Several regional initiatives provide a forum for the exchange of experiences between senior policymakers, regulators and market participants to promote good corporate governance practices.
This expert meeting in Rome discussed how changes in the structure and functioning of equity markets have affected the use of primary equity markets, investor confidence and the economic incentives among shareholders to engage in informed governance.
Kuala Lumpur, Malaysia - 5-6 June 2013 - This meeting served as an opportunity to better understand the particular features and challenges associated with equity market developments worldwide and in particular, corporate governance policies and practices and their relationship to equity market growth in Asia.
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.
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.
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.
Revised in 2011, these Guidelines reflect lessons learned from the financial crisis, including the need for a board with necessary leadership, expertise, and independent decision-making, effective risk management and internal control systems and integrated firm-wide reporting within an insurer, sound compensation arrangements, and well-understood group structures.
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.