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.
Participants in this multi-stakeholder meeting launched the Gold Implementation programme and advanced implementation of due diligence in the 3Ts supply chain to ensure that companies avoid contributing to conflict through their mineral or metal purchasing decisions and practices.
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.
English, Excel, 3,595kb
This guidance is a government-backed multi-stakeholder initiative on responsible supply chain management of minerals from conflict-affected areas which helps companies respect human rights and avoid contributing to conflict through their mineral sourcing practices.
A list of statements or press releases issued by National Contact Points relating to specific instances which have arisen in the implementation of the Guidelines for Multinational Enterprises until July 2013.
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.
English, PDF, 7,688kb
This final report on the one-year pilot implementation of the OECD Guidance focuses on how upstream companies implement due diligence in the supply chains of tin, tantalum, and tungsten, especially as the due diligence relates to minerals potentially sourced from Africa’s Great Lakes Region.