| |
|
|
|
|
|
|
|
|
1. |
Record Nr. |
UNINA9910463500103321 |
|
|
Titolo |
Corporate governance of state-owned enterprises : a toolkit |
|
|
|
|
|
Pubbl/distr/stampa |
|
|
Washington, District of Columbia : , : The World Bank, , 2014 |
|
©2014 |
|
|
|
|
|
|
|
|
|
ISBN |
|
|
|
|
|
|
Descrizione fisica |
|
1 online resource (391 p.) |
|
|
|
|
|
|
Disciplina |
|
|
|
|
|
|
Soggetti |
|
Government business enterprises |
Government ownership |
Corporate governance |
Electronic books. |
|
|
|
|
|
|
|
|
Lingua di pubblicazione |
|
|
|
|
|
|
Formato |
Materiale a stampa |
|
|
|
|
|
Livello bibliografico |
Monografia |
|
|
|
|
|
Note generali |
|
Description based upon print version of record. |
|
|
|
|
|
|
Nota di contenuto |
|
Cover; Contents; Acknowledgments; Abbreviations; Introduction to the Toolkit; Executive Summary; 1. Context and Overview; Past SOE Reforms; Role and Importance of SOEs; Boxes; 1.1 The Still Substantial Role of SOEs in Major Emerging Market Economies; 1.2 Expanded State Ownership through Nationalization and; SOE Performance and Impacts; Corporate Governance Challenges in SOEs; Figures; 1.1 Key Stakeholders in Corporate Governance; The Benefits of Good Corporate Governance; Framework for Corporate Governance Reform; 1.3 Summary of the OECD's Guidelines on Corporate Governance of SOEs |
2. Legal and Regulatory FrameworkKey Concepts and Definitions; 2.1 Varied Definitions of SOEs and the Parastatal Sector; Overview of SOE Legal Forms and Frameworks; 2.2 Application of Constitutional and Supranational Law; 2.3 Countries with General Public Enterprise or SOE Laws; Key Issues in the SOE Legal Framework; 2.4 Countries with SOEs under Company Legislation; Harmonizing SOE Frameworks with Private Sector Frameworks; 2.5 Employee Outcomes during Corporatization in France; 2.6 New Zealand Rail: From Civil Servants to Private Employees |
2.7 The United Kingdom's Principles of Competitive Neutrality in Procurement Processes for Custodial Services2.8 The Listing of Petrobras on the Brazilian Stock Exchange; Developing a State |
|
|
|
|
|
|
|
|
|
|
|
Ownership Framework for SOEs; 2.9 Examples of Countries with Modernized State Ownership Laws; 2.10 The Philippines Government-Owned and Controlled Corporation Governance Act; 2.11 Decree for Improving the Governance of State-Owned Banks in Tunisia; 2.12 New Legal Framework for Chile's Codelco; Tables; 2.1 Examples of SOE Ownership Policies; 2.13 Summary of Norway's Ownership Policy |
2.14 Summary of Bhutan's Ownership Policy2.15 Corporate Governance Scorecard in the Philippines; 2.16 Steps in Developing an SOE Governance Code; 3. State Ownership Arrangements; Key Concepts and Definitions; Overview of Ownership Arrangements; Improving Traditional Ownership Arrangements; Creating Advisory or Coordinating Bodies; 3.1 Examples of SOE Advisory and Coordinating Bodies; 3.1 Challenges and Constraints of Advisory Bodies in India and the United Kingdom; Centralizing the State's Ownership Functions; 3.2 Separation of Ownership and Regulation |
3.2 Types of Centralized Ownership Arrangements3.3 A Separate Ministry for State-Owned Enterprises in Indonesia; 3.4 The Mission of the French Government Shareholding Agency; 3.5 A Specialized Ownership Agency in China; 3.6 A State Holding Company in Hungary; 3.7 An Investment Company in Malaysia; 3.8 A Sovereign Wealth Fund in Bahrain; Ensuring the Effectiveness of Ownership Arrangements; 3.9 Key Lessons from GCC Countries in Achieving Political Insulation; 4. Performance Monitoring; Key Concepts and Definitions; Objectives of a Performance-Monitoring System; Obtaining Baseline Information |
Setting Mandates, Strategies, and Objectives |
|
|
|
|
|
|
Sommario/riassunto |
|
This Toolkit provides an overall framework with practical tools and information to help policymakers design and implement corporate governance reforms for state-owned enterprises. It covers the key elements of corporate governance, including legal and regulatory framework, state ownership arrangements, performance management systems, financial and fiscal discipline, boards of directors, transparency and disclosure, and protection of shareholders in mixed ownership companies. Experience shows that no one approach is universally applicable and the choice of measures depends on country and enterp |
|
|
|
|
|
|
|
| |