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The Development Channel highlights big debates, promising approaches, and new research and thinkers addressing opportunity and exclusion in the global economy.

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Mossack Fonseca law firm sign is pictured in Panama City, April 4, 2016.
Mossack Fonseca law firm sign is pictured in Panama City, April 4, 2016. Carlos Jasso/Reuters

Corruption Brief Series: How Anonymous Shell Companies Finance Insurgents, Criminals, and Dictators

The latest paper in the Corruption Brief series from the Civil Society, Markets, and Democracy program at the Council on Foreign Relations was published this month. In the brief, Dr. Jodi Vittori, senior policy advisor at Global Witness, addresses the myriad problems posed by anonymous shell companies – corporate entities with few or no employees and no substantive business, which offer a convenient way to privately move money through the international financial system.

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Wars and Conflict
This Week in Markets and Democracy: FIFA Investigations, Corruption in Romania and the Maldives, New South Sudan Report
FIFA Investigates Its Own Corruption A year after the United States and Switzerland went after top FIFA officials on fraud, money laundering, and racketeering charges tied to a $150 million corruption scheme, soccer’s international governing body is taking actions itself. The federation fined former vice president Jeffrey Webb $1 million for accepting bribes and banned him for life from the sport. It also opened an investigation on former President Sepp Blatter and two top associates for bribery, corruption, and conflicts of interest, including adding several illegal provisions to their contracts—boosting their combined salaries to over $80 million, and guaranteeing them eight years of pay even if fired for just cause. FIFA’s new dynamism may begin to restore its tarnished reputation, and the information it uncovers could help U.S. and Swiss prosecutors with their own ongoing criminal cases. Romania Steps Up Anticorruption Efforts, the Maldives Falls Back Romania’s and the Maldives’ paths are diverging in the fight against corruption. Last week, Romanian prosecutors showed their independence and resolve by charging former Prime Minister Victor Ponta with abuse of office for influence peddling, for nominating a media mogul to parliament in exchange for financing Tony Blair’s 2012 visit. (Ponta resigned last year amid protests over a separate corruption case.) Ponta’s problems follow the interior minister’s resignation over a pending investigation into alleged embezzlement and abuse of power. In contrast, Maldivian President Abdulla Yameen responded to an Al Jazeera documentary exposing his role in a $1.5 billion money laundering scheme by raiding the offices of a local newspaper and human rights NGO. With a cowed judiciary and a stifled press, it is unlikely the increasingly repressive president will face an investigation any time soon. Corruption Fuels Conflict in South Sudan A new report from advocacy organization The Sentry documents how South Sudan’s leaders have looted the country throughout three years of brutal conflict that has displaced 2.5 million and left even more destitute. President Salva Kiir and former Vice President Riek Machar have stoked ethnic fighting and killings while making millions from illegal stakes in oil, mining, telecoms, construction, and defense companies. With the ill-gotten proceeds, their families and cronies purchased luxury cars, flew in private jets, and bought lavish properties in Australia, Ethiopia, Kenya, and Uganda. The United States—South Sudan’s largest donor—can help hold these leaders accountable by imposing sanctions, cracking down on money laundering, and helping to seize and return assets.
Americas
Managing the Unpredictable Risks in Supply Chains
Global trade and the supply chains that support it are undergoing a period of profound change. Supply chains face threats including a resurgence of protectionism, climate change, decaying infrastructure, and human rights abuses. The Development Channel’s series on global supply chains will highlight experts’ analysis on emerging trends and challenges. This post is from Sang Kim, Associate Professor at Yale School of Management.  The rise of outsourcing has transformed many companies into managers of global supply chains. While this change has brought many benefits—lowering labor costs, increasing productivity, and gaining access to international markets—it has also created new kinds of costs. In particular, firms are now vulnerable to supply chain disruptions. Factory shutdowns in Japan following the 2011 Tohoku earthquake cascaded across automotive and electronics supply chains. The 2013 collapse of Rana Plaza in Bangladesh, which killed over a thousand workers, damaged the reputation of many well-known clothing brands. And recent revelations that Indian textile company Welspun mislabeled products as Egyptian cotton already cost them one of their biggest buyers, Target. There are two kinds of supply chain risks. Some are predictable; they include the uncertainties that businesses face on a day-to-day basis, such as delays in product deliveries, fluctuations in consumer demands, and product shortages. Because managers encounter these problems repeatedly, they have become adept at dealing with them. For example, managers collect and analyze data on past product shortages to forecast future ones, and build up their inventory to head off potential losses. The real challenge is managing unpredictable risks, including natural disasters, catastrophic equipment failures, and terrorist attacks. These risks are harder to plan for since they occur less frequently but with often much higher costs. For instance, in 2007, a power outage at a Samsung plant unexpectedly shut down production for a day. As a result, Samsung lost an estimated $40 million. Many companies struggle to manage such risks. One strategy to address unpredictable risks is duplication. This means maintaining multiple copies of products and suppliers. For example, managers will build standby production lines, buy each type of part from multiple suppliers, or hold backup inventory for all their parts and products (in contrast to the selective and targeted inventory involved in predictable risks). Though duplication does protect against disruptions, it’s expensive if it is not carefully planned. A cost-effective way for a duplication strategy to work is investing in making supply chains more flexible. This might involve designing products to use common, standardized parts so that a substitute can be readily found if the original part becomes unavailable after a disruption, or engineering production lines so they are capable of manufacturing multiple products, allowing for quick switches if a supplier shuts down. Some companies may enter into contracts with suppliers that allow for last-minute orders in the event of a disruption without necessarily buying regularly. While it may still be necessary to keep some additional inventory, a focus on flexibility lessens the need for costly and often unused duplication at every stage of the supply chain. Although these contingency planning strategies cost money, managers must address unpredictable risks, as the costs of not doing so can be even higher. The 2000 Phillips Electronic shutdown illustrates the threat of this type of supply chain disruption. A fire started by lightning forced Phillips Electronics to close a cellphone chip factory in Albuquerque, New Mexico, leading to shortages of critical parts for two of Phillips’ customers, Nokia and Ericsson. Nokia, in an illustration of flexibility, had maintained relationships with its other suppliers, who freed up their production capacity to provide replacement parts on short notice. In the end, Nokia emerged from the incident relatively unscathed. Ericsson, on the other hand, did not have built-in flexibility and suffered big losses, which contributed to its eventual exit from the cellphone manufacturing business. As this example illustrates, a well-thought out contingency plan that increases flexibility can make or break a company. And with supply chains becoming increasingly complex and geographically dispersed, the capability to quickly respond to sudden disruptions is more important than ever.
Americas
This Week in Markets and Democracy: Central America Takes on Corruption, Venezuela’s Protests, G20 Summit
Central America Takes on Corruption  Central American judiciaries have been stepping up to fight corruption. Last year Guatemala’s attorney general’s office, working closely with UN-backed International Commission against Impunity in Guatemala (CICIG), took down then-President Otto Pérez Molina for stealing tens of millions of dollars in customs duties. Pressured by civil society, the Honduran government agreed to a similar Organization for American States (OAS)-backed body, the Mission to Support the Fight Against Corruption and Impunity in Honduras (MACCIH), to investigate graft after $200 million disappeared from the country’s social security system. And El Salvador’s new Attorney General Douglas Meléndez, sworn in at the start of the year, is prosecuting several high-level officials and former officials with unexplained millions in their bank accounts. While this week’s asylum in Nicaragua for former Salvadorian President Mauricio Funes and his family is a potential setback, the cases themselves represent a sea change in justice for Central America’s Northern Triangle. Maduro Undermines Checks on Power   On September 1st hundreds of thousands of Venezuelans took to the streets demanding a recall referendum on President Nicolás Maduro before the year ends (this timing would ensure that his vice president doesn’t replace him). The government responded by kicking out foreign journalists, imprisoning members of the opposition, and this week by rejecting the authority of the legislature. The Supreme Court annulled all acts passed by the National Assembly since July 28, when the legislative body reinstated three lawmakers, giving the opposition a supermajority. These steps further diminish the potential for a peaceful democratic solution to the deepening political, economic, and humanitarian crises the nation faces. China’s G20 Ignores Corporate Secrecy At China’s G20 summit, member countries took a step back on the past years’ push to pierce secrecy around shell and anonymous companies. At the UK Anticorruption summit in May, six countries—including two G20 members—pledged to set up public registers of companies’ true owners, joining twenty-nine others that maintain and share the information among governments. Last year, former UK Prime Minister David Cameron promised to publish information on UK properties owned by foreign companies and used to launder an estimated $100 billion each year. And at the 2014 G20 conference, members agreed to take steps including requiring “know your customer” rules for banks. These issues didn’t make the Chinese G20 anticorruption agenda, which focused on asset recovery and repatriation of fugitives—central concerns for China’s domestic anti-graft program instead of the broader global anticorruption agenda.
  • International Organizations
    Who Governs Global Value Chains?
    Global trade and the supply chains that support it are undergoing a period of profound change. Supply chains face threats including a resurgence of protectionism, climate change, decaying infrastructure, and human rights abuses. The Development Channel’s series on global supply chains will highlight experts’ analysis on emerging trends and challenges. This post is from Dr. Sherry Stephenson, senior fellow at the International Centre for Trade and Sustainable Development (ICTSD).  We live today in a networked economy led by investment flows where business-to-business intermediate trade accounts for over two-thirds of the goods and nearly three-quarters of the services exchanged worldwide. Global value chains (GVCs) now define how companies do business and how world trade is structured. These complex chains mean different things to different actors and the “governance” of GVCs is understood in various ways. It can be viewed from at least three perspectives: of firms; of individual countries; and of the international trading system. At the firm level, governance of a supply chain refers to management, or how the activities in a production network are organized and carried out among participating firms. Usually the lead firm sets and enforces the parameters under which other firms in the network operate, through deciding what will be produced and in what location, the type of quality controls that must be followed, and the management structure. Companies are most concerned with generating efficient production to maximize profits. How they position themselves in a given value chain and what type of management or governance structure they adopt will depend partly on the type of activity in which they are involved. Sovereign nations look at the governance of global value chains as a policy issue. Their goals are to create an environment that will bring in investment, enhance economic growth, and stimulate the transfer of technology and skills. Governments aim to create the most conducive and enabling set of policies that will allow firms to engage in GVC operations. Both domestic and international policies matter. Domestically, a liberalizing trade policy is a necessary first step to integrating into GVCs. Education, too, is needed for a country’s labor force to contribute high-quality services, or add high-quality inputs to goods and services going into value chain networks. Other enabling policies and factors include: a competitive services industry investment-friendly policies strong government institutions with mechanisms for legal recourse in the case of disputes a robust digital infrastructure customs and border management for efficient logistics non-discriminatory domestic regulation Governments must push these reforms, all the while balancing domestic politics, which may or may not support this open trade agenda. Finally, the international trading system governs GVCs through rules negotiated between countries in trade agreements and addresses decisions that affect trade and investment flows between several trading partners or the trading system as a whole. This form of GVC “governance” has been little explored and discussed by analysts and policy officials. Some argue there is a "supply chain governance gap" at the multilateral level due to the World Trade Organization’s (WTO’s) preoccupation with the Doha Round agenda of 20th century trade issues, and with a WTO system characterized by: outdated trading rules—the WTO came into force in 1995 when the internet was considered “emerging technology” and the World Wide Web had just appeared; lack of rules on investment, competition policy, and e-commerce and digital trade, all vital to GVC operations; trade rules that are structured in silos, with no cross-cutting forum to discuss horizontal issues that affect GVC operations. In the WTO’s absence, preferential, plurilateral and mega-regional trade agreements have stepped into the governance void. The Trade in Services Agreement (TiSA), being negotiated by fifty countries, covers all services sectors as well as key 21st century trade-related issues. Investment, competition policy, and digital trade/data flows are all included in new, deeper preferential trade agreements, such as the recently-concluded Trans-Pacific Partnership (TPP). If ratified, the TPP should create an enabling environment for GVCs among its members. However, it will further splinter the WTO system. If followed by other preferential trade agreements, it will lead to more fragmentation in GVC governance.
  • Americas
    A Game of Inches: The Uncertain Fight Against Corruption in Latin America
    Harvard’s inimitable Matthew Stephenson this week published a thought-provoking blog post comparing anticorruption efforts in Asia and Latin America. Crudely summarizing Stephenson’s argument, a few years ago many looked to Asia as the gold standard in anticorruption efforts, in part because of the success of independent and effective anticorruption agencies (ACAs) in the region. But recent news of political meddling with Hong Kong’s ACA, brazen kleptocracy in Malaysia’s state development fund, and efforts to water down reform in Indonesia all suggest that the pendulum is swinging in a less positive direction. By contrast, Stephenson is optimistic about the important gains made in recent years in Latin America, including by Guatemala’s International Commission Against Impunity (CICIG), Brazil’s Car Wash investigation, elections in Peru and Argentina that highlighted voter frustration with corruption, and Mexico’s “3 out of 3” reforms. As Stephenson was careful to note, it is dangerous to generalize across regions. The on-the-ground details in each country get in the way of blanket statements about how regional anticorruption efforts are playing out. I agree, and I would go further. An additional caveat that the anticorruption community should keep in mind—even while celebrating successes—is that the effectiveness of anticorruption efforts is only really evident over the long haul. This is in large part because by their very nature, anticorruption reforms tend to generate significant pushback. Anticorruption reforms are never really complete: even independent and well-functioning institutions can decay over time, under pressure from the powerful interests that benefit from, and are empowered by, corruption. Incipient anticorruption reforms are even more vulnerable to regression. Latin America has indeed been making enormous strides forward in recent years, under a remarkable set of homegrown anticorruption campaigners, but resistance appears to be building against those who would reform the system. In recent years, a cautiously optimistic story could be told about Brazil, in light of the incremental anticorruption gains of the past generation. But recent developments suggest that these gains are under threat. Clientelistic parties and opponents of reform in both the Rousseff and Temer administrations have introduced proposals—both via decree and through legislation—that would weaken prosecutors and judges and considerably undermine the transparency of court cases, institute a tax amnesty law for repatriation of foreign holdings, restrict corporate leniency agreements, and limit plea bargaining. Although some of these proposals are framed as a seemingly reasonable effort to block the “abuse of authority,” they would have a chilling effect on the nascent—and still very uncertain—efforts to tackle corruption in Brazilian politics. Equally important, a set of necessary anticorruption reforms pushed forward by prosecutors, and placed on the legislative agenda with the support of 2 million citizens, has been stymied by congressional foot dragging. Acting president Michel Temer, who has now been mentioned twice in the Car Wash investigation, has adopted what is at best an ambiguous attitude toward anticorruption efforts, appointing a cabinet that is staffed by a number of unsavory characters, and failing to exert even an ounce of energy in support of reform. In Guatemala, the UN-backed CICIG is in danger of becoming a victim of its own success. The easy criticism is that due to the presence of an international body like CICIG, Guatemalan institutions have not been under pressure to reform themselves. This is too facile, if only because there was never any sign that Guatemala’s institutions would be able to reform on their own, and CICIG’s presence seems to have empowered Guatemala’s prosecutors. The remarkable former attorney general, Claudia Paz y Paz, moved against some of the most powerful figures in Guatemalan history, and the prosecutorial service has gained new staff, prestige, and resources. Yet the genocide case against former president Efraín Ríos Montt was overturned by the high court, and there are fears that the court might be similarly timid in addressing corruption charges against former President Pérez Molina and his vice president. Meanwhile, President Jimmy Morales has been slow to build on anticorruption successes, and in fact, the early days of his administration have been marked by a surprising willingness to compromise with questionable elites. One of the few barriers to regression has been the mobilization of the Guatemalan public, which has encouraged the appointment of a few reformers in the Morales administration, and which will be essential to ensuring the success of a planned judicial reform package to be drafted later this year. In Mexico, the “3 out of 3” reforms were a huge deal, not least because for months they seemed to be destined for the trash bin, after Institutional Revolutionary Party (PRI) legislators delayed their consideration and then attempted to sink them with a poison pill. As my colleague Shannon O’Neil pointed out, voter concern with corruption was one of the driving forces behind the PRI’s historic loss in the June gubernatorial elections, and the effort to move forward on the reforms may have been the PRI’s attempt to get out ahead of the corruption issue before the 2018 presidential elections. Yet just this week, news has emerged of the Mexican first lady’s luxurious vacation digs in Key Biscayne, which it now turns out are owned by a company that will be bidding for Mexico’s port business. This after another contractor sold the first lady her $7 million Mexico City mansion in a controversial transaction two years ago. Old habits die hard, even though public asset disclosure requirements in “3 out of 3” were aimed at curbing exactly this type of abuse. There is no reason to be a sourpuss. Latin Americans should be justifiably proud of the remarkable gains of recent years, and Stephenson is right to point out their relative success compared to the current backsliding in Asia. But the common thread running through the recent Brazilian, Guatemalan, and Mexican country experiences is the importance of citizen engagement: without public pressure, politicians tend to revert to old practices. Before he became one of the most famous judges of all time, Sérgio Moro wrote an academic paper on the Mani Pulite investigations of corruption in Italy, which noted that “judicial action against corruption is only effective with democratic support.” He concluded this after observing that when public attention turned away from the corruption investigations in Italy, politicians did all they could to make prosecutors’ lives more difficult: they strengthened evidentiary protections, decriminalized accounting fraud, reintroduced parliamentary immunity, and reduced statutes of limitations in corruption cases. It is probably unrealistic to expect Latin American publics to remain engaged on anticorruption: at some point, there may just be too much bad news, or the news may be too destabilizing to everyday governance, or the corruption effort will be seen as a partisan crusade, or the news that there is corruption in high places will no longer galvanize a weary public. Efforts to eradicate corruption will always be a game of inches, and the politicians who would like a return to the old status quo in Latin America have only just begun to fight.