The OECD Council, meeting
at Ministerial level on 27-28 April 1998, called upon the OECD to develop,
in conjunction with national governments, other relevant international
organisations and the private sector, a set of corporate governance
standards and guidelines. In order to fulfil this objective, the OECD
established the Ad-Hoc Task Force on Corporate Governance to develop
a set of non-binding principles that embody the views of Member countries
on this issue.
The Principles contained in this document
build upon experiences from national initiatives in Member countries
and previous work carried out within the OECD, including that of the
OECD Business Sector Advisory Group on Corporate Governance. During
their preparation, a number of OECD committees also were involved: the
Committee on Financial Markets, the Committee on International Investment
and Multinational Enterprises, the Industry Committee, and the Environment
Policy Committee. They also benefited from broad exposure to input from
non-OECD countries, the World Bank, the International Monetary Fund,
the business sector, investors, trade unions, and other interested parties.
Preamble
The Principles are intended to assist Member
and non-Member governments in their efforts to evaluate and improve
the legal, institutional and regulatory framework for corporate governance
in their countries, and to provide guidance and suggestions for stock
exchanges, investors, corporations, and other parties that have a role
in the process of developing good corporate governance. The Principles
focus on publicly traded companies. However, to the extent they are
deemed applicable, they might also be a useful tool to improve corporate
governance in non-traded companies, for example, privately held and
state-owned enterprises. The Principles represent a common basis that
OECD Member countries consider essential for the development of good
governance practice. They are intended to be concise, understandable
and accessible to the international community. They are not intended
to substitute for private sector initiatives to develop more detailed
"best practice" in governance.
Increasingly, the OECD and its Member governments
have recognised the synergy between macroeconomic and structural policies.
One key element in improving economic efficiency is corporate governance,
which involves a set of relationships between a companys management,
its board, its shareholders and other stakeholders. Corporate governance
also provides the structure through which the objectives of the company
are set, and the means of attaining those objectives and monitoring
performance are determined. Good corporate governance should provide
proper incentives for the board and management to pursue objectives
that are in the interests of the company and shareholders and should
facilitate effective monitoring, thereby encouraging firms to use resources
more efficiently.
Corporate governance is only part of the
larger economic context in which firms operate, which includes, for
example, macroeconomic policies and the degree of competition in product
and factor markets. The corporate governance framework also depends
on the legal, regulatory, and institutional environment. In addition,
factors such as business ethics and corporate awareness of the environmental
and societal interests of the communities in which it operates can also
have an impact on the reputation and the long-term success of a company.
While a multiplicity of factors affect
the governance and decision-making processes of firms, and are important
to their long-term success, the Principles focus on governance problems
that result from the separation of ownership and control. Some of the
other issues relevant to a companys decision-making processes,
such as environmental or ethical concerns, are taken into account but
are treated more explicitly in a number of other OECD instruments (including
the Guidelines for Multinational Enterprises and the Convention and
Recommendation on Bribery) and the instruments of other international
organisations.
The degree to which corporations observe
basic principles of good corporate governance is an increasingly important
factor for investment decisions. Of particular relevance is the relation
between corporate governance practices and the increasingly international
character of investment. International flows of capital enable companies
to access financing from a much larger pool of investors. If countries
are to reap the full benefits of the global capital market, and if they
are to attract long-term "patient" capital, corporate governance
arrangements must be credible and well understood across borders. Even
if corporations do not rely primarily on foreign sources of capital,
adherence to good corporate governance practices will help improve the
confidence of domestic investors, may reduce the cost of capital, and
ultimately induce more stable sources of financing.
Corporate governance is affected by the
relationships among participants in the governance system. Controlling
shareholders, which may be individuals, family holdings, bloc alliances,
or other corporations acting through a holding company or cross shareholdings,
can significantly influence corporate behaviour. As owners of equity,
institutional investors are increasingly demanding a voice in corporate
governance in some markets. Individual shareholders usually do not seek
to exercise governance rights but may be highly concerned about obtaining
fair treatment from controlling shareholders and management. Creditors
play an important role in some governance systems and have the potential
to serve as external monitors over corporate performance. Employees
and other stakeholders play an important role in contributing to the
long-term success and performance of the corporation, while governments
establish the overall institutional and legal framework for corporate
governance. The role of each of these participants and their interactions
vary widely among OECD countries and among non-Members as well. These
relationships are subject, in part, to law and regulation and, in part,
to voluntary adaptation and market forces.
There is no single model of good corporate
governance. At the same time, work carried out in Member countries and
within the OECD has identified some common elements that underlie good
corporate governance. The Principles build on these common elements
and are formulated to embrace the different models that exist. For example,
they do not advocate any particular board structure and the term "board"
as used in this document is meant to embrace the different national
models of board structures found in OECD countries. In the typical two
tier system, found in some countries, "board" as used in the
Principles refers to the "supervisory board" while "key
executives" refers to the "management board". In systems
where the unitary board is overseen by an internal auditors board,
the term "board" includes both.
The Principles are non-binding and do not
aim at detailed prescriptions for national legislation. Their purpose
is to serve as a reference point. They can be used by policy makers,
as they examine and develop their legal and regulatory frameworks for
corporate governance that reflect their own economic, social, legal
and cultural circumstances, and by market participants as they develop
their own practices.
The Principles are evolutionary in nature
and should be reviewed in light of significant changes in circumstances.
To remain competitive in a changing world, corporations must innovate
and adapt their corporate governance practices so that they can meet
new demands and grasp new opportunities. Similarly, governments have
an important responsibility for shaping an effective regulatory framework
that provides for sufficient flexibility to allow markets to function
effectively and to respond to expectations of shareholders and other
stakeholders. It is up to governments and market participants to decide
how to apply these Principles in developing their own frameworks for
corporate governance, taking into account the costs and benefits of
regulation.
The following document
is divided into two parts. The Principles presented in the first part
of the document cover five areas: I) The rights of shareholders; II)
The equitable treatment of shareholders; III) The role of stakeholders;
IV) Disclosure and transparency; and V) The responsibilities
of the board. Each of the sections is headed by a single Principle that
appears in bold italics and is followed by a number of supporting recommendations.
In the second part of the document, the Principles are supplemented
by annotations that contain commentary on the Principles and are intended
to help readers understand their rationale. The annotations may also
contain descriptions of dominant trends and offer alternatives and examples
that may be useful in making the Principles operational.
I. The rights of shareholders
The corporate governance framework should protect
shareholders rights.
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Basic shareholder
rights include the right to: 1) secure methods of ownership registration;
2) convey or transfer shares; 3) obtain relevant information on
the corporation on a timely and regular basis; 4) participate and
vote in general shareholder meetings; 5) elect members of the board;
and 6) share in the profits of the corporation.
-
Shareholders have
the right to participate in, and to be sufficiently informed on,
decisions concerning fundamental corporate changes such as: 1) amendments
to the statutes, or articles of incorporation or similar governing
documents of the company; 2) the authorisation of additional shares;
and 3) extraordinary transactions that in effect result in the
sale of the company.
-
Shareholders should
have the opportunity to participate effectively and vote in general
shareholder meetings and should be informed of the rules, including
voting procedures, that govern general shareholder meetings:
-
Shareholders
should be furnished with sufficient and timely information concerning
the date, location and agenda of general meetings, as well as
full and timely information regarding the issues to be decided
at the meeting.
-
Opportunity
should be provided for shareholders to ask questions of the
board and to place items on the agenda at general meetings,
subject to reasonable limitations.
-
Shareholders
should be able to vote in person or in absentia, and equal effect
should be given to votes whether cast in person or in absentia.
-
Capital structures
and arrangements that enable certain shareholders to obtain a degree
of control disproportionate to their equity ownership
should be disclosed.
-
Markets for corporate
control should be allowed to function in an efficient and transparent
manner.
-
The rules and
procedures governing the acquisition of corporate control in
the capital markets, and extraordinary transactions such as
mergers, and sales of substantial portions of corporate assets,
should be clearly articulated and disclosed so that investors
understand their rights and recourse. Transactions should occur
at transparent prices and under fair conditions that protect
the rights of all shareholders according to their class.
-
Anti-take-over
devices should not be used to shield management from accountability.
-
Shareholders, including
institutional investors, should consider the costs and benefits
of exercising their voting rights.
II. The equitable
treatment of shareholders
The corporate
governance framework should ensure the equitable treatment of all shareholders,
including minority and foreign shareholders. All shareholders should
have the opportunity to obtain effective redress for violation of their
rights.
-
All shareholders
of the same class should be treated equally.
-
Within any
class, all shareholders should have the same voting rights.
All investors should be able to obtain information about the
voting rights attached to all classes of shares before they
purchase. Any changes in voting rights should be subject to
shareholder vote.
-
Votes should
be cast by custodians or nominees in a manner agreed upon with
the beneficial owner of the shares.
-
Processes
and procedures for general shareholder meetings should allow
for equitable treatment of all shareholders. Company procedures
should not make it unduly difficult or expensive to cast votes.
-
Insider trading
and abusive self-dealing should be prohibited.
-
Members of the
board and managers should be required to disclose any material interests
in transactions or matters affecting the corporation.
III. The role of
stakeholders in corporate governance
The corporate
governance framework should recognise the rights of stakeholders as
established by law and encourage active co-operation between corporations
and stakeholders in creating wealth, jobs, and the sustainability of
financially sound enterprises.
-
The corporate
governance framework should assure that the rights of stakeholders
that are protected by law are respected.
-
Where stakeholder
interests are protected by law, stakeholders should have the opportunity
to obtain effective redress for violation of their rights.
-
The corporate
governance framework should permit performance-enhancing mechanisms
for stakeholder participation.
-
Where stakeholders
participate in the corporate governance process, they should have
access to relevant information.
IV. Disclosure and
transparency
The corporate
governance framework should ensure that timely and accurate disclosure
is made on all material matters regarding the corporation, including
the financial situation, performance, ownership, and governance of the
company.
-
Disclosure should
include, but not be limited to, material information on:
- The financial and operating results of
the company.
- Company objectives.
- Major share ownership and voting rights.
- Members of the board and key executives,
and their remuneration.
- Material foreseeable risk factors.
- Material issues regarding employees and
other stakeholders.
- Governance structures and policies.
-
Information should
be prepared, audited, and disclosed in accordance with high quality
standards of accounting, financial and non-financial disclosure,
and audit.
-
An annual audit
should be conducted by an independent auditor in order to provide
an external and objective assurance on the way in which financial
statements have been prepared and presented.
-
Channels for
disseminating information should provide for fair, timely and cost-efficient
access to relevant information by users.
V. The responsibilities
of the board
The corporate
governance framework should ensure the strategic guidance of the company,
the effective monitoring of management by the board, and the boards
accountability to the company and the shareholders.
-
Board members
should act on a fully informed basis, in good faith, with due diligence
and care, and in the best interest of the company and the shareholders.
-
Where board decisions
may affect different shareholder groups differently, the board should
treat all shareholders fairly.
-
The board should
ensure compliance with applicable law and take into account the
interests of stakeholders.
-
The board should
fulfil certain key functions, including:
-
Reviewing
and guiding corporate strategy, major plans of action, risk
policy, annual budgets and business plans; setting performance
objectives; monitoring implementation and corporate performance;
and overseeing major capital expenditures, acquisitions and
divestitures.
-
Selecting,
compensating, monitoring and, when necessary, replacing key
executives and overseeing succession planning.
-
Reviewing
key executive and board remuneration, and ensuring a formal
and transparent board nomination process.
-
Monitoring
and managing potential conflicts of interest of management,
board members and shareholders, including misuse of corporate
assets and abuse in related party transactions.
-
Ensuring
the integrity of the corporations accounting and financial
reporting systems, including the independent audit, and that
appropriate systems of control are in place, in particular,
systems for monitoring risk, financial control, and compliance
with the law.
-
Monitoring
the effectiveness of the governance practices under which it
operates and making changes as needed.
-
Overseeing
the process of disclosure and communications.
-
The board should
be able to exercise objective judgement on corporate affairs independent,
in particular, from management.
-
Boards should
consider assigning a sufficient number of non-executive board members
capable of exercising independent judgement to tasks where there
is a potential for conflict of interest. Examples of such key responsibilities
are financial reporting, nomination and executive and board remuneration.
-
Board members
should devote sufficient time to their responsibilities.
-
In order to fulfil their responsibilities,
board members should have access to accurate, relevant and timely
information.
Annotations to
the OECD Principles of Corporate Governance
I. The rights of shareholders
The corporate governance framework
should protect shareholders rights.
Equity investors have certain property
rights. For example, an equity share can be bought, sold, or transferred.
An equity share also entitles the investor to participate in the profits
of the corporation, with liability limited to the amount of the investment.
In addition, ownership of an equity share provides a right to information
about the corporation and a right to influence the corporation, primarily
by participation in general shareholder meetings and by voting.
As a practical matter, however, the corporation
cannot be managed by shareholder referendum. The shareholding body is
made up of individuals and institutions whose interests, goals, investment
horizons and capabilities vary. Moreover, the corporation's management
must be able to take business decisions rapidly. In light of these realities
and the complexity of managing the corporation's affairs in fast moving
and ever changing markets, shareholders are not expected to assume responsibility
for managing corporate activities. The responsibility for corporate
strategy and operations is typically placed in the hands of the board
and a management team that is selected, motivated and, when necessary,
replaced by the board.
Shareholders rights to influence
the corporation centre on certain fundamental issues, such as the election
of board members, or other means of influencing the composition of the
board, amendments to the company's organic documents, approval of extraordinary
transactions, and other basic issues as specified in company law and
internal company statutes. This Section can be seen as a statement of
the most basic rights of shareholders, which are recognised by law in
virtually all OECD countries. Additional rights such as the approval
or election of auditors, direct nomination of board members, the ability
to pledge shares, the approval of distributions of profits, etc., can
be found in various jurisdictions.
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Basic shareholder rights include the
right to: 1) secure methods of ownership registration; 2) convey
or transfer shares; 3) obtain relevant information on the corporation
on a timely and regular basis; 4) participate and vote in general
shareholder meetings; 5) elect members of the board; and 6) share
in the profits of the corporation.
-
Shareholders have the right to participate
in, and to be sufficiently informed on, decisions concerning fundamental
corporate changes such as: 1) amendments to the statutes, or articles
of incorporation or similar governing documents of the company;
2) the authorisation of additional shares; and 3) extraordinary
transactions that in effect result in the sale of the company.
-
Shareholders should have the opportunity
to participate effectively and vote in general shareholder meetings
and should be informed of the rules, including voting procedures,
that govern general shareholder meetings:
-
Shareholders should be furnished
with sufficient and timely information concerning the date,
location and agenda of general meetings, as well as full and
timely information regarding the issues to be decided at the
meeting.
-
Opportunity
should be provided for shareholders to ask questions of the
board and to place items on the agenda at general meetings,
subject to reasonable limitations.
In order to
enlarge the ability of investors to participate in general meetings,
some companies have increased the ability of shareholders to
place items on the agenda by simplifying the process of filing
amendments and resolutions. The ability of shareholders to submit
questions in advance and to obtain replies from management and
board members has also been increased. Companies are justified
in assuring that frivolous or disruptive attempts to place items
on the agenda do not occur. It is reasonable, for example, to
require that in order for shareholder-proposed resolutions to
be placed on the agenda, they need to be supported by those
holding a specified number of shares.
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Shareholders should be able to
vote in person or in absentia, and equal effect should be given
to votes whether cast in person or in absentia.
The
Principles recommend that voting by proxy be generally accepted.
Moreover, the objective of broadening shareholder participation
suggests that companies consider favourably the enlarged use
of technology in voting, including telephone and electronic
voting. The increased importance of foreign shareholders suggests
that on balance companies ought to make every effort to enable
shareholders to participate through means which make use of
modern technology. Effective participation of shareholders in
general meetings can be enhanced by developing secure electronic
means of communication and allowing shareholders to communicate
with each other without having to comply with the formalities
of proxy solicitation. As a matter of transparency, meeting
procedures should ensure that votes are properly counted and
recorded, and that a timely announcement of the outcome be made.
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Capital structures and arrangements
that enable certain shareholders to obtain a degree of control
disproportionate to their equity ownership should be disclosed.
Some capital structures allow a shareholder
to exercise a degree of control over the corporation disproportionate
to the shareholders equity ownership in the company. Pyramid
structures and cross shareholdings can be used to diminish the capability
of non-controlling shareholders to influence corporate policy.
In addition to ownership relations,
other devices can affect control over the corporation. Shareholder
agreements are a common means for groups of shareholders, who individually
may hold relatively small shares of total equity, to act in concert
so as to constitute an effective majority, or at least the largest
single block of shareholders. Shareholder agreements usually give
those participating in the agreements preferential rights to purchase
shares if other parties to the agreement wish to sell. These agreements
can also contain provisions that require those accepting the agreement
not to sell their shares for a specified time. Shareholder agreements
can cover issues such as how the board or the Chairman will be selected.
The agreements can also oblige those in the agreement to vote as
a block.
Voting caps limit the number of votes
that a shareholder may cast, regardless of the number of shares
the shareholder may actually possess. Voting caps therefore redistribute
control and may affect the incentives for shareholder participation
in shareholder meetings.
Given the capacity of these mechanisms
to redistribute the influence of shareholders on company policy,
shareholders can reasonably expect that all such capital structures
and arrangements be disclosed.
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Markets for corporate control should
be allowed to function in an efficient and transparent manner.
-
The rules and procedures governing
the acquisition of corporate control in the capital markets,
and extraordinary transactions such as mergers, and sales of
substantial portions of corporate assets, should be clearly
articulated and disclosed so that investors understand their
rights and recourse. Transactions should occur at transparent
prices and under fair conditions that protect the rights of
all shareholders according to their class.
-
Anti-take-over devices should not
be used to shield management from accountability.
In some countries, companies employ
anti-take-over devices. However, both investors and stock exchanges
have expressed concern over the possibility that widespread
use of anti-take-over devices may be a serious impediment to
the functioning of the market for corporate control. In some
instances, take-over defences can simply be devices to shield
the management from shareholder monitoring.
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Shareholders, including institutional
investors, should consider the costs and benefits of exercising
their voting rights.
The Principles do
not advocate any particular investment strategy for investors and
do not seek to prescribe the optimal degree of investor activism.
Nevertheless, many investors have concluded that positive financial
returns can be obtained by undertaking a reasonable amount of analysis
and by exercising their voting rights. Some institutional investors
also disclose their own policies with respect to the companies in
which they invest.
II. The equitable treatment of shareholders
The corporate governance framework should
ensure the equitable treatment of all shareholders, including minority
and foreign shareholders. All shareholders should have the opportunity
to obtain effective redress for violation of their rights.
Investors confidence that the capital
they provide will be protected from misuse or misappropriation by corporate
managers, board members or controlling shareholders is an important
factor in the capital markets. Corporate boards, managers and controlling
shareholders may have the opportunity to engage in activities that may
advance their own interests at the expense of non-controlling shareholders.
The Principles support equal treatment for foreign and domestic shareholders
in corporate governance. They do not address government policies to
regulate foreign direct investment.
One of the ways in which shareholders can
enforce their rights is to be able to initiate legal and administrative
proceedings against management and board members. Experience has shown
that an important determinant of the degree to which shareholder rights
are protected is whether effective methods exist to obtain redress for
grievances at a reasonable cost and without excessive delay. The confidence
of minority investors is enhanced when the legal system provides mechanisms
for minority shareholders to bring lawsuits when they have reasonable
grounds to believe that their rights have been violated.
There is some risk that a legal system,
which enables any investor to challenge corporate activity in the courts,
can become prone to excessive litigation. Thus, many legal systems have
introduced provisions to protect management and board members against
litigation abuse in the form of tests for the sufficiency of shareholder
complaints, so-called safe harbours for management and board member
actions (such as the business judgement rule) as well as safe harbours
for the disclosure of information. In the end, a balance must be struck
between allowing investors to seek remedies for infringement of ownership
rights and avoiding excessive litigation. Many countries have found
that alternative adjudication procedures, such as administrative hearings
or arbitration procedures organised by the securities regulators or
other regulatory bodies, are an efficient method for dispute settlement,
at least at the first instance level.
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All shareholders of the same class
should be treated equally.
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Within any class, all shareholders
should have the same voting rights. All investors should be
able to obtain information about the voting rights attached
to all classes of shares before they purchase. Any changes in
voting rights should be subject to shareholder vote.
The optimal capital structure of
the firm is best decided by the management and the board, subject
to the approval of the shareholders. Some companies issue preferred
(or preference) shares which have a preference in respect of
receipt of the profits of the firm but which normally have no
voting rights. Companies may also issue participation certificates
or shares without voting rights, which would presumably trade
at different prices than shares with voting rights. All of these
structures may be effective in distributing risk and reward
in ways that are thought to be in the best interest of the company
and to cost-efficient financing. The Principles do not take
a position on the concept of "one share one vote".
However, many institutional investors and shareholder associations
support this concept.
Investors can
expect to be informed regarding their voting rights before they
invest. Once they have invested, their rights should not be
changed unless those holding voting shares have had the opportunity
to participate in the decision. Proposals to change the voting
rights of different classes of shares are normally submitted
for approval at general shareholders meetings by a specified
majority of voting shares in the affected categories.
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Votes should be cast by custodians
or nominees in a manner agreed upon with the beneficial owner
of the shares.
In
some OECD countries it was customary for financial institutions
which held shares in custody for investors to cast the votes
of those shares. Custodians such as banks and brokerage firms
holding securities as nominees for customers were sometimes
required to vote in support of management unless specifically
instructed by the shareholder to do otherwise.
The trend in OECD countries is
to remove provisions that automatically enable custodian institutions
to cast the votes of shareholders. Rules in some countries have
recently been revised to require custodian institutions to provide
shareholders with information concerning their options in the
use of their voting rights. Shareholders may elect to delegate
all voting rights to custodians. Alternatively, shareholders
may choose to be informed of all upcoming shareholder votes
and may decide to cast some votes while delegating some voting
rights to the custodian. It is necessary to draw a reasonable
balance between assuring that shareholder votes are not cast
by custodians without regard for the wishes of shareholders
and not imposing excessive burdens on custodians to secure shareholder
approval before casting votes. It is sufficient to disclose
to the shareholders that, if no instruction to the contrary
is received, the custodian will vote the shares in the way he
deems consistent with shareholder interest.
It should be
noted that this item does not apply to the exercise of voting
rights by trustees or other persons acting under a special legal
mandate (such as, for example, bankruptcy receivers and estate
executors).
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Processes and procedures for general
shareholder meetings should allow for equitable treatment of
all shareholders. Company procedures should not make it unduly
difficult or expensive to cast votes.
In
Section I of the Principles, the right to participate in general
shareholder meetings was identified as a shareholder right.
Management and controlling investors have at times sought to
discourage non-controlling or foreign investors from trying
to influence the direction of the company. Some companies charged
fees for voting. Other impediments included prohibitions on
proxy voting and the requirement of personal attendance at general
shareholder meetings to vote. Still other procedures may make
it practically impossible to exercise ownership rights. Proxy
materials may be sent too close to the time of general shareholder
meetings to allow investors adequate time for reflection and
consultation. Many companies in OECD countries are seeking to
develop better channels of communication and decision-making
with shareholders. Efforts by companies to remove artificial
barriers to participation in general meetings are encouraged.
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Insider
trading and abusive self-dealing should be prohibited.
Abusive self-dealing occurs when persons
having close relationships to the company exploit those relationships
to the detriment of the company and investors. Since insider trading
entails manipulation of the capital markets, it is prohibited by
securities regulations, company law and/or criminal law in most
OECD countries. However, not all jurisdictions prohibit such practices,
and in some cases enforcement is not vigorous. These practices can
be seen as constituting a breach of good corporate governance inasmuch
as they violate the principle of equitable treatment of shareholders.
The Principles reaffirm
that it is reasonable for investors to expect that the abuse of
insider power be prohibited. In cases where such abuses are not
specifically forbidden by legislation or where enforcement is not
effective, it will be important for governments to take measures
to remove any such gaps.
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Members of the board
and managers should be required to disclose any material interests
in transactions or matters affecting the corporation.
This
item refers to situations where members of the board and managers
have a business, family or other special relationship to the company
that could affect their judgement with respect to a transaction.
III. The role of stakeholders in corporate
governance
The corporate governance framework should
recognise the rights of stakeholders as established by law and encourage
active co-operation between corporations and stakeholders in creating
wealth, jobs, and the sustainability of financially sound enterprises.
A
key aspect of corporate governance is concerned with ensuring the flow
of external capital to firms. Corporate governance is also concerned
with finding ways to encourage the various stakeholders in the firm
to undertake socially efficient levels of investment in firm-specific
human and physical capital. The competitiveness and ultimate success
of a corporation is the result of teamwork that embodies contributions
from a range of different resource providers including investors, employees,
creditors, and suppliers. Corporations should recognise that the contributions
of stakeholders constitute a valuable resource for building competitive
and profitable companies. It is, therefore, in the long-term interest
of corporations to foster wealth-creating co-operation among stakeholders.
The governance framework should recognise that the interests of the
corporation are served by recognising the interests of stakeholders
and their contribution to the long-term success of the corporation.
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The corporate governance framework
should assure that the rights of stakeholders that are protected
by law are respected.
In all OECD countries stakeholder rights
are established by law, such as labour law, business law, contract
law, and insolvency law. Even in areas where stakeholder interests
are not legislated, many firms make additional commitments to stakeholders,
and concern over corporate reputation and corporate performance
often require the recognition of broader interests.
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Where stakeholder interests are protected
by law, stakeholders should have the opportunity to obtain effective
redress for violation of their rights.
The legal framework and process should
be transparent and not impede the ability of stakeholders to communicate
and to obtain redress for the violation of rights.
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The corporate governance framework
should permit performance-enhancing mechanisms for stakeholder participation.
Corporate governance frameworks will
provide for different roles for stakeholders. The degree to which
stakeholders participate in corporate governance depends on national
laws and practices, and may vary from company to company as well.
Examples of mechanisms for stakeholder participation include: employee
representation on boards; employee stock ownership plans or other
profit sharing mechanisms or governance processes that consider
stakeholder viewpoints in certain key decisions. They may, in addition,
include creditor involvement in governance in the context of insolvency
proceedings.
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Where stakeholders participate in the
corporate governance process, they should have access to relevant
information.
Where laws and practice
of corporate governance systems provide for participation by stakeholders,
it is important that stakeholders have access to information necessary
to fulfil their responsibilities.
IV. Disclosure and transparency
The corporate governance framework should
ensure that timely and accurate disclosure is made on all material matters
regarding the corporation, including the financial situation, performance,
ownership, and governance of the company.
In
most OECD countries a large amount of information, both mandatory and
voluntary, is compiled on publicly traded and large unlisted enterprises,
and subsequently disseminated to a broad range of users. Public disclosure
is typically required, at a minimum, on an annual basis though some
countries require periodic disclosure on a semi-annual or quarterly
basis, or even more frequently in the case of material developments
affecting the company. Companies often make voluntary disclosure that
goes beyond minimum disclosure requirements in response to market demand.
A strong disclosure regime is a pivotal
feature of market-based monitoring of companies and is central to shareholders
ability to exercise their voting rights. Experience in countries with
large and active equity markets shows that disclosure can also be a
powerful tool for influencing the behaviour of companies and for protecting
investors. A strong disclosure regime can help to attract capital and
maintain confidence in the capital markets. Shareholders and potential
investors require access to regular, reliable and comparable information
in sufficient detail for them to assess the stewardship of management,
and make informed decisions about the valuation, ownership and voting
of shares. Insufficient or unclear information may hamper the ability
of the markets to function, may increase the cost of capital and result
in a poor allocation of resources.
Disclosure also helps improve public understanding
of the structure and activities of enterprises, corporate policies and
performance with respect to environmental and ethical standards, and
companies relationships with the communities in which they operate.
The OECD Guidelines for Multinational Enterprises are relevant in this
context.
Disclosure requirements are not expected
to place unreasonable administrative or cost burdens on enterprises.
Nor are companies expected to disclose information that may endanger
their competitive position unless disclosure is necessary to fully inform
the investment decision and to avoid misleading the investor. In order
to determine what information should be disclosed at a minimum, many
countries apply the concept of materiality. Material information can
be defined as information whose omission or misstatement could influence
the economic decisions taken by users of information.
The Principles support timely disclosure
of all material developments that arise between regular reports. They
also support simultaneous reporting of information to all shareholders
in order to ensure their equitable treatment.
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Disclosure
should include, but not be limited to, material information on:
- The financial and operating results of the company.
Audited financial statements showing
the financial performance and the financial situation of the company
(most typically including the balance sheet, the profit and loss
statement, the cash flow statement and notes to the financial
statements) are the most widely used source of information on
companies. In their current form, the two principal goals of financial
statements are to enable appropriate monitoring to take place
and to provide the basis to value securities. Managements
discussion and analysis of operations is typically included in
annual reports. This discussion is most useful when read in conjunction
with the accompanying financial statements. Investors are particularly
interested in information that may shed light on the future performance
of the enterprise.
It is important that transactions
relating to an entire group be disclosed. Arguably, failures of
governance can often be linked to the failure to disclose the
"whole picture", particularly where off-balance sheet
items are used to provide guarantees or similar commitments between
related companies.
- Company objectives.
In addition to their commercial objectives,
companies are encouraged to disclose policies relating to business
ethics, the environment and other public policy commitments. Such
information may be important for investors and other users of
information to better evaluate the relationship between companies
and the communities in which they operate and the steps that companies
have taken to implement their objectives.
- Major share ownership and voting rights.
One of the basic rights of investors
is to be informed about the ownership structure of the enterprise
and their rights vis-à-vis the rights of other owners. Countries
often require disclosure of ownership data once certain thresholds
of ownership are passed. Such disclosure might include data on
major shareholders and others that control or may control the
company, including information on special voting rights, shareholder
agreements, the ownership of controlling or large blocks of shares,
significant cross shareholding relationships and cross guarantees.
(See Section I.D) Companies are also expected to provide information
on related party transactions.
- Members of the board and key executives, and their remuneration.
Investors require information on
individual board members and key executives in order to evaluate
their experience and qualifications and assess any potential conflicts
of interest that might affect their judgement.
Board and executive remuneration
are also of concern to shareholders. Companies are generally expected
to disclose sufficient information on the remuneration of board
members and key executives (either individually or in the aggregate)
for investors to properly assess the costs and benefits of remuneration
plans and the contribution of incentive schemes, such as stock
option schemes, to performance.
- Material foreseeable risk factors.
Users of financial information and
market participants need information on reasonably foreseeable
material risks that may include: risks that are specific to the
industry or geographical areas; dependence on commodities; financial
market risk including interest rate or currency risk; risk related
to derivatives and off-balance sheet transactions; and risks related
to environmental liabilities.
The Principles do not envision the
disclosure of information in greater detail than is necessary
to fully inform investors of the material and foreseeable risks
of the enterprise. Disclosure of risk is most effective when it
is tailored to the particular industry in question. Disclosure
of whether or not companies have put systems for monitoring risk
in place is also useful.
- Material issues regarding employees and other stakeholders.
Companies are encouraged to provide
information on key issues relevant to employees and other stakeholders
that may materially affect the performance of the company. Disclosure
may include management/employee relations, and relations with
other stakeholders such as creditors, suppliers, and local communities.
Some countries require extensive
disclosure of information on human resources. Human resource policies,
such as programmes for human resource development or employee
share ownership plans, can communicate important information on
the competitive strengths of companies to market participants.
- Governance structures and policies.
Companies are encouraged to report
on how they apply relevant corporate governance principles in
practice. Disclosure of the governance structures and policies
of the company, in particular the division of authority between
shareholders, management and board members is important for the
assessment of a companys governance.
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Information should
be prepared, audited, and disclosed in accordance with high quality
standards of accounting, financial and non-financial disclosure,
and audit.
The
application of high quality standards is expected to significantly
improve the ability of investors to monitor the company by providing
increased reliability and comparability of reporting, and improved
insight into company performance. The quality of information depends
on the standards under which it is compiled and disclosed. The Principles
support the development of high quality internationally recognised
standards, which can serve to improve the comparability of information
between countries.
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An annual audit
should be conducted by an independent auditor in order to provide
an external and objective assurance on the way in which financial
statements have been prepared and presented.
Many
countries have considered measures to improve the independence of
auditors and their accountability to shareholders. It is widely
felt that the application of high quality audit standards and codes
of ethics is one of the best methods for increasing independence
and strengthening the standing of the profession. Further measures
include strengthening of board audit committees and increasing the
boards responsibility in the auditor selection process.
Other proposals
have been considered by OECD countries. Some countries apply limitations
on the percentage of non-audit income that the auditor can receive
from a particular client. Other countries require companies to disclose
the level of fees paid to auditors for non-audit services. In addition
there may be limitations on the total percentage of auditor income
that can come from one client. Examples of other proposals include
quality reviews of auditors by another auditor, prohibitions on
the provision of non-audit services, mandatory rotation of auditors
and the direct appointment of auditors by shareholders.
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Channels for disseminating
information should provide for fair, timely and cost-efficient access
to relevant information by users.
Channels
for the dissemination of information can be as important as the
content of the information itself. While the disclosure of information
is often provided for by legislation, filing and access to information
can be cumbersome and costly. Filing of statutory reports has been
greatly enhanced in some countries by electronic filing and data
retrieval systems. The Internet and other information technologies
also provide the opportunity for improving information dissemination.
V. The responsibilities of the board
The corporate governance framework should
ensure the strategic guidance of the company, the effective monitoring
of management by the board, and the boards accountability to the
company and the shareholders.
Board
structures and procedures vary both within and among OECD countries.
Some countries have two-tier boards that separate the supervisory function
and the management function into different bodies. Such systems typically
have a "supervisory board" composed of non-executive board
members and a "management board" composed entirely of executives.
Other countries have "unitary" boards, which bring together
executive and non-executive board members. The Principles are intended
to be sufficiently general to apply to whatever board structure is charged
with the functions of governing the enterprise and monitoring management.
Together with guiding corporate strategy,
the board is chiefly responsible for monitoring managerial performance
and achieving an adequate return for shareholders, while preventing
conflicts of interest and balancing competing demands on the corporation.
In order for boards to effectively fulfil their responsibilities they
must have some degree of independence from management. Another important
board responsibility is to implement systems designed to ensure that
the corporation obeys applicable laws, including tax, competition, labour,
environmental, equal opportunity, health and safety laws. In addition,
boards are expected to take due regard of, and deal fairly with, other
stakeholder interests including those of employees, creditors, customers,
suppliers and local communities. Observance of environmental and social
standards is relevant in this context.
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Board members should act on a fully
informed basis, in good faith, with due diligence and care, and
in the best interest of the company and the shareholders.
In some countries, the board is legally
required to act in the interest of the company, taking into account
the interests of shareholders, employees, and the public good. Acting
in the best interest of the company should not permit management
to become entrenched.
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Where board decisions may affect different
shareholder groups differently, the board should treat all shareholders
fairly.
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The board should ensure compliance
with applicable law and take into account the interests of stakeholders.
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The board should fulfil certain key
functions, including:
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Reviewing and guiding corporate
strategy, major plans of action, risk policy, annual budgets
and business plans; setting performance objectives; monitoring
implementation and corporate performance; and overseeing major
capital expenditures, acquisitions and divestitures.
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Selecting, compensating, monitoring
and, when necessary, replacing key executives and overseeing
succession planning.
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Reviewing key executive and board
remuneration, and ensuring a formal and transparent board nomination
process.
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Monitoring and managing potential
conflicts of interest of management, board members and shareholders,
including misuse of corporate assets and abuse in related party
transactions.
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Ensuring the integrity of the corporations
accounting and financial reporting systems, including the independent
audit, and that appropriate systems of control are in place,
in particular, systems for monitoring risk, financial control,
and compliance with the law.
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Monitoring the effectiveness of
the governance practices under which it operates and making
changes as needed.
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Overseeing the process of disclosure
and communications.
The specific functions of board members
may differ according to the articles of company law in each jurisdiction
and according to the statutes of each company. The above-noted elements
are, however, considered essential for purposes of corporate governance.
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The board should be able to exercise
objective judgement on corporate affairs independent, in particular,
from management.
The variety of board structures and
practices in different countries will require different approaches
to the issue of independent board members. Board independence usually
requires that a sufficient number of board members not be employed
by the company and not be closely related to the company or its
management through significant economic, family or other ties. This
does not prevent shareholders from being board members.
Independent board members can contribute
significantly to the decision-making of the board. They can bring
an objective view to the evaluation of the performance of the board
and management. In addition, they can play an important role in
areas where the interests of management, the company and shareholders
may diverge such as executive remuneration, succession planning,
changes of corporate control, take-over defences, large acquisitions
and the audit function.
The Chairman as the head of the board
can play a central role in ensuring the effective governance of
the enterprise and is responsible for the boards effective
function. The Chairman may in some countries, be supported by the
company secretary. In unitary board systems, the separation of the
roles of the Chief Executive and Chairman is often proposed as a
method of ensuring an appropriate balance of power, increasing accountability
and increasing the capacity of the board for independent decision
making.
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Boards should consider assigning
a sufficient number of non-executive board members capable of
exercising independent judgement to tasks where there is a potential
for conflict of interest. Examples of such key responsibilities
are financial reporting, nomination and executive and board
remuneration.
While the responsibility for financial
reporting, remuneration and nomination are those of the board
as a whole, independent non-executive board members can provide
additional assurance to market participants that their interests
are defended. Boards may also consider establishing specific
committees to consider questions where there is a potential
for conflict of interest. These committees may require a minimum
number or be composed entirely of non-executive members.
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Board members should devote sufficient
time to their responsibilities.
It is widely held that service
on too many boards can interfere with the performance of board
members. Companies may wish to consider whether excessive board
service interferes with board performance. Some countries have
limited the number of board positions that can be held. Specific
limitations may be less important than ensuring that members
of the board enjoy legitimacy and confidence in the eyes of
shareholders.
In order to improve board practices
and the performance of its members, some companies have found
it useful to engage in training and voluntary self-evaluation
that meets the needs of the individual company. This might include
that board members acquire appropriate skills upon appointment,
and thereafter remain abreast of relevant new laws, regulations,
and changing commercial risks.
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In order to fulfil their responsibilities,
board members should have access to accurate, relevant and timely
information.
Board members require relevant information
on a timely basis in order to support their decision-making. Non-executive
board members do not typically have the same access to information
as key managers within the company. The contributions of non-executive
board members to the company can be enhanced by providing access
to certain key managers within the company such as, for example,
the company secretary and the internal auditor, and recourse to
independent external advice at the expense of the company. In order
to fulfil their responsibilities, board members should ensure that
they obtain accurate, relevant and timely information.
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