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This working paper summarises the main findings of a data collection exercise documenting the size of the national state-owned enterprise (SOE) sectors in OECD countries (in terms of number, employment and economic value of enterprises), and provides a breakdown by main sectors and types of incorporation.
This working paper provides a comprehensive overview of the competitive neutrality framework in Australia following a period of profound competition reforms in the 1990s.
This 2011 report takes stock of changes in the corporate governance framework for state-owned enterprises (SOEs) in OECD countries since the first survey was published in 2005. It provides a valuable source of cross-country information about the governance of SOEs and their legal and regulatory frameworks.
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.
English, , 719kb
This study surveys the corporate governance landscape and sets out recommendations from across 8 key issues relevant to board effectiveness: board duties; handling of conflicts of interest; selection and structure criteria; criteria for independence; board committees; Chairman/CEO separation; board risk management; and board evaluation.
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.
Board autonomy and competences is one of the key challenges in making state-owned enterprises operate on truly commercial terms. This paper examines the challenges facing SOE boards, relative to private enterprises and vis-à-vis their government owners, based on interviews with a large number of serving Chairs and other key board members.
This paper examines sources of competitive advantages and incentives for SOE managers, boards and government owners to use them and national approaches to countering these practices. It outlines options available to competition agencies to counter anti-competitive practices by SOEs and to help enhance competitive neutrality.
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.