After acquiring a business, the holding company only changes something in terms of the keystone: “The interviewees report some governance changes following a takeover by Berkshire Hathaway. The most frequently cited changes are the elimination or modification of the composition of the board of directors and changes to the terms of THE CEO`s compensation contracts. Some CEOs of the insurance subsidiary indicate that changes have been made to the company`s internal audit and risk management practices. The CEOs of all 80 holding companies achieve maximum independence in their actions, become a “long-term focus” with Warren Buffett often, but irregular, and “None of the respondents speak to him on a predetermined schedule, and all report that they are launching the communication itself.” And most Of Berkshire Hathaway`s CEOs think their pay would be higher if their businesses were owned by a company other than Berkshire. All claim that their annual bonus is calculated with only two performance criteria. (A typical large company uses an average of 2.4 performance criteria.) The most frequently cited ratios are income, return on equity and operating margin or profit. And now it`s particularly interesting for our subject: “Interviewees agree that a common culture is shared beyond Berkshire Hathaway`s subsidiaries. The most frequently cited attributes of this culture are honesty, integrity, long-term orientation and a focus on customer care. Interviewees also agreed that Berkshire culture is directly influenced by the “tone from above.” According to one interviewee, the most important messages conveyed by Berkshire Hathaway headquarters are the most important: In Part B – The Fight Against Damage to Criminal Behaviour and the Effective Compliance and Ethics Program is then attempted to define an “effective” compliance program: .8B2.1. An effective compliance and ethics program (a) To have an effective compliance and ethics program, an organization must exercise due diligence to prevent and detect criminal behaviour for the purposes of the subsection (f) of Section 8C2.5 (Culpability Score) and subsection b) (1) (1) of P.
8D1.4 (Recommended Probation Conditions – Organizations); and (2) to promote an organizational culture that encourages ethical behaviour and is committed to respecting the law. “The two factors that mitigate an organization`s ultimate sanction are: (i) the existence of an effective compliance and ethics program; and (ii) self-reporting, cooperation or liability. […] Preventing and detecting criminal behaviour, facilitated by an effective compliance and ethics program, will help an organization promote ethical behaviour and fully comply with all applicable laws. ” to realize that respect is important to ourselves and to others. But if it`s so important to all of us, why isn`t there so much mutual respect? Suchanek criticizes the fact that it is not meant to name and write values. “How implementation should be done professionally. This begins by illustrating the concrete values of a value, and above all the question of where and why it is not lived in daily life. What is integrity and respect when I sit in front of my big customer, who wants to drive me down prices, or when I criticize an employee for his poor performance?