Scandals at Enron, WorldCom, Xerox, Quest, Tyco, HealthSouth, and other companies created a loss of confidence in the integrity of the American business (Carson 2003) and even...
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...AIC REPORT Australian Council of Recycling TechClinics Summary Report “How can we document and recognise best practice in the Australian recycling industry?” July 2012 ACOR TechClinics Summary Report July 2012 REVISION HISTORY Client: Proposal: Prepared by: Contact Details: Ph: Email: Prepared For: Version: Australian Council of Recycling (ACOR) ACOR TechClinics Summary Report The Australian Institute for Commercialisaton Sean Smith 07 3364 0602 sean.smith@ausicom.com Grant Musgrove 1.0 Brisbane | Sydney | Melbourne | Adelaide | Cairns | Gold Coast | Rockhampton a: Head Office 33 McKechnie Drive, Eight Mile Plains, QLD 4113 p: PO Box 4012, Eight Mile Plains, QLD 4113 t: 1300 364 739 f: +61 7 3364 0786 w: www.ausicom.com ABN 84 076 854 638 www.ausicom.com ACOR TechClinics Summary Report July 2012 TABLE OF CONTENTS 1.0 EVENT SUMMARY 1.1 TechClinic® Objectives 1.2 About TechClinics 1.3 TechClinic® Agenda 1.4 The Australian Recycling Industry Value Chain 2.0 EXPERT PRESENTATIONS 2.1 ACOR TechClinics Introduction 2.2 Queensland Case Study – Used Lube Oil Recycling 2.3 South Australia Case Study – Best Practice Process 2.1 New South Wales Case Study – Industrial Ecology 2.2 ACCC and Industry Codes of Conduct 3.0 TECHCLINIC® WORKSHOPS 3.1 What are the Opportunities for the Australian Recycling Industry? 3.2 Issues and Constraints 3.3 Needs – Brainstorming Best Practice Criteria 3.3.1 Brainstorming Best Practice Criteria 3.3.2 Brainstorming and...
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