The Star Malaysia

It’s time for minister to clean up JPJ

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I REFER to the report “Extra heat on MACC suspects” (The Star, April 18) on the 24 Road Transport Department (JPJ) officers and six civilians being brought to court for allegedly protecting lorry drivers who committed road offences in Penang by way of receiving monthly protection money.

What makes this case slightly different is that a total of 24 were hauled up in one go. (MACC does not discount that there could be more arrests.)

Kuala Lumpur City JPJ director Datuk Ismail Mohd Zawawi was reported to have admitted that there are a few bad apples and that although an integrity unit has been set up, it is difficult to monitor all of its 337 officers.

On the one hand, when enforcemen­t is weak, the head of department will scream that there aren’t enough staff to do the job. But when the department is fully staffed, the explanatio­n is that it is difficult to monitor all of them.

Transport Minister Anthony Loke has indeed done an incredible job so far but not on corruption-related matters. It’s now time for him to take up the heavy responsibi­lity of cleaning up the entire department.

He has to send a strong message on the importance of the integrity of not only the director-general but also all the heads of department in each state. Loke must revisit the department’s whistleblo­wing policy (if there is one) to promote the reporting of corrupt activities.

Loke should also deal with the givers – the lorry companies and operators. Remind them of the Corporate Liability Provision (Section 17A) of the Malaysian AntiCorrup­tion Commission (Amendment) Act 2018, which criminalis­es companies that corruptly give or agree to give any gratificat­ion with intent to obtain an advantage in the conduct of business.

Could a similar provision (Section 17A) be enacted for government department­s that are vulnerable to corrupt practices such as the police, JPJ and Customs Department? The directors-general or inspector-general of police could be held responsibl­e for corrupt practices of their staff.

POLA SINGH Kuala Lumpur

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