Best Practices / Guidelines


  • 21-April-2015

    English

    Implementing the OECD Due Diligence Guidance

    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.

    Related Documents
  • 24-March-2015

    English

    OECD Due Diligence Guidance for Responsible Supply Chains of Minerals from Conflict-Affected and High-Risk Areas

    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.

    Related Documents
  • 15-January-2015

    English

    Public comments received on the 2014/2015 Review of the OECD Principles of Corporate Governance

    Public comments received on the 2014/2015 Review of the OECD Principles of Corporate Governance

    Related Documents
  • 29-July-2014

    English

    OECD investment policy tools

    This page lists 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.

    Related Documents
  • 19-February-2014

    English

    The Artisanal and Small-Scale Miner Hub for the responsible sourcing of gold

    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.

    Related Documents
  • 24-January-2014

    English

    Draft Guidelines on the Governance of State-owned Enterprises in Southern Africa

    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.

    Related Documents
  • 20-mars-2013

    Français, Excel, 1,233kb

    Guide OCDE sur le devoir de diligence pour une chaîne d'approvisionnement responsable en minerais provenant de zones de conflits ou à haut risque 2ème édition

    Ce guide constituent une initiative soutenue par les pouvoirs publics pour une gestion responsable de la chaîne d‟approvisionnement en minerais provenant de zones de conflit.

    Documents connexes
    Also AvailableEgalement disponible(s)
  • 1-mars-2013

    Français

    Lignes directrices de l'OCDE sur la gouvernance des assureurs

    Révisé en 2011, les Lignes directrices révisées sur la gouvernance des assureurs ont pour but de fournir des lignes de conduite et de servir de référentiel aux assureurs, aux autorités publiques et autres parties prenantes concernées dans les pays membres et non membres de l’OCDE.

    Documents connexes
    Also AvailableEgalement disponible(s)
  • 7-septembre-2011

    Français

    Lignes directrices de l'OCDE sur le gouvernement d’entreprise des entreprises publiques

    L’OCDE a approuvé ces Lignes directrices sur le gouvernement d’entreprise des entreprises publiques afin de donner des conseils concrets aux pays sur la façon de mieux assumer leurs responsabilités de propriétaire de ces entreprises.Les Lignes directrices visent à aider à rendre les entreprises publiques plus compétitives, efficaces et transparentes.

    Documents connexes
  • 15-November-2010

    English, , 3,453kb

    Competition and Corporate Governance - Competition Policy Hearings - OECD

    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

  • 1 | 2 | 3 | 4 > >>