Guidance Note On State Owned Enterprise Reform In Sovereign Projects And Programs

This publication provides guidance to support efforts to reform state-owned enterprises (SOEs) in developing Asia. Under its Strategy 2030, ADB is committed to SOE reform in its developing member countries (DMCs). The publication reviews the significance of SOEs in Asia and the Pacific, the role of SOE reform in ADB's strategy, and related requirements for sovereign projects. SOE challenges are also assessed with a focus on projects, policy-based loans (PBLs), and sector programs. Although the publication is designed to guide ADB staff in their work with SOEs through sovereign projects, PBLs, and technical assistance, it may also be of use to DMC officials and SOE boards and management.

Under Strategy 2030, the Asian Development Bank (ADB) is committed to state-owned enterprise (SOE) reform in its developing member countries (DMCs). The publication reviews the significance of SOEs in Asia and the Pacific, the role of SOE reform in ADB's strategy, and related requirements for nonsovereign and One ADB projects. Nonsovereign financing for SOEs can help reduce the burden of sovereign debt and mobilize new funding for vital investments, including climate change mitigation. Designed to guide ADB staff in their work with SOEs through sovereign projects, policy-based loans, and technical assistance, this publication may also be of use to DMC officials and SOE boards and management.

This report identifies key governance challenges in the management of fiscal risks and contingent liabilities in Asia and the Pacific arising from public investments through public–private partnerships and state-owned enterprises. It highlights the importance of investment in quality infrastructure to overcome the trilemma of the overall infrastructure investment gap, limited fiscal space, and increasing debt. It shows that such investments need to be efficient—that is, they need to provide the right infrastructure delivering maximum economic benefits at the lowest cost. The report sets out practical insights as a resource for decision-makers.

State-owned enterprises (SOEs) can play a key transformative role in the green transition needed to tackle climate change and biodiversity loss. This report explores how these SOEs can develop and deploy sustainable financial instruments to aid in this transition. To accelerate the successful adoption of green finance tools, the report examines how SOEs can resolve governance and capacity gaps to make better use of green capital markets, enabling a healthier environment and a more resilient future.

Presents the OECD Guidelines on Corporate Governance of State-Owned Enterprises as well as a comparative overview of main practices and issues related to corporate governance of state-owned enterprises in the OECD area.

This Toolkit provides an overall framework with practical tools and information to help policymakers design and implement corporate governance reforms for state-owned enterprises. It concludes with guidance on managing the reform process, in particular how to prioritize and sequence reforms, build capacity, and engage with stakeholders.

State-owned enterprises (SOEs) play an important role in Emerging Europe’s economies, notably in the energy and transport sectors. Based on a new firm-level dataset, this paper reviews the SOE landscape, assesses SOE performance across countries and vis-à-vis private firms, and evaluates recent SOE governance reform experience in 11 Emerging European countries, as well as Sweden as a benchmark. Profitability and efficiency of resource allocation of SOEs lag those of private firms in most sectors, with substantial cross-country variation. Poor SOE performance raises three main risks: large and risky contingent liabilities could stretch public finances; sizeable state ownership of banks coupled with poor governance could threaten financial stability; and negative productivity spillovers could affect the economy at large. SOE governance frameworks are partly weak and should be strengthened along three lines: fleshing out a consistent ownership policy; giving teeth to financial oversight; and making SOE boards more professional.