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Certain Regulatory and Efficiency Issues of Public Utility Companies in Budapest” “Certain regulatory and efficiency issues of public utility companies in Budapest” Csaba Lentner https://orcid.org/0000-0003-2241-782X http://www.researcherid.com/rid/J-2382-2016 AUTHORS Vasa László https://orcid.org/0000-0002-3805-0244 Molnár Petronella https://orcid.org/0000-0002-5588-6318 Csaba Lentner, Vasa László and Molnár Petronella (2020). Certain regulatory ARTICLE INFO and efficiency issues of public utility companies in Budapest. Public and Municipal Finance, 9(1), 14-24. doi:10.21511/pmf.09(1).2020.02 DOI http://dx.doi.org/10.21511/pmf.09(1).2020.02 RELEASED ON Friday, 07 August 2020 RECEIVED ON Friday, 12 June 2020 ACCEPTED ON Thursday, 16 July 2020 LICENSE This work is licensed under a Creative Commons Attribution 4.0 International License JOURNAL "Public and Municipal Finance" ISSN PRINT 2222-1867 ISSN ONLINE 2222-1875 PUBLISHER LLC “Consulting Publishing Company “Business Perspectives” FOUNDER LLC “Consulting Publishing Company “Business Perspectives” NUMBER OF REFERENCES NUMBER OF FIGURES NUMBER OF TABLES 24 1 4 © The author(s) 2021. This publication is an open access article. businessperspectives.org Public and Municipal Finance, Volume 9, Issue 1, 2020 Csaba Lentner (Hungary), Vasa László (Hungary), Molnár Petronella (Hungary) Certain regulatory and BUSINESS PERSPECTIVES efficiency issues of public LLC “СPС “Business Perspectives” Hryhorii Skovoroda lane, 10, utility companies in Budapest Sumy, 40022, Ukraine www.businessperspectives.org Abstract Capital cities of the world are usually characterized by a concentration of the majority of the population and most of the public administration and economic life. Therefore, the efficiency and quality of public service delivery in their administrative territo- ries make a difference. The study examines public service companies in Budapest, Hungary’s capital, with the focus on their sectors of activity to describe their system, which may provide good foundations for a prospective international comparison. This study explores sector-oriented reports of state- and municipally-owned public utility companies providing services within the administrative territory of Budapest and evaluates them in terms of total assets, finance, profitability and efficiency. The study looked for an answer to the question of how the tighter state regulation and Received on: 12th of June, 2020 control adopted after 2010 affected their management, and what influence the price Accepted on: 16th of July, 2020 regulation of consumer public utility charges, imposed since 2013, had on companies’ Published on: 7th of August, 2020 activities. © Csaba Lentner, Vasa László, Molnár Keywords evaluation, ownership, utilities, price regulation, going Petronella, 2020 concern, profitability JEL Classification G32, H72, H83 Csaba Lentner, Doctor of Public Finance, Professor, National University of Public Service, Budapest, Hungary. INTRODUCTION Vasa László, Doctor of Economics, Professor, Széchenyi István University, th Győr, Hungary. (Correspondent Since the late 19 century, public utility companies have played an author) increasing role in Hungary. Public utility companies are responsible Molnár Petronella, Researcher, National for performing public duties and providing public services that have University of Public Service, Budapest, Hungary. a financial dimension. After the Austro-Hungarian Compromise of 1867, a developed state railway network was constructed by obtaining shares in privately-owned companies, and the influencing role of the state also increased in other areas of the market sector. As a result of the nationalization processes carried out after World War II, collec- tive ownership became the norm throughout the Hungarian economy. However, after the adoption of a New Economic Mechanism in 1968, market features also appeared – although only to a minimum extent – at public utility companies, but the socialist planned economic sys- tem – due to its basic philosophy – prevented the evolution of a gen- uine market structure. Until the early 1990s, larger, nation-wide pub- lic service systems were owned by the state; then privatization took place and earning profit became the primary objective of new owners, which had a negative impact on the financial situation of the popula- This is an Open Access article, tion, as the households’ opportunities to generate income – owing to distributed under the terms of the continuous austerity measures and fiscal anomalies – were rather hec- Creative Commons Attribution 4.0 International license, which permits tic and limited in terms of real value, except for the last decade. unrestricted re-use, distribution, and reproduction in any medium, provided the original work is properly cited. After the regime change, the leadership of the economic policy estab- Conflict of interest statement: lished a system of local governments to carry out duties in accordance Author(s) reported no conflict of interest with the ideology of the era. Local authorities were responsible for the 14 http://dx.doi.org/10.21511/pmf.09(1).2020.02 Public and Municipal Finance, Volume 9, Issue 1, 2020 performance of public duties, and for this, the foundations were provided by, to an increasing extent, public utility companies, privatized by then, with supply capacities within their administrative territo- ries, and, to a decreasing extent, by public utility companies remained in their ownership. After 2010, an extensive public finance reform was implemented, the main goal of which was to improve fiscal stabil- ity and the quality of life of the population. As a result, the New Public Management and its economic philosophy (Decentralization, Privatization, Management), “building up” in Anglo-Saxon countries since the 1970s and taking root in Hungary after the regime change, were replaced by the provision of public utility services. This practice was aimed at the administrative egulationr of public utility charges, the centralization of assets and procedures involved in the provision of services, the re-acquisition of public utility companies into national ownership, and through that, the delivery of public good in a wider circle, instead of/beside profit, came to the fore. As a result of reforms, centralization towards the central budget, re-nationalization and the delivery of public good in the widest possible circle, that is, the new CNPG (Centralization, Nationalization, Public Good) philosophy, were applied to the ac- tivities of the general government and its public utility companies to provide public services (Lentner, 2020). However, in this process, the successful development of the democratic state can be promoted by an effective system of local self-government. The system of local self-government should be aimed at effective performance of functions and the provision of quality services to citizens by the authorities (Glushcenko & Kozhalina, 2019). 1. LITERATURE REVIEW halt in 2011. Since 2011, tighter control has been imposed upon public utility companies, which In Hungary, the Fundamental Law, being into contributes to implementing good governance force since January 1, 2012, contains provisions and more efficient management of public as- on the use of national assets and their efficient sets. A more robust regulatory and control en- management. In addition to the provisions of vironment became necessary, since the reports the Fundamental Law, the structure of national published by the State Audit Office had revealed assets, provisions pertaining to asset manage- the shortcomings in the management of public ment contracts, and asset management are gov- utility companies and their inadequate asset re- erned by the Act on National Assets (Act CXCVI cords. The Stability Act (Act CXCIV of 2011a) of 2011, hereinafter referred to as the NA Act) contains provisions on the permit obligation (Hungarian legislation (Act CXCVI), 2011b). of borrowing by municipally-owned corpora- The legislation points out that national assets tions, and the powers of the State Audit Office shall be used exclusively to carry out public du- have been extended over the business manage- ties. The Fundamental Law also provides that ment of public utility companies (Hungarian economic organizations of the state and local legislation (Act CXCIV), 2011a). This is a sig- governments shall perform their public duties nificant change in regulation, since local gov- autonomously and lawfully, keeping expediency ernments, demonstrating lax fiscal discipline and efficiency in view. The operation of state- and taking on excessive liabilities used to ex- owned public utility companies is also governed ercise a high objectionable proprietor’s audit by the NA Act, while the business management control over their public utility companies, and of municipally-owned business associations is the debt transfer transactions between local governed by Act CLXXXIX of 2011 on the local governments and their public utility compa- governments of Hungary (hereinafter referred nies, lacking any substantial external control to as the LG Act) (Hungarian legislation (Act opportunities on the corporate side until 2011, CLXXXIX), 2011). faced a number of criticisms. Hungarian rules and regulations, however, had to rectify several Until 2011, the regulation of public utility com- shortcomings, since for a long time there was panies was less stringent, and as a result, a con- no legislation on the internal control systems siderable increase could be witnessed in the of state-owned business associations, which number of such companies,
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