Padded expense accounts

Leonard, an accounting manager of a listed company, discovered that a number of senior management included padded travel expenses in the vouchers. But they thought this was additional fringe benefit. What should Leonard do?
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Padded expense accounts
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Leonard was an accounting manager of a listed company. After returning from a regional meeting, company’s department heads filed their expense vouchers.  Nothing was out of the ordinary except that one new department head, Cain, submitted a voucher for $6,000 less than the others.  Someone in the accounting department thought that this was strange as everyone used the same transportation and stayed at the same hotel.  But Leonard who had worked in the company for long enough knew that padding travel expenses was not uncommon.  Some of the vice-presidents even joked about it as being an additional fringe benefit.  However, the company policy clearly stated that such cases were strictly prohibited and that violators would face demotion or termination.  It’s Leonard’s job to decide how to enforce the policy.

What should Leonard do?  Should he suggest Cain following the others and amending the claims?  Should he take serious action against all the others?  Should he issue reminders to all staff to reiterate the company policy?

Case Analysis

Leonard could refer to the ETHICS PLUS ethical decision making model in solving his ethical dilemma at work. The following factors should be taken into consideration when identifying viable alternatives and choosing the best course of action:

  1. Any violation to his professional, industry specific, or company code of conduct?

  2. Is it against the Law?

  3. Does it correspond with his self-values such as responsibility, fairness and honesty?

  4. Can he disclose his decision to others openly and honestly without misgivings?

As far as professional conduct is concerned, Leonard should observe the fundamental principles of integrity, professional competence and professional behavior and comply with the Code of Ethics for Professional Accountants (HKICPA Code) when carrying out his duties as the accounting manager.  As the company policy stated very clearly that padding travel expenses was strictly prohibited, he should perform a guardian role and report any non-compliance to the management. He shall discuss with his immediate superior or a higher authority in the company, take appropriate steps to rectify or mitigate the consequences of the non-compliance, and decide whether it should be disclosed to the external auditor.

Moreover, it is an offence under Section 9(3) of the Prevention of Bribery Ordinance (POBO) for any employee to use false documents / receipts / account records with an intention to deceive the employer.  Customary behavior or ignorance of law is no defence. Department heads might have committed the above offence for using false expense vouchers and invoices to deceive the company. They might also have committed a criminal offence of deception contrary to Section 17 of the Theft Ordinance.

Professional accountants have a guardian role in safeguarding the governance of the company and protect the interests of different stakeholders. They should take remedial actions to help the company foster an ethical culture and enforce any related policies.

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Loyalty to Employer vs Responsibilities to Other Stakeholders

Patrick was a financial controller of an information technology company planning to go public. His bosses asked him to manipulate management accounting data and to reimburse expenses without any supporting document. The sponsor offered him valuable information after the engagement…
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Loyalty to Employer vs Responsibilities to Other Stakeholders
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Patrick was a financial controller of an information technology company planning to go public.  In order to project a good financial performance, the Managing Director asked Patrick to handle the financial estimate and anticipate sales growth meticulously and said he would not bother which accounting method to use as Patrick was a professional accountant.

In the process of selecting a merchant bank to sponsor the listing, different bank managers approached Patrick to promote their services.  Benny, who was the Marketing Director of the OPQ Bank, met Patrick and introduced the bank’s offer. Benny mentioned that he was currently handling an acquisition plan and could release some reliable information to Patrick if Patrick could help him get the business.  Patrick didn't take Benny's words seriously.  Based on the objective report he prepared, OPQ Bank was engaged to proceed with the listing of the company. Finally, the company was successfully listed. 

The directors were enthusiastically considering some expansion plans which needed the support from banks.  Once again, the Managing Director asked Patrick to manipulate some management accounting data to facilitate the granting of credit facilities by banks.   

While Patrick was contemplating how to handle the Managing Director's request, the Assistant to General Manager asked Patrick to issue a cheque of $80,000 to a Mr. Wong, a bank manager in charge of the credit department.  The Assistant said that it was approved by the General Manager and all Patrick needed to do was to sign the cheque and book it as "entertainment" expenses.  

After the Assistant to General Manager left, the phone rang.  It was Benny of OPQ Bank.  He invited Patrick to dinner saying that he would keep his promise of passing some "valuable information" to Patrick.

If you were Patrick, how would you handle the requests of the Managing Director and that of the Assistant to General Manager, as well as the invitation of Benny to dinner?

Case Analysis

Financial Projection for Listing

Surely Patrick should handle the financial estimates and anticipated sales growth meticulously.  He should document his bases of assumptions and agree those with the Managing Director.  All these would be reviewed by the merchant bank which sponsored the listing as well as the reporting accountant, and the eventual delivery of the forecasts would be a matter of public and regulatory scrutiny once the company got listed.  Although the Managing Director did not bother which accounting method to use, Patrick should ensure that the accounting method followed all applicable Hong Kong Financial Reporting Standards, Hong Kong Accounting Standards and interpretations issued by the Hong Kong Institute of Certified Public Accountants.

Managing Director's Request for Manipulation of Management Accounting Data

Patrick should explain to the Managing Director that, first of all, a wilful act of manipulation of accounting data is a criminal offence.  Secondly, accounting information presented to banks would most likely be audited.  Once the banks realised that there were significant discrepancies between management accounting data previously presented and the audited accounting data, they would ask for explanations which would well call into question the credibility of the company.  In the worst case, banks could withdraw financial support to the company.

Request for a Cheque by the Assistant to General Manager

It would be a breach of the Section 9(3) of the Prevention of Bribery Ordinance (POBO) if the General Manger used false document e.g. false reimbursement records, to deceive his company. Furthermore, if the cheque payment was offered by the General Manager to the Mr Wong as an advantage in disguise to induce or reward for latter’s assistance in granting credit facilities to the company, both the General Manager and Mr Wong would breach Section 9 of the POBO.

Patrick should report the matter to the Managing Director and explain the legal consequences of being involved in such an act.  Patrick should take the opportunity to urge the Managing Director to issue a set of code of conduct to strengthen internal control of the company. He should report to the ICAC if corruption was suspected.

Offering of ‘Valuable Information'

The valuable information provided by Benny is likely to be insider information which, if used to deal in listed securities, could have severe legal consequences.  Patrick should make it clear to Benny that his evaluation of the banks was done in an objective manner and there would be no need for Benny to reciprocate with any 'gift' as a result of OPQ bank being appointed.  If Patrick's dinner with Benny is no more than a social entertainment, Patrick does not need to avoid it.  If by accident Patrick had heard of the valuable information from Benny but he did not deal, counsel nor procure other persons to deal in the securities, he would not breach the insider dealing provisions under the Securities and Futures Ordinance.

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Integrity Risk Management on Corporate Integrity and Governance

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Integrity Risk Management on Construction of Prefabricated Work outside Hong Kong (For Project Clients / Consultants)
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[EN] Integrity Risk Management on Corporate Integrity and Governance https://cpas.icac.hk/UPloadImages/InfoFile/cate_43/2022/a633102b-4d28-40fd-a3b7-af96d375bad0.pdf Same image as above [ZH-HANT] 企業誠信與管治的誠信風險管理 https://cpas.icac.hk/UPloadImages/InfoFile/cate_43/2023/e90290e1-2894-43ee-baad-9718d7c7da62.pdf Same image as above [ZH-HANS] 企业诚信与管治的诚信风险管理 https://cpas.icac.hk/UPloadImages/InfoFile/cate_43/2023/e90290e1-2894-43ee-baad-9718d7c7da62.pdf Same image as above

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Corporate Ethics Health Checklist

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Corporate Ethics Health Checklist
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[EN] Corporate Ethics Health Checklist https://hkbedc.icac.hk/Upload/page/39/self/ea78da62919f4f148d9e3832ba122c12.pdf Image Link: https://hkbedc.icac.hk/Upload/news/88/self/b33a9b430bc74e1eb2c4b3bf58a69962.jpg [ZH-HANT] 企業誠信管理清單 https://hkbedc.icac.hk/Upload/page/39/self/0522655bbcd84add9999c865747856bd.pdf Image Link: https://hkbedc.icac.hk/Upload/news/88/self/c42ccd60b2d543cdb7e6d3ef5b71d2b2.jpg [ZH-HANS] 企业诚信管理清单 https://hkbedc.icac.hk/Upload/page/39/self/0522655bbcd84add9999c865747856bd.pdf Image Link: https://hkbedc.icac.hk/Upload/news/88/self/c42ccd60b2d543cdb7e6d3ef5b71d2b2.jpg

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Survey Questions
1. In which country or region are you currently located?
Hong Kong
Chinese Mainland
Other (please specify)
2. What type of organisation do you represent?
Listed company
Large private company
SME / start-up
NGO / non-profit
Public organisation
Chamber / trade association
Other (please specify)
3. What is the size of your organisation?
1 - 49 employees
50-99 employees
100 - 199 employees
200 or more employees
4. What is your staff level or position?
Executive / senior management
Middle management
Professional
Supervisory level
Frontline/Technical Staff
Other (please specify)

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