Case Study
Case Study
Case Study
McShane,
University of Newcastle (Australia) Bribery of foreign public offcials, conspiracy to commit fraud and
forgery, money laundering, possessing property obtained by crime, and attempts to secretly smuggle
the son of a former dictator into safer countries. Sounds like the plot of a twisted crime novel. Yet these
are the charges laid against former executives at SNC-Lavalin (SNCL), one of Canada’s largest
engineering and construction frms. The Royal Canadian Mounted Police (RCMP) allege that over the past
decade SNCL funneled CAD $118 million through offshore bank accounts as bribes to secure contracts in
Libya. Separately, the World Bank, the African Development Bank, Swiss police, and other entities have
uncovered evidence that SNCL bribed or attempted to bribe government staff and leaders to win
contracts in Africa and Asia. SNCL is also being investigated for unethical activities in contract bidding on
a major Canadian project involving a Montreal superhospital. Almost a dozen former SNCL executives,
most of whom held senior positions, either face charges of criminal activity or are under investigation.
The company and its 100 subsidiaries have been banned for a decade from bidding on World Bank–
funded contracts. The World Bank and other investigators report that in several contracts SNCL
processed bribes through an expense line called “project consultancy cost” or PCC. For example, SNCL
recently settled a corruption case fled by the African Development Bank, which had discovered project
consultancy cost items representing 7.5 percent of the total contract value of two SNCL road projects in
Uganda and Mozambique. The engineering frm recently acknowledged that n... ... said: “Clearly, our
board of directors can’t govern something that they don’t know about, or prevent something they are
not aware of.” Discussion Questions Explain how moral sensitivity and moral intensity apply to the
unethical behavior among several SNC-Lavalin executives and other staff. This case describes several
incidents of unethical and illegal behavior at SNC-Lavalin. To what extent did motivation, ability, role
perceptions, and situation (i.e., MARS model from Chapter 1) infuence this behavior among executives
and employees? How did the personal values of these people affect their actions? What steps should
SNC-Lavalin and other companies in this situation take to minimize these types of corporate
wrongdoing? Sources: J. Castaldo, “SNC Lavalin’s Missing Millions Mess: Is Ben Aïssa Responsible?,”
Canadian Business, July 9, 2012; T. McMahon and C. Sorensen, “Boardroom Blunders at SNC-Lavalin,”
Maclean’s, December 5, 2012, 24; D. Seglins, “SNC-Lavalin International Used Secret Code for ‘Bribery’
Payments,” CBC News, May 15, 2013; “SNC-Lavalin Says Former Executive’s Illegal Actions Justify Firing,”
Maclean’s, May 17, 2013; J. Nicol and D. Seglins, “RCMP Moving to Freeze Assets in Widening SNC-
Lavalin Probe,” CBC News, May 23, 2013; B. Hutchinson, “The ‘Clandestine World’ of SNC’s Fallen Star,”
National Post (Toronto), March 19, 2015, FP1; R. Marowits, “SNC-Lavalin Settles Corruption Case
Brought by African Development Bank,” Canadian 1 of 2 11/11/20 Press, October 2, 2015; “SNC-Lavalin
Executive Claims He Was Scapegoat in Gadhaf Bribery Scheme,” Global Construction Review (London),
September 14, 2015; R. Marowits, “SNC-Lavalin Still Hoping to Resolve Criminal Charges as Hearing Set
for 2018,” Canadian Press, February 27, 2016.