Corporate scandals and the need for corporate governance in Pakistan

Muhammad Amad

Corporate scandals and the need for corporate governance in Pakistan

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Muhammad Amad

Corporate scandals and the need for corporate governance in Pakistan

Executive Summary
Corporate governance is at the centre of attention in todays business world. This is greatly due to the large number of stakeholders whose wealth and interests are at stake in the business. What has further highlighted corporate governance today has been the increasing influence and awareness of these stake holders. With out sound corporate governance a business cannot survive. Corporate governance in Pakistan is still at the developing stage. The regulators mainly; the Securities and Exchange Commission of Pakistan and the State Bank of Pakistan, are constantly engaged in developing corporate governance in the country. The government has formed an institute of corporate governance which promotes good corporate practices through various means. Cases of poor corporate governance can be found around the world. They are mostly connected to fraudulent practices. The other major malpractices were; irregularities in accounts, noncompliance with law, nepotism, and exploitation of minority share holders. Pakistan has also had its share of corporate frauds and scandals however the government has taken several steps to reduce such malpractices and their effects.

Muhammad Amad

Corporate scandals and the need for corporate governance in Pakistan

CONTENTS
1. CORPORATE FAILURES IN PAKISTAN DUE TO LACK OF CORPORATE GOVERNANCE PRACTICES (Page # 3) 2. EVOLUTION OF CORPORATE GOVERNANCE (Page # 5) 3. THE CORPORATE GOVERNANCE SYSTEM (Page # 6) 4. NEED FOR CORPORATE GOVERNANCE (Page # 7) 5. CORPORATE GOVERNANCE IN PAKISTAN (Page # 8) 6. BENEFITS OF CORPORATE GOVERNANCE (Page # 9) 7. CORPORATE STAKEHOLDERS (Page # 13) 8. CONCLUSSION (Page # 15) 9. REFERENCES (Page # 16)

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Corporate scandals and the need for corporate governance in Pakistan

1. CORPORATE FAILURES IN PAKISTAN DUE TO LACK OF CORPORATE GOVERNANCE PRACTICES

Taj Company The Taj Company was involved in poor corporate governance practices. The company was running a scheme through which it was able to receive huge amounts of deposits illegally. What was far more disappointing was the religious affiliation the company had attached with its name. Even 15 years after their fraudulent practices have been stopped; the company still owes heavy liabilities to over 25000 people. Crescent Bank Fraud The entire board of directors and CEO Anjum Saleem of Crescent Standard investment bank were legally stopped from running their offices on evidences of suspected fraud and irregular accounting. External Auditors had predicted a missing amount of over Rs.6 Billion, apart from illegal maintenance of parallel accounts, concealment of bank assets, un-authorized massive funding of group companies, unlawful investments in real estate and stock market, etc. the SECP took legal action against the companies officers, although much of the actions taken were criticized as insufficient. PTCL The privatization of PTCL was also a big corporate scandal. An ex-Senior Vice President has claimed the privatization as Pakistans Biggest Financial fraud. PTCL former official further commented that the deal was closed on 2.6 billion dollars including U-fone & Paknet, however only U-fone had enterprise value of more than 6 billion dollars which does not include assets of U-fone. Moreover, pricing decisions were made through old records instead of determining current market value, which means, it was like Buy One Get 2 Free offer. It has been reported further that in September 2006, when Etisalat had refused to honor the deal, they were offered a secret price discount of 394 million dollars along with commitment to lay off 20,000 employees and to bear the 50% cost of layout. Supreme Court of Pakistan has already given decision against

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Corporate scandals and the need for corporate governance in Pakistan

the privatization of PSO and Pakistan Steel and if PTCLs privatization gets challenged on true facts, it will bring horrifying results. ENGRO Group of Companies SECP was at the receiving end of immense criticism once it had allowed Fertilizer giant ENGRO to establish its subsidiary ENGRO Foods. Critics believed that the company was associated with the urea business and were tremendously concerned about the extent to which hygiene requirements for the industry would be met by ENGRO foods. However SECP counter argument was based on the fact that ENGRO has had a rich history of sound corporate governance which satisfied SECP that ENGRO will be responsible in regards to hygiene issues associated with ENGRO foods. Time proved that Engros corporate governance was in good practice and has led to the success of ENGRO foods with products such as Olpers Milk. Mehran Bank The National Accountability Bureau (NAB) has recovered Rs1.6 billion in the famous Mehran Bank scandal case by selling Benami property of defunct banks chief Younus Habib in Islamabad. The amount is stated to be the countrys biggest-ever single cash recovery in a wilful loan default case. In addition, the Younus Habib Group will also pay Rs420 million.

According to the NAB, Younus Habib, former chief operating officer of the defunct bank, had offered to settle his liability through the sale of his Benami property and accordingly entered into a settlement agreement of Rs1.6 billion with the National Bank of Pakistan. The Mehran Bank had been doing badly since its very beginning in January 1992, and banking experts attributed this poor performance to Younus Habib's penchant for `extra-curricular banking activities.

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Corporate scandals and the need for corporate governance in Pakistan

2. EVOLUTION OF CORPORATE GOVERNANCE IN PAKISTAN

Corporate governance is at the centre of attention in todays business world. This is greatly due to the large number of stakeholders whose wealth and interests are at stake in the business. What has further highlighted corporate governance today has been the increasing influence and awareness of these stake holders. With out sound corporate governance a business cannot survive. Corporate governance is not just related to core business activities. Good corporate governance caters to various other issues present in the society. Corporations today have developed a concept of corporate social responsibility. The major components of corporate governance comprise of company policies, Board of Directors, the role of the CEO, creditors, Stockholders, regulators, reporting and maintaining overall transparency about the business operations. In March 2002, the Securities and Exchange Commission of Pakistan issued the Code of Corporate Governance to establish a framework for good governance of companies listed on Pakistan's stock exchanges. In exercise of its powers under Section 34(4) of the Securities and Exchange Ordinance, 1969, the SEC issued directions to the Karachi, Lahore and Islamabad stock exchanges to incorporate the provisions of the Code in their respective listing regulations. As a result, the listing regulations were suitably modified by the stock exchanges. The Code is a compilation of best practices, designed to provide a framework by which companies listed on Pakistan's stock exchanges are to be directed and controlled with the objective of safeguarding the interests of stakeholders and promoting market confidence; in other words to enhance the performance and ensure conformance of companies. In doing this, the Code draws upon the experience of other countries in structuring corporate governance models, in particular the experience of those countries with a common law tradition similar to Pakistan's. The Code of Best Practice of the Cadbury Committee on the Financial Aspects of Corporate Governance published in December 1992 (U.K.), the Report of the Hampel Committee on Corporate Governance published in January 1998 (U.K.), the Recommendations of the King's Report (South Africa), and the Principles of Corporate Governance published by the

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Corporate scandals and the need for corporate governance in Pakistan

Organization for Economic Cooperation and Development in 1999 have been important documents in this regard. The Code is a first step in the systematic implementation of principles of The Code is a first step in the systematic implementation of principles of good corporate governance in Pakistan. Further measures will be required, and are contemplated by the SEC, to refine and consolidate the principles and to educate stakeholders of the advantages of strict compliance. Corporate governance is a relatively new term used to describe a process, which has been practiced for as long as there have been corporate entities. This process seeks to ensure that the business and management of corporate entities is carried on in accordance with the highest prevailing standards of ethics and efficacy upon assumption that it is the best way to safeguard and promote the interests of all corporate stakeholders.

3. THE CORPORATE GOVERNANCE SYSTEM

Corporate governance is the set of processes, customs, policies, laws and institutions affecting the way a corporation is directed, administered or controlled. Corporate governance also includes the relationships among the many stakeholders involved and the goals for which the corporation is governed. The principal stakeholders are the shareholders, management and the board of directors. Other stakeholders include employees, suppliers, customers, banks and other lenders, regulators, the environment and the community at large. The process of corporate governance does not exist in isolation but draws upon basic principles and values which are expected to permeate all human dealings, including business dealings principles such as utmost good faith, trust, competency, professionalism, transparency and accountability, and the list can go on Corporate governance builds upon these basic assumptions and demands from human dealings and adopts and refines them to the complex web of relationships and interests which make up a corporation. The body of laws, rules and practices which emerges from this synthesis is never static but constantly evolving to meet changing circumstances and requirements in which corporations operate. From time to time, crisis of confidence in effective compliance with, or implementation of, prevailing corporate governance

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Corporate scandals and the need for corporate governance in Pakistan

principles act as a catalyst for further refinement and enhancement of the laws, rules and practices which make up the corporate governance framework. The result is an evolving body of laws, rules and practices, which seeks to ensure that high standards of corporate governance continue to apply. Some examples of corporate governance issues arising are the circumstances surrounding the collapse of the South Sea Company (frequently referred to as the South Sea Bubble) in England in 1720. The famous Enron case in 2002 and more recent examples are the Taj Company Scandal in Pakistan.

4. NEED FOR CORPORATE GOVERNANCE

Good and proper corporate governance is considered imperative for the establishment of a Competitive market. There is empirical evidence to suggest that countries that have implemented good corporate governance measures have generally experienced robust growth of corporate sectors and higher ability to attract capital than those which have not. The positive effect of good corporate governance on different stakeholders ultimately is a strengthened economy, and hence good corporate governance is a tool for socio-economic development. After East Asian economies collapsed in the late 20th century, the World Bank's president warned those countries, that for sustainable development, corporate governance has to be good. Economic health of a nation depends substantially on how sound and ethical businesses are. Upon independence, Pakistan inherited the Indian Companies Consolidation Act, 1913. In 1949, this Act was amended in certain respects, including its name, where after it was referred to as the Companies Act, 1913. Until 1984, when the Companies Ordinance, 1984 (the Companies Ordinance) was promulgated, following lengthy debate, Pakistani companies were established and governed in accordance with the provisions of the Companies Act, 1913. Corporate entities in Pakistan are primarily regulated by the SEC under the Corporate entities in Pakistan are primarily regulated by the SEC under the Companies Ordinance, the Securities and Exchange Ordinance, 1969, the Securities and Exchange Commission of Pakistan Act, 1997, and the various rules and regulations made there under. In addition, special companies may also be

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Corporate scandals and the need for corporate governance in Pakistan

regulated under special laws and by other regulators, in addition to the SEC. In this way, listed companies are also regulated by the stock exchange at which they are listed; banking companies are also regulated by the State Bank of Pakistan; companies engaged in the generation, transmission or distribution of electric power are also regulated by the National Electric Power Regulatory Authority; companies engaged in providing telecommunication services are also regulated by the Pakistan Telecommunication Authority; and oil and gas companies are also regulated by the Oil and Gas Regulatory Authority.

5. CORPORATE GOVERNANCE IN PAKISTAN

The SEC, since it took over the responsibilities and powers of the Corporate Law Authority in 1999, has been acutely alive to the changes taking place in the international business environment, which directly: and indirectly impact local businesses. As part of its multidimensional strategy to enable Pakistan's corporate sector meet the challenges raised by the changing global business scenario and to build capacity, the SEC has focused, in part, on encouraging businesses to adopt good corporate governance practices. This is expected to provide transparency and accountability in the corporate sector and to safeguard the interests of stakeholders, including protection of minority shareholders' rights and strict audit compliance. Parties involved in corporate governance include the regulatory body (e.g. the Chief Executive Officer, the board of directors, management and shareholders). Other stakeholders who take part include suppliers, employees, creditors, customers and the community at large. In corporations, the shareholder delegates decision rights to the manager to act in the principal's best interests. This separation of ownership from control implies a loss of effective control by shareholders over managerial decisions. Partly as a result of this separation between the two parties, a system of corporate governance controls is implemented to assist in aligning the incentives of managers with those of shareholders. With the significant increase in equity holdings of investors, there has been an opportunity for a reversal of the separation of ownership and control problems because ownership is not so diffuse.

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A board of directors often plays a key role in corporate governance. It is their responsibility to endorse the organizations strategy, develop directional policy, appoint, supervise and remunerate senior executives and to ensure accountability of the organization to its owners and authorities. All parties to corporate governance have an interest, whether direct or indirect, in the effective performance of the organization. Directors, workers and management receive salaries, benefits and reputation, while shareholders receive capital return. Customers receive goods and services; suppliers receive compensation for their goods or services. In return these individuals provide value in the form of natural, human, social and other forms of capital. A key factor in an individual's decision to participate in an organization e.g. through providing financial capital and trust that they will receive a fair share of the organizational returns. If some parties are receiving more than their fair return then participants may choose to not continue participating leading to organizational collapse.

6. BENEFITS OF CORPORATE GOVERNANCE

The popularity and development of corporate governance frameworks in both the developed and developing worlds is primarily a response and an institutional means to meet the increasing demand of investment capital. It is also the realization and acknowledgement that weak corporate governance systems ultimately hinder investment and economic development. In a McKinsey survey issued in June 2000, investors from all over the world indicated that they would pay large premiums for companies with effective corporate governance. A number of surveys of investors in Europe and the US support the same findings and show that investors eventually reduce their investments in a company that practices poor governance. Corporate governance serves two indispensable purposes. It enhances the performance of corporations by establishing and maintaining a corporate culture that motivates directors, managers and entrepreneurs to maximize the company's operational efficiency thereby ensuring returns on investment and long term productivity growth.

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Moreover, it ensures the conformance of corporations to laws, rules and practices, which provide mechanisms to monitor directors' and managers' behavior through corporate accountability that in turn safeguards the investor interest. It is fundamental that managers exercise their discretion with due diligence and in the best interest of the company and the shareholders. This can be better achieved through independent monitoring of management, transparency as to corporate performance, ownership and control, and participation in certain fundamental decisions by shareholders.

Dramatic changes have occurred in the capital markets throughout the past decade. There has been a move away from traditional forms of financing and a collapse of many of the barriers to globalization. Companies all over the world are now competing against each other for new capital. Added to this is the changing role of institutional investors. In many countries corporate ownership is becoming increasingly concentrated in institutions, which are able to exercise greater influence as the predominant source of future capital. Corporate governance has become the means by which companies seek to improve competitiveness and access to capital and borrowing in a local and global market. Effective corporate governance allows for the mobilization of capital annexed with the promotion of efficient use of resources both within the company and the larger economy. It assists in attracting lower cost investment capital by improving domestic as well as international investor confidence that the capital will be invested in the most efficient manner for the production of goods and services most in demand and with the highest rate of return. Good corporate governance ensures the accountability of the management and the Board in use of such capital. The Board of directors will also ensure legal compliance and their decisions will not be based on political or public relations considerations. It is understood that efficient corporate governance will make it difficult for corrupt practices to develop and take root, though it may not eradicate them immediately. In addition, it will also assist companies in responding to changes in the business environment, crisis and the inevitable periods of decline. Corporate governance is the market mechanism designed to protect investors' rights and enhance confidence. Throughout the world, institutions are awakening to the opportunities presented by governance activism. As a result, Boards and management are voluntarily and proactively taking

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steps to improve their own accountability. Simply put, the corporations, including Pakistani corporations, have begun to recognize the need for change for positive gain. Along with traditional financial criteria, the governance profile of a corporation is now an essential factor that investors and lenders take into consideration when deciding how to allocate their capital. The more obscure the information, the less likely that investors and lenders would be attracted and persuaded to invest or lend. The lack of transparency, unreliable disclosure, unaccountable management and the lack of supervision of financial institutions (all of which are the consequences of inadequate corporate governance) combine to infringe investors' rights. Poor corporate governance has a tendency to inflate uncertainty and hamper the application of appropriate remedies. Transparency can be achieved through three key market elements: 1. Openness 2. Accounting standards 3. Compliance reporting. Efficient markets depend upon investor confidence in the accuracy and openness of information provided to the public. Also, compliance with internationally recognized accounting standards is necessary to ensure that investors can effectively analyze and compare company data. With incorporation of the Code in the listing regulations of the Pakistan's stock exchanges, listed companies are now under an obligation to act transparently. Initially, principles of corporate governance were more specifically framed to facilitate the so called agency problems that were a consequence of the separation of ownership and management in publicly owned corporations. As the ownership of corporations is widely dispersed, management of the corporation is vested in directors who act as agents for the owners, (the shareholders). From this stems the theory that the interest of the shareholder is not determined or protected by any formal instrument, unlike the interest of most stakeholders and investors which can generally and adequately be protected through contractual rights and obligations with the company. It is, for this reason, that corporate governance is primarily directed at the effective protection of shareholder interests.

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The corporate governance system specifies the rights of the shareholder and the steps available if management breaches its responsibilities established on equitable principles from this springs the equity contract. In addition to the applicable general law, the equity contract is created under Section 31 of the Companies Ordinance. The inability or unwillingness to make credible disclosure constitutes a bad equity contract which potentially makes it difficult for the market to distinguish good risk from bad resulting in an inability to attract investors. The long term consequences of such inabilities prove to have a crippling effect, not only on corporations, but also on the stock market as it blocks crucial liquidity of the stock market, with the resultant weakening of the entire financial system. Consequently, the increased cost of capital reallocates financing and the capital market towards debt. A distinctive characteristic of the Pakistani corporate culture, however, is the pyramidal ownership structure and corporations with concentrated ownership enabling large shareholders to directly control managers and corporate assets. Thus the need for corporate governance should not, perhaps, arise under the prevailing structure as the conflict of interest that emerges gives rise to the expropriation problem as opposed to the agency problem. It is imperative, however, at this stage, to acknowledge the rapid developments that are taking place within the Pakistan corporate culture and the fading out of the traditional and more conventional corporate formation. Furthermore, a good governance system is required for such institutions as the success of any institution is a combined effort comprising of contributions from a range of resource providers including employees and creditors. It is for this reason that the role of the various stakeholders cannot go ignored and their rights and the corporations' obligations must be determined. Financing of any kind, whether for publicly traded companies or privately held and state owned companies, can only be made possible through the exercise of good corporate governance.

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7. CORPORATE STAKEHOLDERS

A corporation enjoys the status of a separate legal entity; however, the formation of a public listed company is such that its success is dependant upon the performance of a contribution of factors encompassing a number of stakeholders. A stakeholder is a person (including an entity or group) that has an interest or concern in a business or enterprise though not necessarily as an owner. The ownership of listed companies is comprised of a large number of shareholders drawn from institutional investors to members of public and thus it is impossible for it to be managed and controlled by such a large number of diversified minds. Hence, management and control is delegated by the shareholders to agents called the Board of directors. In order to achieve maximum success, the Board of directors is further assisted by managers, employees, contractors, creditors, etc. Therefore it is imperative to recognize the importance of stakeholders and their rights. Communication with stakeholders is considered to be an important feature of corporate governance as cooperation between stakeholders and corporations allows for the creation of wealth, jobs and sustain ability of financially sound enterprises. It is the Board's duty to present a balanced assessment of the company's position when reporting to stakeholders. Both positive and negative aspects of the activities of the company should be presented to give an open and transparent account thereof. The annual report is a vital link and, in most instances, the only link between the company and its stakeholders. The Companies Ordinance requires directors to attach in the annual report a directors' report on certain specific matters. The Code expands the content of the directors' report and requires greater disclosure on a number of matters that traditionally were not reported on. The aim is for the directors to discuss and interpret the financial statements to give a meaningful overview of the enterprise's activities to stakeholders and to give users a better foundation on which to base decisions. Specific emphasis has been placed upon the fiduciary obligations of directors and hence the need to understand the implications of such obligations also arises. Apart from the above, stakeholder communication should consist of a discussion and interpretation of the business including:

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Its main features; Uncertainties in its environment; Its financial structure and the factors relevant to an assessment of future prospects Other significant items which may be relevant to a full appreciation of the business.

WHAT ARE THE RULES OF CORPORATE GOVERNANCE?

Commonly accepted principles of corporate governance include: Rights and equitable treatment of shareholders: Organizations should respect the rights of shareholders and help shareholders to exercise those rights. They can help shareholders exercise their rights by effectively communicating information that is understandable and accessible and encouraging shareholders to participate in general meetings. Interests of other stakeholders: Organizations should recognize that they have legal and other obligations to all legitimate stakeholders. Role and responsibilities of the board: The board needs a range of skills and understanding to be able to deal with various business issues and have the ability to review and challenge management performance. It needs to be of sufficient size and have an appropriate level of commitment to fulfill its responsibilities and duties. There are issues about the appropriate mix of executive and non-executive directors. The key roles of chairperson and CEO should not be held by the same person. Integrity and ethical behaviour: Ethical and responsible decision making is not only important for public relations, but it is also a necessary element in risk management and avoiding lawsuits. Organizations should develop a code of conduct for their directors and executives that promotes ethical and responsible decision making. It is important to understand, though, that reliance by a company on the integrity and ethics of individuals is bound to eventual failure. Because of this, many organizations establish Compliance

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and Ethics Programs to minimize the risk that the firm steps outside of ethical and legal boundaries. Disclosure and transparency: Organizations should clarify and make publicly known the roles and responsibilities of board and management to provide shareholders with a level of accountability. They should also implement procedures to independently verify and safeguard the integrity of the company's financial reporting. Disclosure of material matters concerning the organization should be timely and balanced to ensure that all investors have access to clear, factual information.

8. CONCLUSION
Corporate governance is the mechanism by which the agency problems of corporation stakeholders, including the shareholders, creditors, management, employees, consumers and the public at large are framed and sought to be resolved. Corporate governance is an inevitable phenomenon of corporate businesses. Whether it is good or bad is determined by the performance of the components. Good corporate governance is being promoted in almost all parts of the world. Corporate governance is at the evolutionary stage in developing countries. However that does not mean that poor corporate governance is not present in the developed world. With cases such as the Enron bankruptcy, it is quite evident that corporate governance mal-practices are present everywhere. Major issues in corporate governance are Ethical dilemmas, Window Dressing, Board Composition, and interaction with minority shareholders. The following of corporate governance principles is not that common in Pakistan and it is still ignored by companies because the market is not aware of it. But the short benefits should not be given more importance than long term benefits that Corporate Governance brings with it. If a company wants to establish a long term loyalty base relationship with stakeholders than there is no other way but to adopt good Corporate Governance ideals.

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9. References:
http://telecompk.net/2007/09/04/ptcl%E2%80%99s-privatization-the-biggestfinancial-scam-in-pakistan%E2%80%99s-history/ http://www.nation.com.pk/pakistan-news-newspaper-daily-englishonline/Business/10-Feb-2009/Corporate-Governance-ensures-managementaccountability www.wikipedia.com www.picg.org.pk www.defencejournal.com/dec99/open-letter.htm http://www.dhalahore.biz/ads/index.php?command=searchnamepostsandcomments &searchstr=SM&entry=0

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