Document list for Competition Assessment
The Guidelines are supported by a unique implementation mechanism of National Contact Points which assists enterprises and their stakeholders to take appropriate measures to further the objectives of the Guidelines
English, , 423kb
Presentation on Competition in the domestic airline sector in Mexico by Agustin J. Ros.
English, Excel, 2,129kb
The Competition Committee continued a discussion on innovation that began in 2006. The delegates briefly resumed their deliberation of the ways in which competition and patents can influence innovative activity. Then they explored the uncertainty created by pending patents and how it can be used for strategic purposes, some of which may be harmful to competition and innovation. These latter include tactics such as ambushing standard
On 16 April 2010, Peru’s Minister of Economy and Finance Mercedes Araoz officially launched Peru´s National Contact Point which is located in Peru's Private Investment Promotion Agency (ProInversíon).
OECD Secretary-General Angel Gurría today welcomed the passage into law of the UK Bribery Bill.
The 2010 Investment Reform Index for South-East Europe provides an independent and rigorous assessment of investment-related policy settings and reform against international good practice.
The OECD Council has adopted a number of non-binding Recommendations on competition law and policy. In addition, the Competition Committee has adopted Best Practices. These Recommendations and Best Practices are often catalysts for major change by governments.
English, , 603kb
This paper evaluates competition conditions in the domestic airline industry in Mexico, identifies impediments to competition that can be addressed by policymakers and presents recommendations. We find that the liberalization policies adopted in the mid 2000s has greatly benefited consumers. We do find, however, that policymakers can do more to improve competition in the sector. We find that saturation conditions at the Mexico City
English, , 538kb
This paper inquires into the forces that drive the practice of risk management at defined benefit (DB) pension funds in Germany, Netherlands, United Kingdom and the United States in the aftermath of the perfect pension storm. First, pension funds’ risk management is grounded in the context of the development of modern risk management in the financial industry more general. Second, focusing solely on single-employer sponsored DB