262Questions related to corruption need to be addressed within the scope of this chapter. The Sekab case covered how a firm owned by municipalities was in fact spending its money in illegal ways as it conducted business abroad. Moreover, it is impossible to assess how resources have been spent. For example, the consultant fees in Mozambique or the 85 million SEK spent building a plant in Hungary. Some observers argue that there are plenty of traces of corruption in the biogas cases as well. Again, the effects of public funds on incentive structures need to be discussed. When receiving a public grant, the funding agency imposes certain demands concerning things like accounting and co-financing. If an organization receives grants from several different funding bodies at different levels, the level of administration and volume of reporting procedures increase exponentially. Dealing with all these layers of money naturally leads to the creation of different subsidiaries and a variety of different organizational forms. An internal bureaucracy of large proportions has been created. The fertile soil for creative accounting and corruption has also been created. The Sekab case illustrates how political and commercial priorities may conflict and that when public funds are present, the former tend to gain the upper hand.