OECD Home › Corporate governance › By Date
English, PDF, 528kb
Document C/MIN(2013)18 from the Meeting of the OECD Council at Ministerial Level - Paris, 29-30 May 2013
This report sets out the shared view of 12 Eurasian countries on priorities and recommendations to improve their corporate governance and spur capital market development and economic growth.
Boards of directors of SOEs play a fundamental role in corporate stewardship and performance. Over the last decade, OECD governments have sought to professionalise SOE boards, ensure their independence and shield them from ad hoc political intervention. In general these approaches have worked; yet, more remains to be done. This report seeks to shed slight on good practices drawing on national practices from over 30 economies.
The recent scandal over the use of horsemeat in readymade meals that has shaken the entire European continent has revealed not only the complexity and opacity of our food supply chain, but also–and above all–the shortcomings of European food law.
Recent years have brought a flood of stories about dubious standards in business. In the past, many of these might not have impinged on the public’s consciousness. But in today’s interconnected world, consumers and stakeholders are raising the bar for what’s acceptable in corporate behaviour. It’s up to boards and board members to ensure that businesses meet those expectations.
Discussions at this meeting focused on the first draft of the revised Russian Code of Corporate Governance.
This paper charts the key changes in equity markets over the last decade or so which may affect the conditions for corporate governance. It also provides a brief overview of related policy discussions and selected national initiatives that have been taken as a response to equity market developments.
Government, business, trade and civil society representatives came together at this panel session to discuss the first year of implementation following the 2011 Update of the Guidelines.
With growing integration via trade and investment, state-owned enterprises (SOEs) that have traditionally been oriented towards domestic markets increasingly compete with private firms in the global market place. This paper discusses the extent of state ownership in the global economy, the advantages and disadvantages that SOEs can face, and how potential SOE advantages can generate cross-border effects.
This paper examines the rationales for public ownership of enterprises in five OECD countries: Hungary, Israel, the Netherlands, New Zealand and Norway. It addresses the overall ownership priorities formulated by governments, the specific obligations that may be communicated to individual SOEs, the political decision processes leading to these priorities and the disclosure and accountability arrangements underpinning them.