DFIs Corporate Governance Practicescgdevelopmentframework.com/wp-content/uploads/2015/02/...Cadbury...
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DFIs Corporate Governance Practices:
Where Do We Stand?
DFI Working Group on Corporate GovernanceTunis, Tunisia
October 21, 2008
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Outline
• Introduction• DFIs Approach Statement on Corporate
Governance• DFIs Practices in Corporate Governance
– Current Initiatives– Future Improvements
• Conclusion & Next Steps
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Introduction
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DFI Corporate Governance Network Background
1st Conference: Paris- June 2004– Hosted by: IFC– Objectives: Highlight the importance of
corporate governance in the DFIs work– Outcomes: Introduction of the DFIs work on
CG (including the IFC Corporate GovernanceMethodology) & an increased collaborationamong DFIs: FMO, IFC, SIFEM
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DFI Corporate Governance Network Background
2nd Conference: Amsterdam- March 2007– Hosted by: FMO & IFC– Objectives: Proposal of a common Approach
Statement on corporate governance among DFIs– Outcomes:
• Acknowledgement of the importance of corporategovernance to DFIs
• Signature of the “Corporate Governance ApproachStatement” (Washington, DC – October 2008 by 31DFIs)
• Creation of the “DFI Working Group on CorporateGovernance”
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DFI Working Group on Corporate Governance
An open group, currently including:
– AfDB, Mohamed Bourenane– CAF, Gabriel Duque– EBRD, Gian Piero Cigna– FMO, Frederik Van Pallandt– IFC, Sanaa Abouzaid– IsDB, Julio Estrada
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DFI Corporate Governance Network Background
3rd Conference: Tunis- October 2008– Hosted by: AfDB– Organized by: the DFI Working Group on Corporate
Governance– Objectives:
• Assessment of where DFIs stand (and where they’reheading) in their corporate governance evaluation practices
• Sharing lessons learned on implementation of the ApproachStatement
• Strengthening collaboration & synergies among DFIs
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DFI Approach Statement on Corporate Governance
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Common Corporate Governance Definition
Corporate Governance is the system by whichcompanies are directed and controlled.Cadbury Code, UK, 1992
Corporate governance involves a set of relationshipsbetween a company’s management, its board, itsshareholders and other stakeholders.Corporate governance also provides the structurethrough which the objectives of the company are set,and the means of attaining those objectives andmonitoring performance are determined.OECD Principles, 2004
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DFI Approach Statement on Corporate Governance
5 Approach Statement Elements focusing on:
1. Development of corporate governance guidelines2. Corporate governance training3. Observance of local corporate governance codes4. Use of Internationally recognized financial
reporting standards5. Collaboration with other DFIs
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DFI Approach Statement on Corporate Governance
1- Each signing DFI endeavors to:“Develop or adopt guidelines, policies orprocedures on the role of corporate governanceconsiderations in its due diligence andinvestment supervision operations; these couldcover aspects such as: commitment to good corporategovernance, the rights and equitable treatment ofshareholders, the role of stakeholders, disclosure andtransparency, and the composition and responsibilities of theBoard of Directors”
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DFI Approach Statement on Corporate Governance
2- Each signing DFI endeavors to:“Provide or procure training on corporategovernance issues to its investment andsupervision staff”
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DFI Approach Statement on Corporate Governance
3- Each signing DFI endeavors to:“Encourage companies where it invests in(whether directly or indirectly) to observe localcodes of corporate governance in the spirit ofbest international practice.Engage company management and boardmembers in a dialogue to foster improvement inthose cases where corporate governancepractices are weak”
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DFI Approach Statement on Corporate Governance
4- Each signing DFI endeavors to:“Promote the use of internationally-recognized financial reporting standardsand encourage investee companies to adoptor align their accounting principles andpractices to such standards”
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DFI Approach Statement on Corporate Governance
5- Each signing DFI endeavors to:“Collaborate with other DFIs on anongoing basis, and when appropriate with itspartners, to further advance the cause ofgood corporate governance”
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DFI Approach Statement on Corporate Governance
The following 31 DFIs signed the CorporateGovernance Approach Statement inWashington on October 19th, 2007:
AfDB; ADB; AWS; BIO; SBI-BMI; BSTDB;BCIE; CAF; CDC; Cofides; DBSA; DEG;DFCU; EBRD; EIB; EADB; IADB/IIC; PTABank; Finn Fund; FMO; IDC; IBRD; IFC;IFU; IsDB; NORFUND; OPIC; Proparco;SIFEM; SIMEST and SWEDFUND 16
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DFIs practices in Corporate Governance
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DFIs Corporate Governance Practices
Methodology:
• Requested “profiles” from signing DFIs• Response rate of about 75 %• Analyzed the received information and
made an approximate evaluation of thepractices of each DFI according to the5 components of the ApproachStatement
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Statement 1: Corporate Governance Policies
Current Practices:
AS I Basic CG aspects included in the general investment
appraisal framew ork59%
No CG Guidelines23%
Specif ic methodology (developed/adopted) used to
assess clients’ CG18%
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Statement 1: Corporate Governance Policies
Work in Progress:– 61% of DFIs with basic/no specific corporate
governance policies in place are preparing orplanning to adopt guidelines in this area
– All DFIs with existing corporate governance policiesare planning further refinement
Leading DFIs:– DBSA; EBRD; IADB; IFC
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Statement 2: Training of Staff & Nominee Directors
Current Practices (staff training):
AS IINo training for staff
36%
Occasional training for staff50%
Regular Training for staff14%
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Statement 2: Training of Staff & Nominee Directors
Current Practices (director training):
AS II No training for Board nominess
70%
Occasional training for Board nominees
15%
Regular Training for Nominees
15%
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Statement 2: Training of Staff & Nominee Directors
Work in Progress:
• 32% of DFIs are interested in organizingtraining for their staff/directors
• Most DFIs are interested in cooperating witheach other in this area
Leading DFIs:– ADB; DBSA; EBRD; IFC
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Statement 3: Encouraging Clients to Improve their Governance
Current Practices:
AS III
No encouragement mechanisms
27%
Some encouragement mechanisms
73%
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Statement 3: Encouraging Clients to Improve their Governance
Current Practices:Some of the encouragement mechanisms used:• Conducting CG assessments and preparing
Improvement Programs for clients• Encouraging clients to adopt CG codes and
best practice• Incentives (funds /TA) to clients improving
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Statement 3: Encouraging Clients to Improve their Governance
Work in Progress :
• 32% of DFIs would like their support toclients in improving their corporategovernance to become more systematic
Leading DFIs:– AfDB; BIO; CAF; FinnFund; SIFEM
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Statement 4: Promoting the Use of Internationally-Recognized Reporting & Accounting Standards
Current Practices:
Requiring use of Internationally recognized financial reporting
standards23%
Encouraging use of Internationally recognized financial reporting
standards36%
No encouragements23%
Requiring the use of internationally recognized
financial reporting standards on a case by case basis
18%
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Statement 4: Promoting the Use of Internationally-Recognized Reporting & Accounting Standards
Work in Progress :
• None
Leading DFIs:– EIB; FinnFund; SIFEM; SWEDFUND
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Statement 5: Collaborating with other DFIs in Corporate Governance
Current Practices:
AS VExisting collaboration
79%
No collaboration yet21%
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Statement 5: Collaborating with other DFIs in Corporate Governance
Work in Progress:
Areas of interest for further collaboration among DFIs:
• Sharing experience in CG with other DFIs• Developing CG guidelines• Staff and nominees training
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Conclusion & Next Steps
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Conclusion & Next Steps
So far, a lot has been achieved, especially in the areas of:
• Adopting general CG guidelines• Encouraging clients to improve their
CG• Collaborating with other DFIs
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Conclusion & Next StepsMore still needs to be achieved, especially in the
areas of:• Further defining CG guidelines• Training of staff and directors• Strategic client encouragement mechanisms• Encouraging/requiring the use of
internationally recognized reporting standards
• More effective collaboration among DFIs
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