- 1. This chapter does not look at the nomination practices for employee representatives on the board which may be appointed using a different procedure than those prescribed for “independent” or state board members.
- 2. Where the state is a significant minority shareholder (as noted inter alia by Norway and Slovenia) a consensus approach with other shareholders is usually required to get a cohesive and functioning board.
Frederick, W. (2011), “Enhancing the Role of the Boards of Directors of State-Owned Enterprises”, OECD Corporate Governance Working Papers, No. 2, OECD Publishing, http://dx.doi.org/10.1787/5kg9xfg6n4wj-en.
OECD (2005), OECD Guidelines on Corporate Governance of State-Owned Enterprises, OECD Publishing, Paris, www.oecd.org/daf/ca/corporategovernanceofstate-ownedenterprises/ 34803211.pdf.
OECD (2005), Corporate Governance of State-Owned Enterprises, A Survey of OECD Countries, OECD Publishing, Paris, http://dx.doi.org/10.1787/9789264009431-en.
OECD (2011), Corporate Governance of State-Owned Enterprises: Change and Reform in OECD Countries since 2005, OECD Publishing, http://dx.doi.org/10.1787/9789264119529-en.
Boards of Directors of State-Owned Enterprises: An Overview of National Practices © OECD 2013