Monday, March 23, 2020

Airbus might be family but AML/CTF rules mean Airbus cannot deal with Tony Fernandes (and now the AA,AAX board members have implicated themselves)

by Ganesh Sahathevan


This is touching


However, the above and the BDO Governance Advisory finding changes nothing. Additionally, AA and AAX directors may have now implicated themselves.
The real issue here is:How are AA and AAX going to maintain, build and finance their fleets that are comprised entirely of Airbus planes.
END

To Be Read With


Airbus admission prevents further business with Airasia: BDO Governance Advisory findings meaningless. given Airbus admission before the UK Crown Court,and cannot be a substitute for MACC, police, SC investigation


AND 


Airbus-AirAsia admissions made under UK Bribery Act 2010,which gives UK Govt extraterritorial jurisdiction: Tony Fernandes said F1 was very much part of AA, AAX brand building, Fernandes admission may subject AA,AAX to UK Bribery Act jurisdiction

by Ganesh Sahathevan




Tony Fernandes
Tony Fernandes, Catreham F1 and AirAisa captured in 
a single image.


Reacting to the Airbus-Airasia bribery admission Tony Fernandes said:

We built an amazing brand and F1 was a big part of it.

Reuters quoting a statement issued by Fernandes and Kamaduddin Mehranun reported:

“Caterham F1, the company alleged to have been sponsored improperly by Airbus, was at the relevant time a Formula 1 racing team that had gone round the globe promoting amongst others AirAsia, AirAsia X, GE and Airbus,” Fernandes and Kamarudin said in the statement.


The above statements may have brought AirAsia and AirAsiaX within UK Bribery Act jurisdiction, which premises jurisdiction based on business activity , not merely incorporation and business presence.
That the statements have been made by the senior executive directors of the companies involved makes the connection that much stronger. For a simple to read explanation of how the UK Bribery Act 2001 works, see article below.

END 





When passed in 2010, the UK Bribery Act was dubbed the “most stringent anti-corruption legislation in the world.” This was due in part to Section 7, which created an unprecedented form of vicarious liability at the time, with a potentially strong extraterritorial reach. Since then compliance professionals have wondered what implications this could have. And then came Airbus.
Section 7 introduces “failure of commercial organizations to prevent bribery” as an offense. In terms of jurisdiction, the text of Section 7 says it applies to “relevant commercial organizations,” a notion that encompasses bodies or partnerships which carry “a business, or part of a business, in any part of the United Kingdom” regardless of where they were incorporated or formed.
The 2011 UKBA Guidance gave a hint: it seemed to take a rather “business friendly” approach by suggesting that “having a UK subsidiary will not, in itself, mean that a parent company is carrying on a business in the UK, since a subsidiary may act independently of its parent or other group companies.” The Ministry of Justice however emphasized in this guidance that courts would be the final arbiter.
On January 31, 2020, Airbus SE announced that it would pay €3.6 billion ($4 billion) to settle global bribery and trade charges with French, U.S., and UK authorities. In the UK, Airbus SE committed to pay €991 million ($1.09 billion) to the Serious Fraud Office. This is pursuant to a deferred prosecution agreement, which, as required by the Crime and Courts Act of 2013, has been duly approved by a Crown Court judgment.
The UK court decision is good place to look for a first judicial interpretation on the extraterritorial reach of Section 7 of the UKBA.
Airbus SE is registered in the Netherlands, has its operational headquarters in France, and admitted to facts that occurred outside of the UK territory.
I read the judgment as adopting a strong pro-extraterritorial stance.
The judgment notes that Airbus SE, the only entity subject to prosecution as the Group’s parent company, had “continuously carried on part of their business in the United Kingdom,” based on the fact that it had two subsidiaries in the UK: Airbus Operations Limited (through Airbus SAS, a French company) and Airbus Military UK Limited (through Airbus Defence and Space SA, a Spanish company). No reference is made either to the percentage of the Group’s turnover in the UK, or to a potential improper behavior of the UK subsidiaries.
The document further highlights that “Airbus Operations Limited and Airbus Military UK Ltd, through Airbus SAS and Airbus Defense and Space SA are subject to the strategic and operational management of Airbus SE.”
However, no line of legal reasoning aims at showing that the powers of Airbus SE over the management of its UK subsidiaries could be linked to control deficiencies in the UK.
Other facts that could hypothetically generate a “UK nexus,” such as a UK potential inadvertent financing of corrupt transactions by UK Export Finance (UKEF) or the potential involvement of UK nationals are lightly touched upon in the judgment, but not weaved into a legal discussion on extraterritoriality.
The judgment notes that UK jurisdiction is “common ground” in the case, suggesting that the judge might be deferring, at least to a certain extent, to the decision of Airbus SE to agree to UK jurisdiction.
Finally, let’s examine the section of the judgment that credits Airbus for cooperating “to the fullest extent possible” in the UK investigation.
Presiding judge Dame Victoria Sharp said, “It is to be noted that through its engagement with the SFO related in the first instance to matters concerning UKEF, Airbus also accepted that the Bribery Act 2010 provided the SFO with extended extraterritorial powers and with a potential interest in facts post 2011. This was an unprecedented step for a Dutch and French domiciled company to take, in respect of the reporting of conduct which had taken place almost exclusively overseas.”
Let’s observe that there might be a bit of a contradiction above: if a legal challenge by a foreign defendant over UK jurisdiction amounts to a lack of cooperation and may end up harming the defendant’s cause, this might put the defendant under a certain pressure not to trigger a judicial battle over jurisdiction. In these conditions, would it really be appropriate for the judge to defer to the fact that the defendant is not challenging UK jurisdiction?
Only time will tell, with further cases and judicial decisions, whether there are limits to the extraterritorial reach of Section 7 of the UKBA or whether the simple fact of having a subsidiary in the UK is enough to legally subject any global company to UK investigations and prosecution.

Sunday, March 22, 2020

Anthony Healy to leave NAB;Healy, formerly of ANZ was responsible for early cover-ups at AMBank

by Ganesh Sahathevan

Anthony Healy, chief customer officer of NAB's business and private bank, will leave at the end of April.
Anthony Healy, chief customer officer of NAB's business and private bank, will leave at the end of April. CREDIT:





The AGE and others have reported: 

National Australia Bank's head of business banking, Anthony Healy, is the second senior executive this month to announce he will be leaving the lending giant, which must now fill two critical senior management vacancies.

Mr Healy, chief customer officer of business and private banking, who had previously been mooted as a potential next CEO of the bank before it opted for Ross McEwan, on Monday said now was the "right time" for him to depart the bank. It comes after another senior executive, former NSW Premier Mike Baird, also announced he would be stepping down from his job running the consumer banking arm of NAB.
Readers of this and the related Sahathevan Blog will recall that Healy was responsible for some of the earlier cover-ups at AMBank, when he was at ANZ (see story below)
END 



by Ganesh Sahathevan


This email from the ANZ's Anthony Healy, then Deputy Group Managing Director,AMbank Berhad   to Amarjeet Kaur then of AMBank, copied to the ANZ's Ashok Ramamurthy who was also at AMBank,demonstrates how ANZ tells  AMBank what to do.

The email was written in response to questions put by this writer 

-----Original Message-----
From: Anthony Healy
Sent: Friday, August 17, 2007 5:30 PM
To: Amarjeet Kaur
Cc: Ashok Ramamurthy
Subject: FW: QUERY: AMMB June 30 results

Hi Amarjeet,

I don't know who this person is but he is asking a detailed financial question and seeking further disclosure that I am reluctant to provide.

Can you please explain what he is getting at and whether we should
respond or ignore him.

Ashok - you should probably be across this too. Given he is asking 
specifically about what ANZ will or won't disclose and the impact on ANZ numbers, should we give Stephen Higgins a heads up too?

Thanks
Anthony

Anthony Healy
AmBank Group


ANZ CEO Shayne Elliot has tried in vain to distance the ANZ from their people at AMBank, but he has been less than convincing,as The Australian reported:

(Shayne Elliot)  said ANZ had not investigated whether any staff on secondment to AmBank had done anything wrong. “They are no longer employees,” he said. “They are responsible to the board of AmBank. AmBank has conducted those investigations.”
But an ANZ spokesman has previously told The Australian employees on secondment at AmBank “remain employees of ANZ and continue to receive long service entitlements”.
And in 2008, when ANZ said its employee Ashok Ramamurthy had been elevated from chief financial officer of AmBank to deputy managing director, it said he would report to AmBank group managing director Cheah Tek Kuang and “will also report to ANZ CEO South and Southeast Asia, Mr Joseph Abraham”. Yesterday, Mr Elliott denied this was true, saying: “No. Ashok did not report to Joseph Abraham, no.” Mr Ramamurthy was subsequently made chief executive of AmBank.
The Anthony Healy email demonstrates further that ANZ  is really in charge at AMBank, and  of the flow of funds into and out of  PM Najib's Razak's accounts.


END 




REFERENCE



Paul Edwards














Paul Edwards 

Group General Manager Corporate Communications 

at ANZ





In 2006 ANZ's head of corporate communications intervened to ensure that a media investigation into accounting issues at AMMB was stopped.In an email to this writer he wrote: 


I want to advise you that ANZ will not be contributing any thing further on this issue nor will we be responding to any further queries from you. I know from my colleagues at AMMB that they will be taking the same approach to communication from you. 
It has been previously reported, with regards a more recent example of ANZ's control of AMMB's accounting that theANZ board and managers may have inadvertently admitted that Najib's "Saudi donation" story is false.


Taken together it is obvious that the ANZ has been in control of AMMB's accounting for more than a decade.Consequently the theft and money laundering issues that have arisen out of the 1 MDB scandal are well within the jurisdiction of Australian regulators APRA,AUSTRAC and the AFP.

In addition to the ANZ board, its senior managers, its recently retired CO Mike Smith, and ANZ personnel seconded to AMMB, ASX and Westpac director Peter Marriot and BNZ CEO  Anthony Healy are also implicated.
It was queries to Marriot  who was then CFO at ANZ that Paul Edwards attempted to deflect. Reporting to Marriot as deputy group MD at  AMMB was Anthony Healy.Healy was also queried but it was eventually left it to Edwards to deal with the complex accounting issues that were being queried.
ANZ 's attempt at burying its involvement in the 1 MDB scandal  by removing junior personnel ,reported by Sarawak Report (see below) is as ineffectual as Paul Edwards clumsy but revealing attempt at burying the 2006 investigation.
END 



Term of office
Director since June 2013.
Independent
Yes
Current Directorships
Chairman of Austraclear Limited. Director of ASX Limited, ASX Clearing Corporation Limited and ASX Settlement Corporation Limited.
Other Westpac related entities Directorships
Nil




Managing Director & Chief Executive Officer Bank of New Zealand — BSc, GradDipEc, GradDipFin

Anthony became Managing Director and CEO of Bank of New Zealand (BNZ) from 12 May 2014. He has held a number of senior executive and director-level roles in an 18 year career in New Zealand, Australia, Asia and the Middle East. Anthony joined Bank of New Zealand in November 2009. Prior to joining BNZ, he worked for ANZ Group, most recently as CEO of UDC Finance and prior to that,Deputy Group Managing Director of AmBank Group in Malaysia. Anthony was also a Director of AmBank’s investment bank, commercial bank, insurance company and funds management businesses.  Anthony has a Graduate Diploma in Finance, a Graduate Diploma in Economics and a Bachelor of Science, double major in economics and psychology, all from the University of Melbourne.



























































ANZ's Secret 1MDB Sacking Spree... How Come Management Still Sit Pretty?
18 MAR 2016




There has been not a squeak from Australia’s banking regulators, prosecutors or politicians about Najib’s billions, handled by the ANZ predominantly owned AmBank in KL.
Whilst regulatory authorities across the globe have indicated that they are now closely studying this stunning scandal and banking heads have started to roll in the face of questioning by the Swiss, US and Singapore, Australia has said nothing.
Neither is it apparently doing anything about the shocking state of affairs.
Except, that Sarawak Report has now learnt that secretly, behind the scenes, several of AmBank’s more junior KL staff were summarily blamed and then sacked last year, just after the cat was let out of the bag by Sarawak Report about those multi-million dollar bank accounts in AmBank.
These included two minority race Senior Relationship Managers and several other more junior staff.
Inline image 1
Mike Smith (ex-CEO) left and Chair David Gonsky
Is that supposed to be it?
Are these unfortunates, who have seen their careers destroyed, to carry all the blame?
Because, a major banking concern like ANZ and the regulators behind it, must surely know that global compliance requirements do not exonerate banks, who put the blame on junior staff for non-compliance of such magnitude, particularly with regard to the accounts of high-profile, politically exposed politicians such as a national Prime Minister?

Do ANZ do compliance?

Inline image 2
Logos should inspire trust that action will be taken when things go wrong
The Australian banking concern ANZ is, of course, the major shareholder of AmBank, where Najib kept all his dodgy accounts, handling hundreds of millions of dollars and billions of ringgit.
It is, therefore, the most blatantly and obviously culpable of all the international banking institutions involved in this sorry saga.
Some of that money has been directly traced from the KWAP public pension fund cash, borrowed by the 1MDB subsidiary company SRC.  That cash flowed, according to MACC investigators, out of SRC and fairly directly into Najib’s AmBank accounts – to be spent on credit card bills and also million ringgit payments to political hangers on and other ‘recipients’, whom Najib plainly needed to satisfy.
Let us be clear, Najib has now, finally, fully admitted to all of the above.
His excuse, as explained by his compliant new Attorney General last month, was that he hadn’t realised that all this money which appeared in his account had come from SRC.
Even so, he spent it anyway!  A child would know that you don’t spend money that mistakenly arrives into your possession, but the Najib appointed AG, has scandalously “cleared” Najib on the basis of this preposterous excuse – and is now being challenged by the Malaysian Bar Association and others for doing so.

So why didn’t ANZ warn the PM he was spending SRC money?!

Observers in Malaysia and Australia have started to question what AmBank has been doing about all this shocking information?  Because, of course, very senior people at ANZ Bank must have known for years about these accounts, which the rest of Malaysia only discovered existed in July.
As one compliance expert confirmed to Sarawak Report:
“The boss of the bank [Mike Smith] would have known if a PM had such a big account.  The Risk Officer [Nigel Denby] should have done due diligence before. Banks have an obligation to create a specific profile for political people and if you have a customer with public responsibility you have to know where their money is coming from and you should have specific monitoring on these people.
It is not conceivable the Relationship Managers did not tell their boss. You have to take specific care on such accounts.  The senior people at the bank – it is not possible they did not know.  If they really didn’t know then they didn’t know their job.”
This self evident observation makes it clear that if Najib was spending public money that he was unaware was arriving into his accounts, then any half-functioning banking institution should long since have warned him of the fact… because the bosses of the bank ought to have been alerted to the huge sums, established their origin and questioned the account holder about what was going on!
What was so wrong at AmBank/ ANZ that this was not happening?
AmBank is majority owned by ANZ, which, as part of its agreement with the KL subsidiary, seconds all the major office holders to the bank.  Sarawak Report and others have already pointed out that the AmBank Group Chief Executive and Chief Finance Officer were both from ANZ.  The latter remains in her post, despite having presided over this entire period of suspicious, multi-million dollar activity in Najib’s accounts.
Former AmBank CEO left early April last year - the CFO, Mandy Smith remains in post
Former AmBank CEO left early April last year – the CFO, Mandy Smith remains in post
The AmBank Group CEO, however, returned to Australia in April of last year, before his term was out and shortly after the 1MDB/ PetroSaudi scandal was published by Sarawak Report. Several observers have questioned whether this was in response to the 1MDB imbroglio and Najib’s suspicious related spending – and indeed whether a fine exacted by Malaysia’s own Central Bank was likewise a connected matter?
However, ANZ has formally retaliated by issuing a statement denying that the decision of Ashok Ramamurthy to return to Australia had anything to do with this scandal, citing personal reasons instead.  Meanwhile, no explanation has so far been provided by this public Australian bank for the fine exacted by Bank Negara.
By this stage, shareholders must be wondering why, if  this executive did not resign because of Najib’s accounts, he did not do so?
And why are other senior figures, who must have known about these accounts, still sitting in their jobs, whilst the junior staff reporting to them have been sacked?

Risk Management

There are several senior figures, earning top dollar at ANZ Bank, who had to have known about the massive, game-changing accounts belonging to Najib Razak in their bank.  These include ex-CEO Mike Smith, who resigned in September last year. According to his written accolades he had built business at the bank by focusing on none other than its South East Asian accounts, which purportedly did extremely well:
Spot on the money - but who owned these profitable accounts nurtured by Smith? Did he not know?
Spot on the money – but who owned these profitable accounts nurtured by Smith? Did he not know?
Mike Smith departed, just as the storm started swirling around the region’s most embarrassing financial scandal to do with his bank.  However, his successor, the former Chief Financial Officer, Shayne Elliot, has certainly done nothing to open up about his bank’s involvement.
Not surprising, since he was there in the middle of it all.  How could he, any less than Smith, not have known?  And why is he not being bitten in the butt this very moment by Australia’s regulators, in order to explain the situation and do a proper due diligence on what has been going on?
There is another character, whom banking insiders have pointed to as a key figure, whose job was solely and entirely supposed to be to prevent exactly what happened with this politically connected account.  This is the British national Nigel Denby, who acts as AmBank’s Chief Risk Officer, based in Hong Kong – also seconded from ANZ.
How come Nigel knew not?
How come Nigel knew not – since he was there throughout Najib’s phenomenal banking activities?
It would appear that either Nigel spends all day doing something other than his job and had not checked the figures coming out of KL or where those profits originated from, or else he knew.  Alternatively, are the suggestions correct that he knew, but didn’t tell his own boss Mike Smith?
In which case, what did Mike Smith himself do all day to not notice what his Chief Risk Officer was up to with these high rolling accounts?
Finally, but not least, what is the top cheese in charge of the Board of this bank, David Gonski, doing – apparently just sitting there with all this scandal swamping out from underneath him?
The ball is now in the court of Australia’s regulators and political establishment, which for months appear to have been looking the other way on all matters relating to their connections to Malaysia’s extraordinary political scandals.
Does Australia really plan to just sit there and do nothing (except keep Sirul quiet) in the swiftly retreating hope that this whole embarrassing story just goes away?


Posted 16 minutes ago by 





Singapore's population density is 7 times that of Sydney but Spore has controlled Wuhan Virus without resorting to Sydney's billion dollar loss causing lockdown: Spore placed visitors from Wuhan & China under mandatory quarantine , NSW & Australia will not





Chief Medical Officer Professor Brendan Murphy (right) and Health Minister Greg Hunt.


Based on a total site area of 12,367.7 sq km, the current population density of the Greater Sydney area is 407 persons per sq km which includes a number of surrounding national parks. The built urban area is estimated at 4,064 square kilometres which translates to a density of 1,237 persons per square kilometre.Apr 26, 2018


The population density in Singapore is 8358 per Km2 (21,646 people per mi2).

Sydney is subject to what s effectively a total lockdown in order to enforce separation of "social isolation", Singapore is not. Meanwhile Australia's Chief Medical Officer Brendan Murphy continues to insist that Australians need not worry about community contagion or spreading from this airborne virus. 
Singapore is continuing to trade, Sydney and the rest of Australia has warned that business will effectively be shut down for six months or more.
Singapore was one of the first places to ban incoming flights from the Chinese city of Wuhan, where the virus originated. And it placed people coming into the country from countries affected by Covid-19 into mandatory quarantine.

Thousands of people flew out of Wuhan to cities around the world after the initial outbreak ,2,200 to Sydney. The Sydney arrivals were to be expected given the direct flights from Wuhan to Sydney (see below).


Australia imposed travel bans from and to China on 1 February 2020, two days after Singapore, but however did not impose mandatory quarantine, and even then ban seemed riddled with leaks and loopholes:
More than 31,000 Chinese students have made their way back to Australia after spending a fortnight in a third country, despite the government's travel ban.



Sydney workers and businesses are paying the price of the NSW and Australian Government's refusal to clearly identify and quarantine likely Wuhan Virus carriers from Wuhan and other parts of China. 


END



SEE ALSO 


Coronavirus travel ban eased for year 11, 12 students from China

Feb 23, 2020 - The broad ban on direct travel between China and Australia still remains (except for Australian citizens and permanent residents) but the ...


Sydney Airport welcomes new Wuhan-Sydney service
• New direct route from Wuhan
• Service expected to bring an additional 21,500 Chinese visitors per year
• Sydney Airport a world leader in Chinese long haul routes
Sydney Airport today welcomed a new direct China Eastern Airlines service from Wuhan, to coincide with Lunar New Year celebrations.
The Wuhan-Sydney route will have three-weekly services and will be operated by an A330-200 with 232 seats.
Sydney Airport Managing Director and Chief Executive Officer Kerrie Mather welcomed the new route, which followed the introduction of new China Eastern services from Hangzhou and Kunming in 2016.
“We’re delighted to welcome the Wuhan-Sydney service, particularly as we celebrate Lunar New Year,” Ms Mather said.
“This new route provides direct access to the most populous city in Central China and a major business and transportation hub.
“The Wuhan service is expected to bring 21,500 visitors and $86 million in additional visitor expenditure per year, and provides additional capacity during this peak period for Chinese travellers.”
Wuhan is the provincial capital of Hubei and is located at the junction of the Yangtze and Hanshui rivers. It’s known as the exit point for Yangtze River boat cruises, with the river featuring several huge bridges up to 1.9km long.
Sydney Airport now serves 14 cities in mainland China, with Chinese passengers making up the largest group of foreign in-bound passengers to Sydney Airport.
China Eastern Airlines General Manager – Oceania Kathy Zhang said the new service provided more choice for Chinese passengers.
“With our new Wuhan services, China Eastern Airlines is pleased to now offer 26 weekly flights between China and Sydney,” Ms Zhang said.
“Together with our partner Qantas we currently offer 40 direct weekly services to six mainland Chinese cities from Sydney, providing more convenience than ever.”
China Eastern Airlines is China’s second largest airline measured by seats and part of the SkyTeam alliance. The new route further expands China Eastern Airlines’ joint venture partnership with Qantas, which also serves Sydney-Shanghai and Sydney-Beijing.
This year is the China Australia Year of Tourism, celebrating the relationship between the two countries and the importance of the China tourism market.
Sydney Airport has implemented a range of initiatives to welcome Chinese passengers, including Mandarin speaking Airport Ambassadors, signage and information available in simplified Chinese, support of events such as Lunar New Year, and appropriate retail, food and beverage offerings.
Flight schedule (all times local):
Wuhan (to commence 28 January 2017)
Monday, Wednesday and Friday: MU749 departs Wuhan at 2340, arrives in Sydney at 1330 the next day
Tuesday, Thursday and Saturday: MU750 departs Sydney at 2215, arrives in Wuhan 0545 the next day
A330 China Eastern