Should war memorials be built with money from the arms industry?

Two new war memorials are to be built in Canberra, provided final regulatory approvals are obtained and the memorials' proponents, the Memorial(s) Development Committee (MDC), can raise $A25 million.

The memorials will commemorate the dead from World Wars I and II. They will each be 20 metres high, in two-tone grey granite, separated by 100 metres of paving, etched with commemorative inscriptions. They will sit on the shore of Lake Burley Griffin, at the foot of Anzac Parade, straddling Burley Griffin's 'land axis', a key component of Canberra's landscape plan.

The MDC argue that the new memorials are necessary because there are no existing memorials in Canberra to these two great conflicts. The Australian War Memorial, the Committee argue, commemorates all wars but not specifically the two world wars.

The MDC are on record (in Ken Inglis's book, Sacred places, published in 2008) that their fundraising will target the defence industry, as well as other companies. (This information does not currently appear on the MDC's website.) The defence industry has plenty of money to spare if the MDC come knocking. In Australia, combined revenue in calendar 2010 for the top 40 defence contractors, plus the top 20 small and medium-sized defence enterprises, was $A7.257 billion.

Donations may be made for the purest of motives. The defence industry worldwide, however, is renowned for its corruption, defined by Transparency International as "the abuse of entrusted power for private gains." A 2005 study quoted by the Stockholm International Peace Research Institute estimated that corruption in the arms trade amounts to roughly 40 per cent of all corruption in global trade. The security attaching to defence contracts and the numbers of commission-seeking middlemen in the industry provide many opportunities for covert payments.

A case study is in order. In 2009, BAE Systems had the second highest global revenue of all defence suppliers, $US33.419 billion. BAE Systems Australia, a subsidiary of the UK-based parent company, is Australia's leading defence contractor, with revenue in calendar 2010 of approximately $A1.5 billion. Currently, BAE has more than 50 major defence contracts in Australia and is bidding for some twenty more.

Among BAE's hundreds of products and services are aircraft armour, ammunition and munitions of all sorts, an artillery orienting system, communications networks and related items, fighter aeroplanes, a laser aiming system, various missiles, naval gun systems, unmanned aerial vehicles and, until quite recently, cluster bombs and land mines.

BAE's corruption record is as spectacular as its revenues and its range of products. In 2004, the UK Serious Fraud Office began investigating claims of corruption regarding BAE deals with Chile, the Czech Republic, Qatar, Romania, Saudi Arabia, South Africa and Tanzania. In 2007, BAE, concerned by the fallout from this investigation, commissioned Lord Woolf to investigate the company's ethics. BAE executives admitted to Woolf that "the Company did not in the past pay sufficient attention to ethical standards and avoid activities that had the potential to give rise to reputational damage."

The United States also investigated. In February 2010, BAE agreed to pay £257 million ($US400 million) in criminal fines to the US Department of Justice (DoJ). US district court judge John Bates said that BAE's conduct involved "deception, duplicity and knowing violations of law, I think it's fair to say, on an enormous scale." The DoJ said that BAE "consistently failed to identify commissions paid to third parties to assist in securing the sales of defense articles." BAE "was aware that some or part of those payments would be passed on to others to influence government procurement processes" for the benefit of BAE. "The undisclosed payments were pervasive across the Company, covered numerous markets, and lasted for decades."

BAE never admitted to bribery. (The US charges referred, not to bribery as such, but to conspiring to make false statements to the US government about BAE's anti-bribery arrangements – the falsity of the statements was proved by the fact that bribery had taken place – and failing to keep proper accounting records about BAE's operations in Tanzania.) Senior personnel were replaced and internal systems improved. The new chairman, Dick Olver, said the company had "put a really hard line separating the past from the future" and it realised the "need to be a transparent, modern, clean company." BAE also tried to be a model corporate citizen. Its global code of conduct, issued in 2009, has a section on "company giving."

We will support, sponsor and contribute to the activities of other organisations where the activities are aligned with our own business objectives, values and ethical principles and will enhance the reputation of the company.

The company had a "particular focus … on those organisations which support the Armed Forces and their families."