Ladan Mahoobi, Organisation for Economic Co-Operation and's Privatising State-Owned Enterprises: An Overview of Policies PDF

By Ladan Mahoobi, Organisation for Economic Co-Operation and Development

This record contributes to the dissemination of knowledge on OECD privatisation equipment and methods. It essentially attracts upon details that has collected in the course of the process the lifetime of the OECD Privatisation community and its outreach job. It additionally makes use of details from the Advisory staff on Privatisation, from case examples and from member international locations. This file specializes in the implementation features of privatisation within the OECD adventure.

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It shows their impact on corporate governance and transparency, and discusses which methods are more appropriate in which circumstances. Finally, Part 2 discusses the different post-privatisation control devices that may be applied, with their rationale, advantages and disadvantages. 1. Key Components of the Privatisation Process In some countries adoption of privatisation policies has its roots in ideology and the attitude towards the role and scope of government participation in economic activity.

However, one of the disadvantages of this approach is that the agency may have little clout with the SOEs and fail to draw upon the sector-specific knowledge of the relevant ministries and address public policy issues. Establishing strong links and an appropriate reporting relationship to the political decision makers at the highest level can help raise the profile of the agency and its effectiveness in pursuing its mandate. Furthermore, through policy consultation and coordination with the sectoral ministries, the dedicated agency can benefit from the sectoral expertise that is available in the public sector.

As a result, by 1996 the situation had been turned around and IRI was paying dividends to Treasury. Between 1992 and its closure in June of 2000, over 30% of the proceeds raised by the Italian privatisation programme were generated from the sale of assets that were held by IRI . IRI was responsible for transactions such as the sale of Autostrade (highway operator), stakes in Alitalia, and Finmeccanica (defence and manufacturing conglomerate) in 2000 . In preparing the assets for sale IRI often undertook restructuring of the assets and pursued a strategy of maximising value.

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