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Meetings / Conferences / Agendas
This meeting provided a opportunity to discuss the role of stock exchanges in introducing and monitoring compliance with corporate governance standards in the Middle East and North Africa region.
This meeting provided a first opportunity to discuss the role of stock exchanges in introducing and monitoring compliance with corporate governance standards in the Middle East and North Africa region.
The 2011 Roundtable provided the first occasion to discuss the implementation of the updated Guidelines and how best to support the OECD's proactive agenda for assisting enterprises to better cope with corporate responsibility challenges worldwide.
This meeting focused on recent progress in SOE reform, good practices in organising SOE boards of directors and sectoral examples of SOE governance in the financial and power sectors.
This ICGLR-OECD-UN meeting focused on implementation of the OECD-UN due diligence recommendations for responsible mineral supply chains.
The working group meeting on due diligence in the gold supply chain discussed specific due diligence recommendations tailored to the various actors in the gold supply chain.
This meeting focused on improving the quality of SOE boards, empowering SOE boards, holding SOE boards accountable through effective evaluation and the role of stakeholders in SOE governance.
Participants at the 2010 roundtable discussed an updated draft of the Asian White Paper on Corporate Governance that addresses emerging challenges in the Asian corporate governance landscape.
Discussions at this special consultation focussed on human rights, employment and labour, due diligence, supply chains and procedural provisions, including those relating to the functioning of National Contact Points.
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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