All Asia Airways
Richard Chang was a self-made success story establishing a transport business in the 1970s which grew to a national transport service. He expanded his interests to include aircraft for freight services expanding his activities from regional China t South East Asia. By the mid-1990s he had further expanded his services to include a low budget airline, again focusing on South East Asia and then Japan and Korea. Richard was a driven entrepreneur who had a reputation for getting things done, whichever way was quickest and most profitable. His style was no-nonsense and he had no issues in firing senior executives who did not meet targets. Often the targets were set and unrealistic levels as Richard believed that stated- goals were aspirational in nature that you needed to give people targets that stretched their capabilities those that made it stayed- those that didn’t were fired. He was ruthless and even fired members of his own family that he had employment in management positions who did not meet their target and quotas.
His company through lavish parties for suppliers and key members of the government. It was often said that when All Asia Airways needed government support or access to new air spaces, many gifts and special conferences for key officials were arranged. Richard often referred to many senior government ministers as his “personal friend.” He made major contributions or donations to political parties in the region and personal gifts to various individuals, often in positions of power with the ability to make decisions around airline policies or landing rights in major airports.
Richard wanted to expand his airline services to capture the lucrative American and Canadian markets. However in order to gain access to these flight paths, Richard was forced to register All Asia Airways in the United States as an America Company-albeit a subsidiary of the parent company. It was now subject to US laws, including Sarbanes’ Oxley and the Foreign Corrupt Practices act. The Sarbanes’ Oxley act required AAA to introduce a code of conduct and to train all staff in ethical decision making and to be aware of the requirements of US law. Richard saw these requirements are unnecessary but reluctantly directly the compa’ny to put such strategies into lace but at the minimum level required and not to spend any more money on these internal polices and training than required by law.
David Leong, an American born of Chinese decent, joined AAA in January 2007 following a successful internship with US mining giant BK Mining. He had joined the Purchasing Section of AAA who were responsible for buying aircraft parts. In his first week on the job he joined colleagues as guests of supplier Seat-craft- who were bidding for a new contract to supply aircraft seats to AAA. He asked his boss Graeme Rochford whether this was appropriate given that the company code of conduct (A requirement under US law) which he had just signed specifically stated that accepting invitations from suppliers was prohibited or not allowed. Graeme simply laughed saying:
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