Before the initiative, several processes needed human interaction between our company, the RCAR and all its stakeholders and no one could say if corruption was existing.
Considering our suppliers for instance, strong human interaction was existing with them as buying processes were managed manually. This had as consequences that procedures were not transparent towards our suppliers as only few information were posted and the only possible way of getting information for them was the phone call, which was not automatically traced and registered.
Considering our staff and services delivered to our clients, some steps in the calculation process to determine the pension amount or the pension payment process were not automated, causing risks of errors, voluntary or involuntary. One can even imagine that some pensioners could be “ghost pensioners”, which means some people could be paid instead of others who may not exist for real…
These mere examples are only samples of services delivered to our stakeholders. All other services are very numerous. They show the existing risk of corruption due to unautomated processes. Not only deadlines are extended and dissatisfaction increased when processes are managed manually and no controls are put in place, but there may be the temptation to monetize the services if the actors in the public service are of little morality.
Financial flows are considered very sensitive as our company manages fourteen funds, a recovery of 304 M$ each year, 476 M$ of paid pensions, 632 529 contributors and 200 221 pensioners.
Considering those figures, the risk of collusion between any manager or resource in charge of the payment or any sensitive position and any customer of the company not only exists but its impact could be considerable if proved. Not securing the processes of the company could led to high cost of non-quality, client loss of confidence, image deterioration, overconsumption of resources, waste of time and possibly serious corruption. Apart those figures, the activity can be qualified complex as about 20 processes are managed, including management, support and operational processes. So the main problem before the initiative was to think about how to avoid potential corruption, which could be difficult to detect considering the volume of managed data and the fact that lots of processes were managed manually and not automatically.
Consequently, a program aiming at modernizing the management system, preventing and combating corruption had been launched, according to 3 axis, use if ICT, prevention and education, with principally ICT and quality as lever actions. The initiative aimed at reducing all these human interactions and reinforcing controls especially in sensitive stains; by doing so, temptation of corruption would be strongly reduced. The challenge was even greater as most staff were working under comfort conditions since long time. Use of Information Technology was a necessity to better prevent corruption and lots of new points of control were to be established and secured in accordance with repositorys of excellence retained by the company.