{"id":9742,"date":"2016-07-13T12:45:06","date_gmt":"2016-07-13T15:45:06","guid":{"rendered":"http:\/\/www.amchamchile.cl\/?p=148239"},"modified":"2016-08-12T12:56:28","modified_gmt":"2016-08-12T15:56:28","slug":"amcham-fortalece-su-gobierno-corporativo-de-cara-a-los-nuevos-tiempos","status":"publish","type":"news","link":"https:\/\/amchamchile.cl\/en\/noticia\/amcham-fortalece-su-gobierno-corporativo-de-cara-a-los-nuevos-tiempos\/","title":{"rendered":"[:es]AmCham fortalece su gobierno corporativo de cara a los nuevos tiempos[:en]AmCham Chile strengthens its corporate governance to reflect current times[:]"},"content":{"rendered":"

[:es]El proceso de cambio consider\u00f3 mejoras en los \u00e1mbitos de transparencia, autoevaluaci\u00f3n, regulaci\u00f3n y la elaboraci\u00f3n de un C\u00f3digo de Conducta y Buenas Pr\u00e1cticas.<\/em><\/p>\n

Hace cuatro a\u00f1os, la C\u00e1mara Chileno Norteamericana de Comercio, AmCham Chile, inici\u00f3 un proceso de mejoramiento del gobierno corporativo, con el objetivo de responder a las necesidades de la sociedad actual y asegurar su sustentabilidad en el largo plazo.<\/p>\n

Lo primero fue desarrollar nuevos estatutos. Se defini\u00f3 el rol del directorio, traspas\u00e1ndole el poder que hasta entonces ten\u00eda el presidente -que respond\u00eda al menor tama\u00f1o que ten\u00eda la entidad en su g\u00e9nesis- y, al gerente general se lo empoder\u00f3 para el manejo de la administraci\u00f3n diaria.<\/p>\n

\u201cSomos una organizaci\u00f3n de casi 100 a\u00f1os, pero cuando se form\u00f3 probablemente eran dos personas sentadas tomando caf\u00e9. Hoy, tenemos m\u00e1s de 550 socios, por eso decidimos que era importante rescatar lo que estamos haciendo y trabajar en el largo plazo bajo tres pilares: gobierno corporativo, sostenibilidad financiera y un equipo de primer nivel empoderado para implementar las estrategias\u201d, Kathleen Barclay, presidenta de AmCham Chile.<\/p>\n

Al comit\u00e9 ejecutivo, conformado por miembros del directorio, se sum\u00f3 uno de nominaciones, integrado por cinco personas (tres directores y dos socios) m\u00e1s un presidente a cargo, cuya labor es la b\u00fasqueda permanente de nuevos candidatos para la mesa directiva, que cuenten con capacidades, experiencias y talentos que no est\u00e9n presentes en ella y que sean necesarias para la industria.<\/p>\n

Tras trabajar en los cambios, en 2014 los socios aprobaron los estatutos, poni\u00e9ndolos en funcionamiento durante el mismo ejercicio.<\/p>\n

\u201cNo tiene fin. Es un proceso y esperamos que sea din\u00e1mico, que lo podamos mejorar en el futuro. Esto s\u00ed, ha gatillado otras necesidades, que es el pr\u00f3ximo paso: generar un manual de gobierno corporativo escrito, en el que ya estamos trabajando y que ser\u00e1 accesible a los socios\u201d, adelanta Barclay.<\/p>\n

Directorio transparente y diverso<\/strong><\/p>\n

El directorio se renueva anualmente, con un m\u00e1ximo de dos reelecciones por candidato. La \u00faltima de ellas (2015) cont\u00f3 con la participaci\u00f3n de 55% de los socios, mediante votaci\u00f3n electr\u00f3nica confirmada ante notario. De dicho porcentaje 33% de los postulantes electos fueron mujeres, hecho que confirma el inter\u00e9s espont\u00e1neo de la c\u00e1mara por mantener la equidad de g\u00e9nero y la no discriminaci\u00f3n, sostiene Barclay.<\/p>\n

Comenta que el a\u00f1o pasado el directorio se autoevalu\u00f3 y este 2016 repiti\u00f3 el proceso, lo que \u201cha sido muy constructivo, nos ha dado muchas luces de c\u00f3mo mejorar y material para la reuni\u00f3n de planificaci\u00f3n de 2017\u201d.<\/p>\n

Roberto Matus, gerente general de AmCham Chile, a\u00f1ade que la relevancia de autoevaluarse no radica s\u00f3lo en calificar la labor de \u201cuno mismo y la del directorio, sino que esto est\u00e1 sujeto tambi\u00e9n a la presentaci\u00f3n de un informe con tus observaciones. Lo que al final se traduce en insumos para la propia gesti\u00f3n\u201d.<\/p>\n

C\u00f3digo de conductas y buenas pr\u00e1cticas<\/strong><\/p>\n

En este contexto de mejoras, tambi\u00e9n se elabor\u00f3 el C\u00f3digo de Conductas y Buenas Pr\u00e1cticas (30 art\u00edculos), para el que se design\u00f3 a un grupo de personas comisionadas, entre ellas, el abogado y socio de Quintanilla y Busel Niedmann, Bernardo Busel. Seg\u00fan el profesional, cuando el directorio decidi\u00f3 preparar el c\u00f3digo, se diagnostic\u00f3 que la c\u00e1mara necesitaba un instrumento moderno, que permitiera contar con una hoja de ruta para resolver situaciones complejas y tambi\u00e9n para evitarlas.<\/p>\n

El c\u00f3digo incluye la definici\u00f3n de maneras de operar, conductas y buenas pr\u00e1cticas; independencia y transparencia; cero tolerancia con la corrupci\u00f3n; evitar conflictos de inter\u00e9s; principios de no discriminaci\u00f3n y trato igualitario de socios.<\/p>\n

\u201cEs un c\u00f3digo que no es indiferente a lo que pasa en la econom\u00eda y la raz\u00f3n de eso es que AmCham, en su declaraci\u00f3n de principios, se\u00f1ala que valora el libre mercado y este documento es la manifestaci\u00f3n de esa valoraci\u00f3n, de que los mercados funcionen de manera transparente y adecuada (\u2026). A diferencia de otros instrumentos similares, fue hecho 100% a la medida de las necesidades de la organizaci\u00f3n\u201d, explica Busel.<\/p>\n

Respecto de las sanciones que se incorporan, se regulan situaciones que tienen que ver con las actividades de AmCham, lo que implica que no se sancionar\u00e1 a empresas que act\u00faan de determinada manera en el ejercicio de sus propios negocios. Por ejemplo, \u201csi hay un asociado que est\u00e1 en un esc\u00e1ndalo de colusi\u00f3n, no se va a sancionar. Pero s\u00ed, a uno que infringe las normas de la organizaci\u00f3n siendo miembro de un comit\u00e9\u201d.<\/p>\n

Para su construcci\u00f3n, se recogieron experiencias de c\u00e1maras de comercio en Estados Unidos, Canad\u00e1 y Finlandia, adem\u00e1s de c\u00f3digos de conducta de distintas compa\u00f1\u00edas alrededor del mundo -especialmente escandinavas- y lo que dec\u00eda la academia en la materia. Asimismo, se consideraron las recomendaciones de la Comisi\u00f3n Engel, las gu\u00edas de la Fiscal\u00eda Nacional Econ\u00f3mica (FNE) en materia de asociaciones gremiales y la regulaci\u00f3n que tienen otras entidades de comercio nacionales.<\/p>\n

\u201cNuestra misi\u00f3n principal no ha cambiado y es buscar aumentar el comercio y las inversiones entre los dos pa\u00edses (Chile y Estados Unidos). Creo que hemos tenido mucho \u00e9xito con ambos prop\u00f3sitos, pero hoy las cosas son m\u00e1s profundas: se requieren mejores pr\u00e1cticas, integraci\u00f3n de personas, facilitar que la gente vaya y venga con m\u00e1s frecuencia, ser positivo dentro de la sociedad en que operamos, etc.\u201d, explica Kathleen Barclay.<\/p>\n

Proceso valorado por la academia <\/strong><\/p>\n

En tanto, el especialista de la Escuela de Negocios de la Universidad de los Andes, Alfredo Enrione -a quien se le pidi\u00f3 opinar como experto sobre el gobierno corporativo actual-, valora el proceso de mejora y asegura \u201cme sorprendi\u00f3 para bien\u201d.<\/p>\n

\u201cTiene un directorio y administraci\u00f3n conformada por gente de primer nivel, en t\u00e9rminos de experiencia, conocimiento y reputaci\u00f3n. La presidencia est\u00e1 muy comprometida con hacer bien las cosas y liderar a un equipo con una agenda consensuada. Adem\u00e1s, hay una visi\u00f3n de mediano y largo plazo en tener una mejor gobernanza m\u00e1s all\u00e1 de la actual\u201d, valora.<\/p>\n

El c\u00f3digo fue aprobado por el directorio en la \u00faltima sesi\u00f3n y pronto estar\u00e1 disponible para los socios. A \u00e9l se agregar\u00e1 la creaci\u00f3n de un comit\u00e9 de \u00e9tica que revisar\u00e1 cualquier evento complejo para apoyar a los directores en sus decisiones.[:en]The process of change has consisted of improvements to areas of transparency, self-evaluation, regulation and the composition of a Code of Conduct and Best Practices. <\/em><\/p>\n

Four years ago, the Chilean-American Chamber of Commerce, AmCham Chile, began a process of improving its corporate governance structure, with the aim of being able to meet the needs of current society while ensuring long-term sustainability.<\/p>\n

The first step was to compile new statutes. This included determining the role of the Board of Directors, transferring to it powers that were previously held by the President (which stemmed from the smaller size of the Chamber at the time of its establishment), and empowering the General Manager to take over the day-to-day running of the organization.<\/p>\n

\u201cOur organization is almost 100 years old, but when it was formed it probably consisted of two people sitting down and drinking coffee. Today, we have more than 550 members, which is why we decided that it was important to rescue what we have been doing and work towards the long term, which means focusing on three pillars: corporate governance, financial sustainability, and a highly qualified and empowered team to implement our strategic focus\u201d, explains Kathleen Barclay, President of AmCham Chile.<\/p>\n

In addition to the Executive Committee, made up of members of the Board, a new committee was created: the Nominations Committee. This body consists of five people (three Directors and two members), plus a chairperson, and it is tasked with the permanent search for new candidates for the Board, who must bring new skills, experience and talent, as well as abilities required by the industry, to the table.<\/p>\n

After having worked on the changes, in 2014 members approved the statutes, which entered into force during the same year.<\/p>\n

\u201cThis is not the end. It is a process and one which we expect to be dynamic, which we can improve on in the future. In fact, it has triggered other requirements, which make up the next step: to devise a written corporate governance manual, on which we are working and that will become available to our members\u201d, adds Barclay.<\/p>\n

A transparent and diverse Board<\/strong><\/p>\n

The Board is renewed every year, with a maximum of two re-elections per candidate. On the previous occasion (2015) it included the participation of 55% of members, by means of electronic voting signed in the presence of a notary. Of this percentage, 33% of the applicants were women, which, as Barclay says, confirms the natural interest of the Chamber to ensure gender equality and non-discrimination.<\/p>\n

In 2015 the Board undertook a process of self-evaluation, which was repeated in 2016, and as Barclay says, \u201cit has been very constructive, providing us with lots of ideas as to how to improve, as well as material for the planning meeting in 2017\u201d.<\/p>\n

Roberto Matus, General Manager of AmCham Chile, adds that the importance of self-evaluation is not only to understand, \u201cyour own work and that of the Board, but also that this is subject to a formal presentation outlining your observations. Ultimately, this translates into feedback for management purposes\u201d.<\/p>\n

Code of Conduct and Best Practices<\/strong><\/p>\n

In the context of improvements, a Code of Conduct and Best Practices was also drawn up (30 articles). To this effect, a group of commissioned people was formed, which included the lawyer and partner of the firm Quintanilla & Busel Niedmann, Bernardo Busel. According to Busel, when the Board decided to compile the Code, it was determined that the Chamber required a modern instrument that would enable it to generate a roadmap to resolve and avoid complex situations.<\/p>\n

The Code includes definitions of how to operate, conduct and best practices; independence and transparency; zero tolerance with corruption; avoiding conflicts of interest; principles of non-discrimination; and equal treatment of members.<\/p>\n

\u201cIt is a code that avoids indifference to what happens in the economy and the reason for this is because AmCham Chile, in its declaration of principles, states the importance of the free market and this document is the expression of this belief; that markets should work in a transparent and suitable way (\u2026). Unlike other similar documents, it was drawn up 100% tailored to the needs of the organization\u201d, explains Busel.<\/p>\n

Regarding the incorporation of sanctions, regulation applies to situations relating to AmCham Chile activities. This means that companies acting in specific ways in the exercise of their own business will not be sanctioned. For example, \u201cif there is a member involved in a collusion scandal, they will not be sanctioned. But they will be sanctioned if they break the rules of the organization while acting as a member of a committee\u201d.<\/p>\n

To compile the Code, experiences from other chambers of commerce in the United States, Canada and Finland were taken into account, as well as codes of conduct from different companies from around the world, particularly from Scandinavia, in addition to what has been said in academia on the subject. Likewise, consideration was taken of the recommendations made by the Engel Commission, the National Economic Prosecutor (FNE) guidelines on issues of trade associations, and regulations from other national trade organizations.<\/p>\n

\u201cOur main mission has not changed and it is to seek to increase trade and investment between the two countries (Chile and the US). I think we have been successful in both areas, but today things are more complicated: they require improved practices, integration of people, facilitating and increasing the movement of people, being positive within the society in which we operate, etc.\u201d, says Kathleen Barclay.<\/p>\n

Process praised by academia<\/strong><\/p>\n

Accordingly, the specialist from the Universidad de los Andes Business School, Alfredo Enrione, who was asked to provide feedback as an expert on corporate governance, has praised the process of improvement and claims that he, \u201chas been pleasantly surprised\u201d.<\/p>\n

\u201cIt (the Chamber) has a Board and management composed of highly qualified people, in terms of experience, knowledge and reputation. The presidency is highly committed to doing things correctly and leading a team with an agreed-upon agenda. Furthermore, there is a medium- and long-term outlook to ensure improved governance above and beyond the current one\u201d, he notes.<\/p>\n

The Code was approved by the Board during its latest sitting and will soon be available to members. In addition, a new Ethics Committee will be created to review all complex cases as a means of supporting the decision-making of Directors.[:]<\/p>\n","protected":false},"excerpt":{"rendered":"

[:es]El proceso de cambio consider\u00f3 mejoras en los \u00e1mbitos de transparencia, autoevaluaci\u00f3n, regulaci\u00f3n y la elaboraci\u00f3n de un C\u00f3digo de Conducta y Buenas Pr\u00e1cticas. Hace cuatro a\u00f1os, la C\u00e1mara Chileno Norteamericana de Comercio, AmCham Chile, inici\u00f3 un proceso de mejoramiento del gobierno corporativo, con el objetivo de responder a las necesidades de la sociedad actual […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"template":"","news_tax":[],"user_type":[],"class_list":["post-9742","news","type-news","status-publish","hentry"],"acf":[],"yoast_head":"\n[:es]AmCham fortalece su gobierno corporativo de cara a los nuevos tiempos[:en]AmCham Chile strengthens its corporate governance to reflect current times[:] - AmCham Chile<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/amchamchile.cl\/en\/noticia\/amcham-fortalece-su-gobierno-corporativo-de-cara-a-los-nuevos-tiempos\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"[:es]AmCham fortalece su gobierno corporativo de cara a los nuevos tiempos[:en]AmCham Chile strengthens its corporate governance to reflect current times[:] - AmCham Chile\" \/>\n<meta property=\"og:description\" content=\"[:es]El proceso de cambio consider\u00f3 mejoras en los \u00e1mbitos de transparencia, autoevaluaci\u00f3n, regulaci\u00f3n y la elaboraci\u00f3n de un C\u00f3digo de Conducta y Buenas Pr\u00e1cticas. 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