This site uses cookies to store information on your computer. Some are essential to make our site work; others help us improve the user experience. By using the site, you consent to the placement of these cookies. Read our privacy policy to learn more.

Business

Managing Responsible Business 2015 Logo cgma

  Tanya Barman |   Free |   CIMA |   Jul 2015 |   Thought leadership

Ours is an increasingly interconnected world, with an unprecedented rise in data and information flows and ever-more complex and extended global supply chains. As a result, organisations are facing more risk than ever, whilst under public scrutiny, to manage their business responsibly.

This CGMA report draws on insight from nearly 2,500 Chartered Global Management Accountant designation holders and CIMA students working in both private and public sectors to review how the ethical landscape has changed since 2012.

Topics covered:
  • Management accounting: Business: Strategy, Foundational
  • Management accounting: Business: Strategy, Advanced
  • Management accounting: Technical: Management reporting & analysis: Performance management, Advanced
  • Management accounting: Ethics, integrity & professionalism: Ethics, integrity & professionalism

12 Comments/Reflections

Lindsay Thompson

Lindsay Thompson Oct 2018

I cannot open the article.
Sarah Davies

Sarah Davies Aug 2018

I cannot open this article!  Have tried using both Google Chrome and Internet Explorer.
James Miln

James Miln May 2016

Interesting perspective on data and information from a governance point of view.
The framework of crowded demands, ethical information and culture made sense and managed to bring a coherent perspective to a very complex area.
This sets out well the role of the management accountant, and how the integrity of management information stretches our role far beyond the traditional role of the cost accountant.
Mohammad  Ahmad

Mohammad Ahmad Mar 2016

Rikki Wylie

Rikki Wylie Feb 2016

Reputation is an essential factor for any business's long term success/value. Identifying/managing key ethical, environmental and social issues is central to achieving that success. 

Identifying and prioritising key ethical issues is fundamental to achieving success. (eg how do companies priorities the following: Anti-corruption, Human rights, ethics, Environment, social etc)

Ethical:

Ethical information/behaviour is a key source of information for external stakeholders i.e. investors (Banks/private equity funds etc) as such how you identify /manage the associated risks of ethical and non ethical behaviour is becoming intrinsically linked with raising finance. (eg CSR and Stock price have been shown to be linked).

However their is still a disconnect between reporting and collecting ethical information. (eg 41% reporting ethical information / only 8 % use integrated reporting).

Their is still a disparity in the perceived benefits of ethical reporting between developing and developed countries. (100% in Zambia / 23% in the US).

Corporate Culture:

Embedding an ethical architecture into the organisational culture is fundamental to adding organisational value. With transparency /zero tolerance at the heart of any such approach.

Incentives, speak ups, training, codes of conduct etc are all forms of measures used to ensure ethical principles are maintained.

Penalties, disciplines and termination of supplier contracts etc are all forms of measures used when there has been non compliance and violations of the organisations code of ethics.

Their is a clear disparity between developing countries and developed countries with regards witnessing ethical violations (12% 2012 UK / 67% 2012 Zambia).

Management accounts are essential as acting as stewards by identifying the risks and safeguarding the organisation.