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Best Practices / Guidelines
OECD and partners are promoting active use of the Guidance by companies throughout the mineral supply chain, industry associations, financial institutions, and civil society organisations.
The Artisanal and Small-Scale Miner Hub convenes host and donor governments from OECD and non-OECD countries, the private sector, civil society and other experts, to learn about ASM issues, explore ways to support formalisation efforts and enable responsible sourcing of artisanally-mined gold and the implementation of the Gold Supplement to the OECD Due Diligence Guidance.
The Guidance provides recommendations for responsible mineral supply chains to help companies to respect human rights and avoid contributing to conflict through their mineral or metal purchasing decisions and practices.
The OECD Principles of Corporate Governance are recognised worldwide as an international benchmark for good corporate governance. They are actively used by governments, regulators, investors, corporations and stakeholders in both OECD and non-OECD countries and have been adopted by the Financial Stability Board as one of the Twelve Key Standards for Sound Financial Systems.
Currently in development, these Guidelines are intended as a tool national governments can use to draw and adapt national ownership and governance practices. Good practices ultimately serve to improve the governance and performance of SOEs, and promote competitive, transparent and more efficiently-run enterprises.
List of OECD investment policy tools intended to help governments interested in creating an attractive investment environment and in enhancing the development benefits of investment to society.
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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.
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.
The OECD Guidelines on Corporate Governance of State-Owned Enterprises give concrete advice to countries on how to manage more effectively their responsibilities.
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Are competition and corporate governance policies complements or substitutes? An occasional hearing session was held by Competition delegates to gain a better understanding of the interface between the two policies. They discussed conflicts of interest between shareholders and directors, as well as corporate boards that do not function well either because of interlocking directorates or a lack of substantive knowledge about the