Damascus, Dec. 25(SANA) The Central Organization of Financial Control maintained an accelerated pace of work throughout 2025, prioritizing the recovery of state and citizens’ rights, uncovering corruption cases and protecting public funds from waste, within a previously announced institutional framework focused on enhancing governance, financial accountability, documenting public spending paths and assessing their impact on institutional performance and service quality.
246 corruption cases investigated
Head of the Central Organization of Financial Control Mohamed Omar Kdied said that since the beginning of the current year, 246 proven corruption cases have been investigated in a number of public bodies dating back to the era of the deposed regime, as a result of audit and review work covering multiple service, administrative and financial sectors.
Asset recovery measures
Regarding corruption cases and violations in the execution of public expenditures during 2024, Kdied said audit and inspection work conducted by the organization’s inspectors uncovered multiple violations that were duly documented, with many referred to competent bodies for investigation and the necessary legal measures taken against those involved, in accordance with applicable regulations.
According to statistics on the organization’s work since the liberation of Syria to date, obtained by SANA, the total volume of financial corruption uncovered amounted to about 527 billion Syrian pounds, in addition to $3 billion, $385 million and $764,000, and €14774,000 million.
By contrast, funds actually recovered to date reached 75 billion Syrian pounds, $308,353, and €68,480, within the framework of precautionary and enforcement measures taken.
On legal and administrative measures against those implicated, Kdied said 54 travel-ban orders were issued and 62 precautionary seizures imposed on movable and immovable assets, ensuring the protection of state rights, preventing the transfer or disposal of funds, and reflecting the authority’s seriousness in pursuing cases through to their final stages.
Development pillars
Kdied said the authority adopted an integrated reform program over the past year, restructuring the oversight institution and raising its professional and technical readiness to strengthen its role in protecting public funds and combating corruption during the economic recovery phase. The reforms covered four core pillars, led by comprehensive institutional restructuring.
Comprehensive structural reform
According to the organization, the structure was developed to end previous overlaps and grant oversight units greater independence and capacity by separating audit directorates from budget, studies and IT departments and linking them directly to the head of the organization.
New specialized directorates were established, including risk management and quality assurance, and a specialized institute for oversight training, in addition to other directorates to be announced soon.
Branches of the organization were strengthened through the creation of technical and administrative sections to enhance oversight capacity in the provinces, alongside the reintegration and redistribution of directorates within technical departments to ensure role integration and execution quality. The audit accreditation directorate was separated from investigation to ensure neutrality in the flow of oversight evidence, and follow-up directorates were established within each technical department to enhance central oversight of branch performance, alongside task redistribution and the injection of new leadership and field cadres.
International standards and digital transformation
In a second pillar, the organization adopted international standards of the International Organization of Supreme Audit Institutions (INTOSAI) across all stages of the oversight process, implementing risk-based auditing to direct oversight resources toward areas of highest impact, while improving the quality of audit reports so that their results translate into tangible corrective actions rather than administrative observations.
Digital oversight transformation formed the third pillar of reform. The organization outlined a comprehensive vision for gradual transition toward smart electronic auditing, including updating its website, developing an integrated electronic system to manage the audit mission cycle, establishing electronic correspondence systems, complaints and distance-learning platforms, expanding computer use, reducing reliance on paper documents, and accelerating information flow between headquarters and branches through network connectivity.
Transparency and disclosure
Under the fourth pillar, the organization worked to entrench transparency and enhance audit disclosure by launching an electronic complaints platform to receive reports from citizens and employees with speed and reliability, and by periodically publishing partial audit reports to inform public opinion of oversight results and measures taken, strengthening societal accountability and restoring confidence in public oversight.
Capacity building and partnerships
Kdied said the authority implemented a comprehensive package of training and qualification programs this year to raise professional readiness. Internationally, staff participated in training events in Qatar, Kuwait and Saudi Arabia on digital transformation, smart governance and detecting fraud in tenders, and obtained the Certified Arab Auditor Fellowship.
Institutionally, staff underwent around 38 specialized training courses, culminating in the organization winning three awards at the 14th Scientific Research Competition of the Arab Organization of Supreme Audit Institutions (ARABOSAI).
On institutional partnerships, Kdied said oversight work in the state is based on cooperation between the Central Organization of Financial Control and the Central Agency for Supervision and Inspection. Despite multiple channels for uncovering corruption cases, the goal remains the protection of public funds and the consolidation of integrity, with overlapping cases handled through ongoing coordination and memoranda of understanding to unify efforts and avoid procedural duplication.
Future roadmap
Kdied said the approved plan to enhance oversight efficiency in coming years centers on comprehensive digital transformation through the development of electronic oversight systems and centralized databases, unifying audit methodologies in line with INTOSAI standards and risk-based auditing, focusing on human-capacity development, and expanding digital platforms.
Regarding the general budget, Kdied said the 2026 draft state budget law has not yet been submitted to the organization for discussion, noting that its mandate focuses on overseeing budget implementation after adoption and reviewing the final accounts of the state.
He added that the final accounts bill for the 2024 state budget has not yet been completed due to incomplete financial data from all concerned entities.
The developments underscore a shift toward a technically driven oversight model aligned with international standards, alongside continued investigations, spending documentation, human-capacity building, digital systems enhancement and expanded public engagement as key priorities to improve service quality and reduce waste.
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