enterprise

Nebraska Man Pleads Guilty and Is Sentenced to 102 Months in Prison for Engaging in a Child Exploitation Enterprise

Brandon Miller, 23, of Omaha, Neb., was sentenced today to 102 months in prison and a lifetime of supervised release after pleading guilty to engaging in a child exploitation enterprise.



  • OPA Press Releases

enterprise

Uzbek Man Sentenced for Role in Multi-National Racketeering and Forced Labor Enterprise

Abrorkhodja Askarkhodjaev was sentenced to 12 years in prison and three years of supervised release, and was ordered to pay $172,000 in restitution to the foreign worker fraud and forced labor victims in addition to restitution for harm caused by other aspects of the criminal enterprise.



  • OPA Press Releases

enterprise

Mid-America Pipeline Company and Enterprise Products Operating to Pay $1 Million for Spills in Iowa, Kansas and Nebraska

Mid-America Pipeline Company LLC (MAPCO), and Enterprise Products Operating LLC, of Houston, have agreed to pay a civil penalty of more than $1 million to the United States to settle violations of the federal Clean Water Act related to three natural gasoline pipeline spills in Iowa, Kansas and Nebraska.



  • OPA Press Releases

enterprise

Co-Founder of Casino-Cheating Criminal Enterprise Sentenced to 36 Months in Prison for Targeting Casinos Across the United States

Van Thu Tran was sentenced today in San Diego to 36 months in prison for her role in a scheme to cheat casinos across the country out of millions of dollars.



  • OPA Press Releases

enterprise

Justice Department Files Lawsuit Against Sairam Enterprises Inc. for Discriminating Against Disabled Veteran with Service Animal

The Justice Department filed a lawsuit today against Sairam Enterprises Inc. LLC alleging that it discriminated against Jeffrey Crockett and his family on the basis of disability in violation of Title III of the Americans with Disabilities Act.



  • OPA Press Releases

enterprise

North Carolina Man Convicted in Connection with Sex Trafficking Enterprise

A federal jury returned a verdict today convicting Shahid Hassan Muslim, aka “Sharp,” of two counts of sex trafficking, one count of kidnapping, one count of production of child pornography, one count of witness tampering and five counts of promoting a prostitution business enterprise. The verdict was announced by Acting Assistant Attorney General Molly Moran for the Civil Rights Division, U.S. Attorney Anne M. Tompkins for the Western District of North Carolina, Special Agent in Charge John A. Strong of the Federal Bureau of Investigation’s Charlotte Division and Special Agent in Charge Brock Nicholson of ICE’s Homeland Security Investigations Atlanta Division



  • OPA Press Releases

enterprise

APEC Small and Medium Enterprises Ministers Issue Joint Statement

Ministers in charge of small and medium enterprises (SMEs) in the APEC region issued a statement following their meeting in Concepcion, Chile, on 5-6 September 2019.




enterprise

Scaling up social enterprise innovations: Approaches and lessons


In 2015 the international community agreed on a set of ambitious sustainable development goals (SDGs) for the global society, to be achieved by 2030. One of the lessons that the implementation of the Millennium Development Goals (MDG s) has highlighted is the importance of a systematic approach to identify and sequence development interventions—policies, programs, and projects—to achieve such goals at a meaningful scale. The Chinese approach to development, which consists of identifying a problem and long-term goal, testing alternative solutions, and then implementing those that are promising in a sustained manner, learning and adapting as one proceeds—Deng Xiaoping’s “crossing the river by feeling the stones”—is an approach that holds promise for successful achievement of the SDGs.

Having observed the Chinese way, then World Bank Group President James Wolfensohn in 2004, together with the Chinese government, convened a major international conference in Shanghai on scaling up successful development interventions, and in 2005 the World Bank Group (WBG ) published the results of the conference, including an assessment of the Chinese approach. (Moreno-Dodson 2005). Some ten years later, the WBG once again is addressing the question of how to support scaling up of successful development interventions, at a time when the challenge and opportunity of scaling up have become a widely recognized issue for many development institutions and experts.

Since traditional private and public service providers frequently do not reach the poorest people in developing countries, social enterprises can play an important role in providing key services to those at the “base of the pyramid.”

In parallel with the recognition that scaling up matters, the development community is now also focusing on social enterprises (SEs), a new set of actors falling between the traditionally recognized public and private sectors. We adopt here the World Bank’s definition of “social enterprises” as a social-mission-led organization that provides sustainable services to Base of the Pyramid (BoP) populations. This is broadly in line with other existing definitions for the sector and reflects the World Bank’s primary interest in social enterprises as a mechanism for supporting service delivery for the poor. Although social enterprises can adopt various organizational forms—business, nongovernmental organizations (NGOs), and community-based organizations are all forms commonly adopted by social enterprises—they differ from private providers principally by combining three features: operating with a social purpose, adhering to business principles, and aiming for financial sustainability. Since traditional private and public service providers frequently do not reach the poorest people in developing countries, social enterprises can play an important role in providing key services to those at the “base of the pyramid.” (Figure 1)

Figure 1. Role of SE sector in public service provision

Social enterprises often start at the initiative of a visionary entrepreneur who sees a significant social need, whether in education, health, sanitation, or microfinance, and who responds by developing an innovative way to address the perceived need, usually by setting up an NGO, or a for-profit enterprise. Social enterprises and their innovations generally start small. When successful, they face an important challenge: how to expand their operations and innovations to meet the social need at a larger scale. 

Development partner organizations—donors, for short—have recognized the contribution that social enterprises can make to find and implement innovative ways to meet the social service needs of people at the base of the pyramid, and they have started to explore how they can support social enterprises in responding to these needs at a meaningful scale. 

The purpose of this paper is to present a menu of approaches for addressing the challenge of scaling up social enterprise innovations, based on a review of the literature on scaling up and on social enterprises. The paper does not aim to offer specific recommendations for entrepreneurs or blueprints and guidelines for the development agencies. The range of settings, problems, and solutions is too wide to permit that. Rather, the paper provides an overview of ways to think about and approach the scaling up of social enterprise innovations. Where possible, the paper also refers to specific tools that can be helpful in implementing the proposed approaches. 

Note that we talk about scaling up social enterprise innovations, not about social enterprises. This is because it is the innovations and how they are scaled up that matter. An innovation may be scaled up by the social enterprise where it originated, by handoff to a public agency for implementation at a larger scale, or by other private enterprises, small or large. 

This paper is structured in three parts: Part I presents a general approach to scaling up development interventions. This helps establish basic definitions and concepts. Part II considers approaches for the scaling up of social enterprise innovations. Part III provides a summary of the main conclusions and lessons from experience. A postscript draws out implications for external aid donors. Examples from actual practice are used to exemplify the approaches and are summarized in Annex boxes.

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Authors

      
 
 




enterprise

Scaling up social enterprise innovations: Approaches and lessons


In 2015 the international community agreed on a set of ambitious sustainable development goals (SDGs) for the global society, to be achieved by 2030. One of the lessons that the implementation of the Millennium Development Goals (MDG s) has highlighted is the importance of a systematic approach to identify and sequence development interventions—policies, programs, and projects—to achieve such goals at a meaningful scale. The Chinese approach to development, which consists of identifying a problem and long-term goal, testing alternative solutions, and then implementing those that are promising in a sustained manner, learning and adapting as one proceeds—Deng Xiaoping’s “crossing the river by feeling the stones”—is an approach that holds promise for successful achievement of the SDGs.

Having observed the Chinese way, then World Bank Group President James Wolfensohn in 2004, together with the Chinese government, convened a major international conference in Shanghai on scaling up successful development interventions, and in 2005 the World Bank Group (WBG ) published the results of the conference, including an assessment of the Chinese approach. (Moreno-Dodson 2005). Some ten years later, the WBG once again is addressing the question of how to support scaling up of successful development interventions, at a time when the challenge and opportunity of scaling up have become a widely recognized issue for many development institutions and experts.

Since traditional private and public service providers frequently do not reach the poorest people in developing countries, social enterprises can play an important role in providing key services to those at the “base of the pyramid.”

In parallel with the recognition that scaling up matters, the development community is now also focusing on social enterprises (SEs), a new set of actors falling between the traditionally recognized public and private sectors. We adopt here the World Bank’s definition of “social enterprises” as a social-mission-led organization that provides sustainable services to Base of the Pyramid (BoP) populations. This is broadly in line with other existing definitions for the sector and reflects the World Bank’s primary interest in social enterprises as a mechanism for supporting service delivery for the poor. Although social enterprises can adopt various organizational forms—business, nongovernmental organizations (NGOs), and community-based organizations are all forms commonly adopted by social enterprises—they differ from private providers principally by combining three features: operating with a social purpose, adhering to business principles, and aiming for financial sustainability. Since traditional private and public service providers frequently do not reach the poorest people in developing countries, social enterprises can play an important role in providing key services to those at the “base of the pyramid.” (Figure 1)

Figure 1. Role of SE sector in public service provision

Social enterprises often start at the initiative of a visionary entrepreneur who sees a significant social need, whether in education, health, sanitation, or microfinance, and who responds by developing an innovative way to address the perceived need, usually by setting up an NGO, or a for-profit enterprise. Social enterprises and their innovations generally start small. When successful, they face an important challenge: how to expand their operations and innovations to meet the social need at a larger scale. 

Development partner organizations—donors, for short—have recognized the contribution that social enterprises can make to find and implement innovative ways to meet the social service needs of people at the base of the pyramid, and they have started to explore how they can support social enterprises in responding to these needs at a meaningful scale. 

The purpose of this paper is to present a menu of approaches for addressing the challenge of scaling up social enterprise innovations, based on a review of the literature on scaling up and on social enterprises. The paper does not aim to offer specific recommendations for entrepreneurs or blueprints and guidelines for the development agencies. The range of settings, problems, and solutions is too wide to permit that. Rather, the paper provides an overview of ways to think about and approach the scaling up of social enterprise innovations. Where possible, the paper also refers to specific tools that can be helpful in implementing the proposed approaches. 

Note that we talk about scaling up social enterprise innovations, not about social enterprises. This is because it is the innovations and how they are scaled up that matter. An innovation may be scaled up by the social enterprise where it originated, by handoff to a public agency for implementation at a larger scale, or by other private enterprises, small or large. 

This paper is structured in three parts: Part I presents a general approach to scaling up development interventions. This helps establish basic definitions and concepts. Part II considers approaches for the scaling up of social enterprise innovations. Part III provides a summary of the main conclusions and lessons from experience. A postscript draws out implications for external aid donors. Examples from actual practice are used to exemplify the approaches and are summarized in Annex boxes.

Downloads

Authors

      
 
 




enterprise

Enterprise Leadership: The Essential Framework for Today’s Government Leaders

Government leaders increasingly face complex problems that demand collaborative interagency solutions. Almost all of the major challenges confronting government today – from cyber security and food safety to veterans' homelessness and global climate change – require leaders at all levels that can coordinate resources beyond their immediate control. A new compilation of essays, Tackling Wicked Government Problems:…

       




enterprise

Scaling up social enterprise innovations: Approaches and lessons


In 2015 the international community agreed on a set of ambitious sustainable development goals (SDGs) for the global society, to be achieved by 2030. One of the lessons that the implementation of the Millennium Development Goals (MDG s) has highlighted is the importance of a systematic approach to identify and sequence development interventions—policies, programs, and projects—to achieve such goals at a meaningful scale. The Chinese approach to development, which consists of identifying a problem and long-term goal, testing alternative solutions, and then implementing those that are promising in a sustained manner, learning and adapting as one proceeds—Deng Xiaoping’s “crossing the river by feeling the stones”—is an approach that holds promise for successful achievement of the SDGs.

Having observed the Chinese way, then World Bank Group President James Wolfensohn in 2004, together with the Chinese government, convened a major international conference in Shanghai on scaling up successful development interventions, and in 2005 the World Bank Group (WBG ) published the results of the conference, including an assessment of the Chinese approach. (Moreno-Dodson 2005). Some ten years later, the WBG once again is addressing the question of how to support scaling up of successful development interventions, at a time when the challenge and opportunity of scaling up have become a widely recognized issue for many development institutions and experts.

Since traditional private and public service providers frequently do not reach the poorest people in developing countries, social enterprises can play an important role in providing key services to those at the “base of the pyramid.”

In parallel with the recognition that scaling up matters, the development community is now also focusing on social enterprises (SEs), a new set of actors falling between the traditionally recognized public and private sectors. We adopt here the World Bank’s definition of “social enterprises” as a social-mission-led organization that provides sustainable services to Base of the Pyramid (BoP) populations. This is broadly in line with other existing definitions for the sector and reflects the World Bank’s primary interest in social enterprises as a mechanism for supporting service delivery for the poor. Although social enterprises can adopt various organizational forms—business, nongovernmental organizations (NGOs), and community-based organizations are all forms commonly adopted by social enterprises—they differ from private providers principally by combining three features: operating with a social purpose, adhering to business principles, and aiming for financial sustainability. Since traditional private and public service providers frequently do not reach the poorest people in developing countries, social enterprises can play an important role in providing key services to those at the “base of the pyramid.” (Figure 1)

Figure 1. Role of SE sector in public service provision

Social enterprises often start at the initiative of a visionary entrepreneur who sees a significant social need, whether in education, health, sanitation, or microfinance, and who responds by developing an innovative way to address the perceived need, usually by setting up an NGO, or a for-profit enterprise. Social enterprises and their innovations generally start small. When successful, they face an important challenge: how to expand their operations and innovations to meet the social need at a larger scale. 

Development partner organizations—donors, for short—have recognized the contribution that social enterprises can make to find and implement innovative ways to meet the social service needs of people at the base of the pyramid, and they have started to explore how they can support social enterprises in responding to these needs at a meaningful scale. 

The purpose of this paper is to present a menu of approaches for addressing the challenge of scaling up social enterprise innovations, based on a review of the literature on scaling up and on social enterprises. The paper does not aim to offer specific recommendations for entrepreneurs or blueprints and guidelines for the development agencies. The range of settings, problems, and solutions is too wide to permit that. Rather, the paper provides an overview of ways to think about and approach the scaling up of social enterprise innovations. Where possible, the paper also refers to specific tools that can be helpful in implementing the proposed approaches. 

Note that we talk about scaling up social enterprise innovations, not about social enterprises. This is because it is the innovations and how they are scaled up that matter. An innovation may be scaled up by the social enterprise where it originated, by handoff to a public agency for implementation at a larger scale, or by other private enterprises, small or large. 

This paper is structured in three parts: Part I presents a general approach to scaling up development interventions. This helps establish basic definitions and concepts. Part II considers approaches for the scaling up of social enterprise innovations. Part III provides a summary of the main conclusions and lessons from experience. A postscript draws out implications for external aid donors. Examples from actual practice are used to exemplify the approaches and are summarized in Annex boxes.

Downloads

Authors

      
 
 





enterprise

BRIGADE ENTERPRISES Plunges by 7%; BSE REALTY Index Up 0.7%

Posted by Equitymaster
      

BRIGADE ENTERPRISES share price has plunged 7% and is presently trading at Rs 112.

Meanwhile, the BSE REALTY Index is at 1,345 (up 0.7%).

Among the top losers in the BSE REALTY Index today is BRIGADE ENTERPRISES (down 6.8%).

INDIABULLS REAL EST (up 3.8%) and DLF (up 2.0%) are among the top gainers today.

Over the last one year, BRIGADE ENTERPRISES has moved down from Rs 153 to Rs 112, registering a loss of Rs 41 (down 26.8%)..

The BSE REALTY has moved down from 1,983 to 1,345, loss of 638 points (down 32.2%) during the last 12 months.

One Stock Crorepati: The Biggest Money-Making Opportunity Available Right Now

What About the Benchmark Indices?

The BSE Sensex is at 32,089 (up 1.6%). The top gainers among the BSE Sensex stocks today are RELIANCE IND. (up 4.0%). The most traded stocks in the BSE Sensex are SBI and INDUSIND BANK.

In the meantime, NSE Nifty is at 9,383 (up 1.3%). ZEE ENTERTAINMENT (up 5.7%) is among the top gainers in NSE Nifty.

Over the last 12 months, the BSE Sensex has moved down from 38,277 to 32,089, registering a loss of 6,188 points (down 16.54%).

BRIGADE ENTERPRISES Financial Update...

BRIGADE ENTERPRISES net profit down at Rs 405 million for the quarter ended December 2019, compared to a loss of Rs 594 million a year ago. Net Sales declined 19.7% to Rs 5.5 billion during the period as against Rs 6.9 billion in October-December 2018.

For the year ended March 2019, BRIGADE ENTERPRISES reported 96.0% increase in net profit to Rs 2.8 billion compared to net profit of Rs 1.4 billion during FY18.

Revenue of the company grew 56.7% to Rs 30 billion during FY19.

The current Price to earnings ratio of BRIGADE ENTERPRISES, based on rolling 12 month earnings, stands at 7.2x.

This article (BRIGADE ENTERPRISES Plunges by 7%; BSE REALTY Index Up 0.7%) is authored by Equitymaster.

Equitymaster is a leading 'independent' equity research initiative focused on providing well-researched and unbiased opinions on stocks listed on the Bombay Stock Exchange.




enterprise

Piramal Enterprises Limited - Financial Results/Dividend

To consider and approve the financial results for the period ended......




enterprise

Canon India Launches High-Speed Enterprise Laser Printers

Digital imaging company Canon India on Thursday launched new laser printers designed to address the needs of the government, large enterprises, BFSI and healthcare segments.




enterprise

Ola Launches Enterprise Transportation Solution

Leading app-based cab service provider Ola on Monday launched Ola Corporate - an enterprise transportation solution aimed at transforming the way India Inc. travels




enterprise

Why Enterprises Need DRM

Digital rights management is coming back to the enterprise in a big way, as long as there are no utility issues that could come in the way.




enterprise

Tax systems to support creation and success of Small and Medium-Sized Enterprises (SMEs)

SMEs form the vast majority of businesses in most countries and contribute strongly to employment and economic growth, but they face particular challenges, particularly as concerns access to finance. Governments have a range of policy levers, including tax policies, that can and should be used to support the growth and development of SMEs, according to a new OECD report.




enterprise

G20 finance ministers endorse reforms to the international tax system for curbing avoidance by multinational enterprises

G20 finance ministers endorsed the final package of measures for a comprehensive, coherent and co-ordinated reform of the international tax rules during a meeting on 8 October, in Lima, Peru.




enterprise

OECD Council approves incorporation of BEPS amendments into the Transfer Pricing Guidelines for Multinational Enterprises and Tax Administrations

On 23 May 2016, the OECD Council approved the amendments to the Transfer Pricing Guidelines for Multinational Enterprises and Tax Administrations ("Transfer Pricing Guidelines"), as set out in the 2015 BEPS Report on Actions 8-10 "Aligning Transfer Pricing Outcomes with Value Creation" and the 2015 BEPS Report on Action 13 "Transfer Pricing Documentation and Country-by-Country Reporting".




enterprise

Mauritius signs the multilateral BEPS Convention to tackle tax avoidance by multinational enterprises

Today at the OECD Headquarters in Paris, Mahess Rawoteea of the Ministry of Finance and Economic Development of Mauritius, signed the Multilateral Convention to Implement Tax Treaty Related Measures to Prevent Base Erosion and Profit Shifting (the MLI) in the presence of Douglas Frantz, OECD Deputy Secretary-General.




enterprise

OECD releases latest updates to the Transfer Pricing Guidelines for Multinational Enterprises and Tax Administrations

The OECD Transfer Pricing Guidelines provide guidance on the application of the “arm’s length principle”, which represents the international consensus on the valuation, for income tax purposes, of cross-border transactions between associated enterprises.




enterprise

Cameroon becomes the 70th jurisdiction to join the multilateral BEPS Convention to tackle tax avoidance by multinational enterprises

Today at the OECD Headquarters in Paris, Alamine Ousmane Mey, Minister of Finances of Cameroon, signed the Multilateral Convention to Implement Tax Treaty Related Measures to Prevent Base Erosion and Profit Shifting (the MLI) in the presence of Pascal Saint-Amans, Director of the OECD Centre for Tax for Tax Policy and Administration.




enterprise

Tax Inspectors Without Borders making significant progress towards strengthening developing countries' ability to effectively tax multinational enterprises

An innovative international co-operation initiative that deploys qualified experts in developing countries to strengthen their ability to effectively tax multinational enterprises has achieved significant milestones over the past year, according to a new annual report.




enterprise

A new agenda for the future - 2011 Annual Report on the OECD Guidelines for Multinational Enterprises

The 2011 annual report on the OECD Guidelines for Multinational Enterprises focuses on adhering countries' committment to new, stronger standards of corporate behaviour in the updated OECD Guidelines for Multinational Enterprises.




enterprise

2012 Annual Report on the OECD Guidelines for Multinational Enterprises

The 2012 annual report on the OECD Guidelines for Multinational Enterprises provides an account of the actions taken by the adhering governments over the 12 months to June 2012 to enhance the contribution of the Guidelines to the improved functioning of the global economy and focuses on how NCPs are working to improve their mediation skills.




enterprise

New Entrepreneurs and High Performance Enterprises in the Middle East and North Africa

The book assesses the current policy context for young enterprises in the MENA region and outlines policy tools and instruments, both indirect and direct, that governments can implement to support new enterprise development.




enterprise

2013 Annual Report on the OECD Guidelines for Multinational Enterprises

The 2013 Annual Report describes the activities undertaken to promote the observance of the Guidelines during the implementation cycle of June 2012-June 2013. This includes the launch of the Global Forum on Responsible Business Conduct (RBC), the establishment of a Working Party on RBC, and the elaboration of a robust multi-stakeholder proactive agenda to promote the observance of the principles and standards found in the Guidelines.




enterprise

OECD Guidelines for Multinational Enterprises - Responsible Business Conduct Matters

Available in several languages, this booklet provides basic information about the OECD Guidelines for Multinational Enterprises, the most comprehensive set of government-backed recommendations on responsible business conduct in existence today. Adhering governments aim to encourage the positive contributions MNEs can make to sustainable development and to minimise the difficulties to which their various operations may give rise.




enterprise

Statement by the National Contact Points for the OECD Guidelines for Multinational Enterprises - One Year After Rana Plaza

This statement was adopted by National Contact Points on 25 June 2014 during their 15th Meeting.




enterprise

Measuring International Investment by Multinational Enterprises

This brochure explains the major changes introduced in the OECD’s 4th Benchmark Definition of Foreign Direct Investment (FDI), which saw widespread implementation in 2014, and assesses the impact on FDI statistics.




enterprise

Annual Report on the OECD Guidelines for Multinational Enterprises 2015

This report covers the activities undertaken to promote the effective implementation of the OECD Guidelines for Multinational Enterprises by governments and National Contact Points from July 2014 to December 2015.




enterprise

Roundtable on the OECD Guidelines for Multinational Enterprises and the Law

17 September 2016, Washington DC - This event brought together legal practitioners and experts to focus on how international standards on responsible business conduct are impacting legal practice as well as how legal tools can be used to strengthen ethical business practices throughout global supply chains.




enterprise

Roundtable on 40 years of the OECD Guidelines for Multinational Enterprises

19 December 2016, Paris: On the occasion of the 40th anniversary of the OECD Guidelines for Multinational Enterprises, this roundtable convened a wide range of stakeholders from international organisations, governments, business, civil society, and academia involved in working with the Guidelines.




enterprise

Responsible business conduct for institutional investors: Key considerations for due diligence under the OECD Guidelines for Multinational Enterprises

Promoting responsible business conduct in the financial sector is vital to building a sustainable global economy. This paper will help institutional investors implement the due diligence recommendations of the OECD Guidelines for Multinational Enterprises in order to prevent or address adverse impacts related to human and labour rights, the environment, and corruption in their investment portfolios.




enterprise

Annual reports on the OECD Guidelines for Multinational Enterprises

The annual reports on the OECD Guidelines for Multinational Enterprises provide an account of the actions the adhering governments have taken over the previous 12 months to enhance the contribution of the guidelines to the improved functioning of the global economy.




enterprise

State-Owned Enterprises and the Low-Carbon Transition - Environment Working Paper

This paper explores the role of state-owned enterprises (SOEs) in the low-carbon transition in OECD and G20 countries. It tracks GHG emissions and energy investments and analyses the impact of on investments in renewable electricity. A descriptive analysis of SOEs’ role in the electricity sector shows the importance of SOEs, including investments in both renewables and fossil-fuel-based electricity generation.




enterprise

The digital economy, multinational enterprises and international investment policy

This paper examines the implications of digitalisation and digital technologies for international investment and investment policy, with a particular focus on digital policies relating to national security and digital policies directed at business operations.




enterprise

Financial education for micro, small and medium-sized enterprises in Asia

This paper describes and provides guidance on policy and practice relating to financial education for MSMEs and potential entrepreneurs in Asia, with a particular focus on Indonesia.




enterprise

Responsible business conduct for institutional investors: Key considerations for due diligence under the OECD Guidelines for Multinational Enterprises

Promoting responsible business conduct in the financial sector is vital to building a sustainable global economy. This paper will help institutional investors implement the due diligence recommendations of the OECD Guidelines for Multinational Enterprises in order to prevent or address adverse impacts related to human and labour rights, the environment, and corruption in their investment portfolios.




enterprise

A new agenda for the future - 2011 Annual Report on the OECD Guidelines for Multinational Enterprises

The 2011 annual report on the OECD Guidelines for Multinational Enterprises focuses on adhering countries' committment to new, stronger standards of corporate behaviour in the updated OECD Guidelines for Multinational Enterprises.




enterprise

2012 Annual Report on the OECD Guidelines for Multinational Enterprises

The 2012 annual report on the OECD Guidelines for Multinational Enterprises provides an account of the actions taken by the adhering governments over the 12 months to June 2012 to enhance the contribution of the Guidelines to the improved functioning of the global economy and focuses on how NCPs are working to improve their mediation skills.




enterprise

State-Owned Enterprises - Trade Effects and Policy Implications

With growing integration via trade and investment, state-owned enterprises (SOEs) that have traditionally been oriented towards domestic markets increasingly compete with private firms in the global market place. This paper discusses the extent of state ownership in the global economy, the advantages and disadvantages that SOEs can face, and how potential SOE advantages can generate cross-border effects.




enterprise

Boards of Directors of State-Owned Enterprises: An Overview of National Practices

Boards of directors of SOEs play a fundamental role in corporate stewardship and performance. Over the last decade, OECD governments have sought to professionalise SOE boards, ensure their independence and shield them from ad hoc political intervention. In general these approaches have worked; yet, more remains to be done. This report seeks to shed slight on good practices drawing on national practices from over 30 economies.




enterprise

State-Owned Enterprises in the Middle East and North Africa: Engines of Development and Competitiveness?

SOEs are an important feature of the economic landscape in the MENA region. This report examines their contribution to industrial development, diversification, poverty elimination and the provision of goods and services. It assesses ownership and governance practices and makes recommendations to policymakers, managers and boards.




enterprise

Colombian SOEs: A Review Against the OECD Guidelines on Corporate Governance of State-owned Enterprises

This report evaluates the corporate governance practices of Colombian SOEs against the OECD Guidelines on Corporate Governance of State-Owned Enterprises. The assessment was prepared based on information provided by the Colombian authorities, an analysis of the available literature and interviews with authorities, consultants, academics, and company as well as stakeholder representatives.




enterprise

2013 Annual Report on the OECD Guidelines for Multinational Enterprises

The 2013 Annual Report describes the activities undertaken to promote the observance of the Guidelines during the implementation cycle of June 2012-June 2013. This includes the launch of the Global Forum on Responsible Business Conduct (RBC), the establishment of a Working Party on RBC, and the elaboration of a robust multi-stakeholder proactive agenda to promote the observance of the principles and standards found in the Guidelines.




enterprise

OECD Guidelines for Multinational Enterprises - Responsible Business Conduct Matters

Available in several languages, this booklet provides basic information about the OECD Guidelines for Multinational Enterprises, the most comprehensive set of government-backed recommendations on responsible business conduct in existence today. Adhering governments aim to encourage the positive contributions MNEs can make to sustainable development and to minimise the difficulties to which their various operations may give rise.




enterprise

Statement by the National Contact Points for the OECD Guidelines for Multinational Enterprises - One Year After Rana Plaza

This statement was adopted by National Contact Points on 25 June 2014 during their 15th Meeting.




enterprise

Public consultation on the revision of the OECD Guidelines on Corporate Governance of State-Owned Enterprises

The OECD made the draft text of the revised OECD Guidelines on Corporate Governance of State-Owned Enterprises available for public comment between May and September 2014. The public consultation is now closed.