The 6 th International Conference on Financial Criminology 2014 Rangsit University, Pathumthani, Thailand Friday 5 September 2014 Corruption in the State.

Slides:



Advertisements
Similar presentations
Pentti Mäkinen Central Chamber of Commerce of Finland Benefits of low regulation environment Brussels
Advertisements

Chapter 5 The Free Enterprise System
The Challenges for Ensuring Transparency and Accountability in specific Areas of Public Financial Management presented by Mr.Abdluaziz Yousef Al-Adsani.
Code of Corporate Governance for Listed Companies in China
Process of CG in Egypt Mohamed Omran Vice Chairman Cairo & Alexandria Stock Exchanges December, 13 th 2006.
AGENCY FOR PREVENTION OF CORRUPTION AND COORDINATION OF FIGHT AGAINST CORRUPTION mr.sci. Vladica Babić - Assisstent.
PUBLIC SECTOR INTERNAL AUDIT IN THE REPUBLIC OF LITHUANIA Mr. Jonas Vaitkevičius Head of Internal Audit and Financial Control Methodology and Monitoring.
1 FOREIGN INVESTMENT IN CUBA Republic of Slovenia October 15, 2013.
Integrity and responsible governance in a private sector - case Finland Pentti Mäkinen Conference of the Corruption-free society Prague 12 September 2014.
1 Municipal Ports Training Seminar: Board Governance Issues Prepared for DfT by Fisher Associates June 2007.
1. 2 CVM’s OBJECTIVES u to stimulate the creation of savings and their investment in securities; u to promote the expansion and regular and efficient.
1 The Stock Market Development and Accounting Reform the case of China May 2006 Lu Xiongying Shanghai Stock Exchange 1.
3rd session: Corporate Governance
Evaluation of the Role of Audit to Detect Corruption in Thailand Prepared by Dr. Sutthi Suntharanurak Office of the Auditor General of Thailand.
A PROCUREMENT ASSESSMENT MODEL Joel Turkewitz World Bank April 2003.
Erdenebayar Gombo, Bank of Mongolia Jambaajamts Tundev, Financial Regulatory Commission Shagdarsuren Zuunai, Mongolian Bankers Association 24 November.
INTRODUCTION TO PUBLIC FINANCE MANAGEMENT Module 3.2 -Internal Control & Audit.
Types of organisation.
Review of the Legal Framework regarding the NGO sector in Mauritius Pierre Rosario DOMINGUE Chief Executive Officer Law Reform Commission Thursday, November.
Establishment and Development of the Internal Audit System for the Public Sector in Kyrgyz Republic INTERNAL AUDIT COMMUNITY OF PRACTICE ISTANBUL
States and Government Companies Murilo Barella Brasília – 12 Março 2013.
Copyright © 2008 McGraw-Hill Ryerson Ltd.1 Chapter Twelve Corporate Governance Canadian Business and Society: Ethics & Responsibilities.
By: 1. Kenneth A. Kim John R. Nofsinger And 2. A. C. Fernando.
Nafn fyrirlestrar (Edit/Breyta - Header/Footer) 1September 11, 2015 Strategy Note Nr. 1 Work of the Coordination Committee.
1 STATE AUDIT OFFICE RELATIONS WITH PARLIAMENT Auditor General Inguna Sudraba State Audit Office Republic of Latvia 26 Kr.Valdemara Street,
Legislation Concerning Disability Employment in Thailand National Office for Empowerment of Persons with Disabilities (NEP.), Ministry of Social Development.
2012 Governance & Leadership Institute January 29 – 30, 2012.
Principles and Practices For Nonprofit Excellence.
Introduction of Certification Process of Thailand’s Private Sector Collective Action Coalition Against Corruption.
1 GFNORTE Corporate Governance. 2  DIVIDEND POLICY In the Ordinary General Stockholders Assembly held on April 29, 2003, a dividend policy with a minimum.
Issues in Corporate Governance: Board Structures and Functions Based on a Student Presentation by Joshua Shullaw and Matthew Domeyer.
Manuel Mariño Regional Director International Co-operative Alliance ACI-Américas CORPORATE GOVERNANCE AND CO-OPERATIVES Global Corporate Governance Forum.
Promoting Effective Boards of Directors
How SAIs influence Good Governance in the Public Administration: an experience of the Accounts Chamber of the Russian Federation The Accounts Chamber of.
Advanced Program in Auditing and Accounting Regulation Module 12 Enhancing Statutory Audit Quality from a Financial Regulator’s Perspective Presenter:
The New Role and New Mission of Cooperative Auditing Department in Thailand. Assist. Prof. Dr. Ratana Pothisuwan Assoc. Prof. Dr. Prasert Janyasupab Department.
Private & Confidential1 (SIA) 13 Enterprise Risk Management The Standard should be read in the conjunction with the "Preface to the Standards on Internal.
Annual seminar in Berlin – 27 th May Should EU corporate governance measures take into account the size of listed companies ? How ? Should a.
Oversight of the ERISA Fiduciary April 9, 2008 J. David Thompson Bank of New York Mellon Corporation.
Privatisation and Employment The Dutch Perspective Melle Hendrikse Ministry of Finance, The Netherlands October 10, 2002.
Republic of Macedonia MINISTRY OF FINANCE SKOPJE DEPUTY MINISTER OF FINANCE DIMKO KOKAROSKI, Ph.D. The Conference on Accounting Reform and Institutional.
1 Polish SAI (NIK) experience in the field of EU funds Piotr Szpakowski Najwyższa Izba Kontroli Prague, 6-8 November 2006.
Prof. Dr. Carl-Friedrich Leuschner, Chief Executive Officer German Cooperative and Raiffeisen Confederation Second European Corporate Governance Conference.
Risk Management & Corporate Governance 1. What is Risk?  Risk arises from uncertainty; but all uncertainties do not carry risk.  Possibility of an unfavorable.
-1- Policy for Effective Management of State-owned Enterprises in Latvia 5th-6th September 2011 Ljubljana Mr. Juris Puce State Secretary.
Clause 49 Anubhav lamba A.C.S, LL.B. It’s an economic activity related to:- (a) Trade (b) Commerce (c) Manufacturing (d) Services For profit.
Workshop on Implementing Audit Quality Practices Working Group on Audit Manuals and Methods March 2006 Vilnius (Lithuania) Hungarian Experiences.
1 The Office of the Auditor General of Norway Topic: Prevention and detection of irregularities including corruption Presentation by Dag Nenningsland,
© The McGraw-Hill Companies, Inc., 2002 All Rights Reserved. McGraw-Hill/ Irwin 14-1 Business and Society POST, LAWRENCE, WEBER Stockholders and Corporate.
Legal Framework and Structure. Public Internal Financial Control Strategy ( ) focuses on three activities Institution of a Centralized Harmonization.
Public Benefit Organizations in Hungary Nilda Bullain European Center for Not-for-Profit Law (ECNL)
Financial Sector Development: Building Market Foundations Through International Codes And Standards Sherman G. Boone, Assistant Director Office of International.
INTRODUCTION TO PUBLIC FINANCE MANAGEMENT Module 4.3: Internal Control & Audit.
LATVENERGO GROUP COMPLIANCE AND FRAUD RISK MANAGEMENT Kristine Arensone Compliance officer
1 Prevention of corruption in the private sector: the view from the Anti-Fraud Office of Catalonia Reducing corruption: focusing on private sector corruption.
Analysis of pre-election period advertising and communication funds of local authorities National Audit Office of Estonia Anneliis Arm, auditor Warsaw,
The role and responsibilities of the EITI Board Members Lima, 23 February 2016 Christian Fr. Michelet.
1 M O N T E N E G R O Negotiating Team for the Accession of Montenegro to the European Union Working Group for Chapter 9 – Financial Services Bilateral.
Chapter 5 The Free Enterprise System. Traits of Private Enterprise Section 5.1.
Into. to Business (MKTG 101)1.  Introduction to Business  Business Definition  Types of Business  Business Objectives  Preparing Business Plans 
Governance, Risk and Ethics. 2 Section A: Governance and responsibility Section B: Internal control and review Section C: Identifying and assessing risk.
Project: EaP countries cooperation for promoting quality assurance in higher education Maria Stratan European Institute for Political Studies of Moldova.
DIPUL MANDOLE Pankaj Patil Chatan More
Introduction to Business (MRK 151)
INTERCONNECTION GUIDELINES
Seminar on Evaluation of Internal Control Systems
PEMPAL, Moscow, October 2016 Natalia Pilets Deputy Head,
Corporate Governance for Mutuals
PROCUREMENT POLICIES AND GUIDELINES
Management of conflict of interests in the public sector
Presentation transcript:

The 6 th International Conference on Financial Criminology 2014 Rangsit University, Pathumthani, Thailand Friday 5 September 2014 Corruption in the State Enterprise Listed as Public Company in the Stock Exchange of Thailand (SET): A Case Study of MCOT Public Company Dr. Suraphol Srivithaya Dr. Rattaphong Sornsuphap

1. Background and Rationale Privatization of profitable State enterprise policy Transformation of MCOT to be a listed company MCOT opportunity to corrupt by conflict of interest State Enterprise status VS MCOT Public Company A case study to determine rules and regulation of transparent performance and accountability for the management and operation of MCOT Plc. assets in order to prevent and suppress corruption in the State enterprises transformed to be a listed company in the Stock Exchange of Thailand (SET)

2. Objectives of Research 2.1 To analyze the State enterprises, including the objectives of the establishment, the modification of revenue earnings, the expenditure as well as regulations regarding management, operation and auditing; 2.2 To find out ways and means probably bringing about corruption problems in the State enterprise and gap resulted from regulation by laws; 2.3 To propose possible measures and recommendations for preventing and suppressing corruptions in the State enterprises in a case study of MCOT Plc. as a listed company in the Stock Exchange of Thailand (SET).

3. Scope of Research Problem The study is aiming at analyzing and processing of data to find out a ways and means to provide beneficial policy of the management and operation of State enterprises transformed into public company limited in accordance with the State Enterprise Funding Act B.E and registered as listed company in the Stock Exchange of Thailand (SET). As there were various corruption problems arising from the management and operation of MCOT Plc. business agencies, the scope of study shall be concentrated on nature, causes, and models of MCOT Plc.’s corruption with recommendations to prevent suppress such a kind of corruption in the transformation of State enterprises to be listed companies in the Stock Exchange of Thailand.

4. Research Methodology The study was undertaken in form of a mixed method research, including documentary research by collecting and analyzing data from document concerned and a specific case study research by interviewing specified persons involved in MCOT Plc. as listed company in the Stock Exchange of Thailand (SET), as well as interviewing and focus group meeting with related high experienced persons as key informants in the fields of mass media and corruption problems deriving from the MCOT Plc. management, operation and auditing.

5. Results of Research The study found that there were at least 10 risky factors causing corruption in MCOT Plc. as follows : 1) The non-transparency resulted from the fact that MCOT was transformed it status into a public company and registered in the Stock Exchange of Thailand; 2) The interference of politicians in nominating the Board of Directors and Executives of the State Enterprise. 3) The procurement such as land buying and selling with the value of more than 1,200 millions baht since 2004 by submitting project plans but until nowadays none of them has been implemented in spite of the fact that 30 millions baht were spent to hire project consultants; 4) The amount of rewards paid for importation; 5) Too much freedom agreed for advertisement without charge

5. Results of Research 6) The modification of co-operating contract with private agencies that brings about loss of interest of MCOT, for example, in case of the contract with Bangkok Entertainment Co., Ltd., UBC group; 7) Authorizing the UBC Group to be free from being registered in the Stock Exchange of Thailand; 8) Authorizing UBC group to use TRUE logo with UBC and MCOT logos broadcasted on radio programs be membership register in favor of commercial interest in spite of the fact that TRUE is not the co-contractor; 9) Joint venture with others private companies to broadcast some sport programs that make MCOT loss prospective commercial interest; 10) Establishing companies to sub-contract with MCOT in order to produce program that is in the form of the conflict of interests, mostly in case of radio media business while television media has been operated after business transformation.

6. Recommendations 6.1 For the government : 1) The organizations that were competitive and semi-controlled by the State, had double status of management by marketing mechanism and political mechanism. If the Managing Director concentrates one mechanism, it will affect other mechanism, for example if the management concentrate more profit-oriented business, it will neglect the benefit of social sectors. Therefore, the government should have clear guidelines for the policy of privatization of media sectors. 2) The image of media organizations were expected by the society that they are inefficient and have the conflict of interests and transparency problems in their management as well as political interference. How can the government eliminate such image although the media organization has already transformed to be a public company?

6. Recommendations 6.2 For the MCOT: 1) The MCOT is recommended to emphasize the promotion of the good governance within the organization because it is essential for provide the immunity for solving the economic corruption. The immunity is based on principle of responsibility to perform and carry on its duty in a strict and careful manner. The transparency principle will promote more efficient independent internal audit system within MCOT organization to assure the shareholders that the MCOT’s management is carried on in an utmost beneficial way for all of them. 2) The MCOT should set up its efficiency internal audit system to support its own management for transparency. In the short term, it should improve its existing internal audit organs to have more enough power for working independently. 3) The MCOT should give more importance to the management of co-operating contracts with private agencies, by establishing a new unit to study, to follow up and to supervise its interests as well as to recommend any alternatives to the Executive Board for consideration. This new unit should be established in the Legal Section or directly under the Corporate Strategy and Risk Management Office. If not, it should employ external professionals to help managing such contracts. 4) The MCOT should amend and improve its rules and regulations of its adoption power, which are not suitable for the present situation as well as any necessary new rules and regulations. 5) The MCOT should utilize its existing Committee of TV Program Planning to consider and approve its annual program plan or its quarterly program plan. 6) The MCOT should develop and improve its personnel, who looked after the risk management system, in order to have more ability in analysis and evaluation of any risks at intensive level.

Dr. Suraphol Srivithaya Dr. Rattaphong Sornsuphap Thank You for Your Kind Attention