Already in 2014 received the Danske Bank alerts through an internal audit that employees in Estonia tried to hide the transactions for authorities.
It is a classic varningsflagga for money laundering. And then, it has rolled on. During the year culminated in the scandal of an external investigator who reviewed more than 6,000 customers for several years, total has carried out suspicious transactions to a value of over 2,000 billion.
Here was the model Swedbankskandalen that the bank's management and board of directors could have studied – in order to avoid ending up in the same seat. Yet it chose to not take the lesson learned in time.
senior executives of the bank have not yet understood where the problem lies.
Birgitte Bonnesens brief comment after she got fired was that she had done something wrong.
And now, when Lars Idermark leaves the board blame he it's been difficult ”in a massmedialt very spaced location to get a hearing for the proportions, matters of fact, and to be able to respond to direct errors.”
When the cfo Anders Karlsson was acting president after Bonnesen was fired, he spoke also of the pressure which the media had named his ”co-worker and manager”.
have clearly and openly admitted that something had gone wrong in the bank. And now we're talking not about that, it would have committed money laundering in Swedbank in the Baltic states (although there are strong suspicions that this has happened). But when the bank has lost 30 percent of its value and is the subject of criminal investigations in at least two countries, and investigations from regulators in at least three – then is there anything that is really properly wrong!
this is The second time in a short time the bank has been in question. Three years ago, then-ceo Michael Wolf was fired after several people in the lead made the real estate business was perceived as unethical. Wolf and chairman of the board Anders Sundström, was denied discharge by the annual general meeting.
owners also are becoming more active. They are represented in the nomination committee and must have the courage to raise their eyes, when they shall propose new members to the board of directors. Here is the opportunity to bring in people who understand that the journey to restoring confidence is to admit that wrong has been committed, and that they should be corrected.
It is natural that an organization – a company, a non-profit organisation, a sporting federation – go in the defensive when the people who are there feel contested. This is precisely why it is important that top managers take responsibility and does not amplify bunkermentaliteten.
not just a new board, but also new powers in the executive management team; people from the outside can see clearly and soberly at the problems and openly admit to them.
To contrast the blame on the media is the most worn, and worst, excuse for a company that is in Its exposed location.
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