Mr King appears unfazed. BAE is less dependent on big platform sales than it used to beand now sees itself as a provider of through-life support for complex systems, much likethe aero-engine industry. He also believes that BAE s strength in army equipment,particularly armoured and mine-resistant vehicles, stands it in good stead for what he callsthe current fight in places such as Afghanistan. It is all business as usual for anexperienced operator like Mr King. What is not, however, is the company s effort totransform the way in which it does business. BAE admits to no wrongdoing over al-Yamamah, which was primarily a deal between governments, it says, nor over any of theother deals that are still under scrutiny . But BAE has promisednot just to implement the 23 recommendations made by Lord Woolf in his report, but also toembed his ideas in its culture. To that end, Mr King has embarked on a huge trainingprogramme to inform all 97,000 BAE employees worldwide of their ethical responsibilities.

　　金先生似乎并不担心。BAE已不再像过去那样依赖大的平台销售，它现在更将自己看作是复杂系统的终身支持提供商，这很像航空引擎业。他还相信，BAE在军队设备方面的强项，尤其是装甲车和防地雷车，让它在发生在像阿富汗这样地方的他称之为当前战斗之中，处于有利地位。对于金先生这样一个经验丰富的管理者来说，这只是日常生意。而不寻常的，是这个公司转变经营方式的努力。BAE不承认在al-Yamamah中有任何过错，他说，这主要是政府之间的生意，它在其他任何仍在接受调查的案件中也没有过错。但是，BAE承诺，它不仅将实施Woolf阁下在报告中提出的23项建议，而且还将把他的理念融入公司文化。为了实现这个目的，金先生已经着手开展一个庞大的培训项目，向全球9万7千名BAE员工宣讲他们的道德责任。

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