Global Report: Enhancing Government Effectiveness and Transparency - The Fight Against Corruption

Page 140

PART I CONFRONTING CORRUPTION IN SECTORS AND FUNCTIONS

CHAPTER 3 STATE OWNED ENTERPRISES

Fostering transparency in the Medellin SOE The Empresas Públicas de Medellin (EPM) or the Medellin SOE is providing public utilities—including water, gas, electricity, and telecommunications—in the Colombian city of Medellin. In addition, EPM has a majority stake in and management control of 44 companies in Colombia and five other countries. Since 1957, EPM has included transparency towards the public as one of the basic principles of its business culture. From the start, it appears that there has been

awareness that EPM, although an autonomous body, is also a public service and, therefore, ‘ultimately owned by the citizens of Medellín’.28 This has helped to foster a policy of transparency towards the public, which is kept well informed about its different activities through both the press and other means of communication. EPM identifies citizens as a paramount factor in ‘shielding’ it from political changes or decisions that could affect its sustainability and fosters mechanisms of communication with the community and social control. This has also been noted by Corporación Transparencia por Colombia, the Colombian chapter of Transparency International, which in its 2016 measurement of the

BOX 3.1

About Empresas Públicas de Medellin EPM is a decentralized municipal entity, created in 1955 as an Autonomous Public Establishment and transformed into an Industrial and Commercial State Company (EICE) of a municipal nature in 1997. As an EICE, EPM has legal personality, administrative and financial autonomy and its own capital while, as a public service company regulated by Law 142 of 1994, its acts and contracts are subject to private law, except when expressly indicated otherwise in the Constitution or the law. EPM’s purpose is to provide public aqueduct, sewage, energy and gas distribution, mobile telephony and other telecommunications services. It can also provide street cleaning services and undertake any other complementary activity related to all these public services and the treatment and reuse of waste. In addition, under its statutes, the company can enter into any type of contract or partnership or form consortia with other individuals and legal entities for the purpose of achieving universality, quality and effectiveness in the provision of public services to its users, fostering general welfare and improvement of the population’s quality of life. Although the owner of EPM is the Medellín municipal government represented by the Mayor, in practice, the citizens of Medellín consider themselves to be the real ‘owners of the company’. 26 Along with the requirements established by the company’s Board for the development of its corporate governance practices, this perception is one of the key factors that has contributed to protect EPM from possible interference in its administration and strategy, with citizens looking out for and protecting the company from interference that could be detrimental to the SOE’s purpose. This has been accompanied by the development of a corporate culture under which citizens consider themselves ‘the DNA of the company’. In fact, as a response to corruption allegations, the civil society created a surveillance committee to observe and control the Mayor’s decisions and actions that could negatively affect the company. Also, a professional union was created with the sole purpose to isolate EPM and shield it from political interference in its corporate decisions. This culture appears not only to have persisted over time, but also to have grown, both in Medellín and the regions where EPM currently provides services. Source: Empresas Públicas de Medellín. EPM.27

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Enhancing Government Effectiveness and Transparency: The Fight Against Corruption


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Box 13.6 Trade of Influence in the Judiciary

55min
pages 362-386

Box 13.5 Court User and Multi-Stakeholder Justice Surveys

3min
page 361

Box 13.3 Specialized Anti-Corruption Courts in the Philippines and Indonesia

2min
page 358

Box 13.4 International Cooperation and Mutual Legal Assistance (MLA

6min
pages 359-360

Box 13.2 Specialized Anti-Corruption Courts: Political Commitment or Implementation Gaps

2min
page 357

Box 10.1 The Extent of Corruption

2hr
pages 303-354

Box 13.1 Romania’s National Anti-Corruption Directorate (DNA

6min
pages 355-356

Box 9.2 The Beneficial Ownership Data Standard (BODS

5min
pages 291-292

Box 9.3 Key Data Questions for Policy Makers to Consider

25min
pages 293-302

Table 7.4 AP’s Transformational Technologies

53min
pages 251-270

Box 9.1 What is a Beneficial Owner?

15min
pages 286-290

Figure 8.2 Final Findings of ANI Reports between 2008 and 2019

15min
pages 279-285

Table 7.2 Major Technology Trends for Public Sector Fraud and Corruption

16min
pages 243-247

Box 6.2 The Extractive Industries Transparency Initiative (EITI

13min
pages 219-223

Table 7.3 Navigating GovTech for Public Sector Fraud and Corruption

8min
pages 248-250

Box 7.2 Singapore’s SkillsFuture Program and Fraud Detection

2min
page 241

Box 7.1 Brazil’s Tribunal of Accounts Robots

2min
page 240

Box 6.1 What Does Open Data Have to Do with Open Government?

9min
pages 216-218

Figure 6.1 Unpacking Open Government

1min
page 215

Table 5.1 Corruption in Public Services: Estimating the Magnitude of the Problem

2min
page 190

Box 4.1 Standard Operating Procedures and Internal Audit Capacities in Latin America

2min
page 166

Figure 4.3 ACD Presence and Main Transit Trade Routes

1min
page 178

Box 4.3 Donor Support to Afghanistan Customs Department

2min
page 179

Box 2.5 Transparency in Renegotiation for Public-Private Partnerships

2min
page 117

Box 3.1 About Empresas Públicas de Medellin

6min
pages 140-141

Box 3.3 The Impact of Operation Car Wash across Latin America

2min
page 145

Figure 2.7 Causes of Renegotiation, based on 48 Projects that experienced Renegotiation

5min
pages 115-116

Figure 1.2 Change in Corruption Risk Indicators as a result of the e-GP Intervention

55min
pages 75-93

Box 2.4 The Open Contracting for Infrastructure Data Standard (OC4IDS

6min
pages 102-103

Box 2.1 IFC’s Integrity Due Diligence (IDD

10min
pages 94-97

Figure 2.6 Making Infrastructure Data Useful for Planners, Implementers and Policy Makers

19min
pages 106-113

Figure 2.5 Multi-Stakeholder Working at the Project Level

2min
page 105

Box 2.2 The Evolution of Multi-Stakeholder Approaches to Accountability in Infrastructure

2min
page 99

Box 2.3 The Role of the CoST Secretariat

1min
page 100

Box 1.1 Timeline on Somali National Army Rations Re-tendering

16min
pages 68-73
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