By OECD Publishing
The OECD guidance for Multinational organisations are strategies to multinational agencies on their behavior in such components as labour, atmosphere, client security and the struggle opposed to corruption. The strategies are made through the a
Read Online or Download Annual Report on the OECD Guidelines for Multinational Enterprises: 2003 Edition: Enhancing the Role of Business in the Fight Against Corruption PDF
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Extra resources for Annual Report on the OECD Guidelines for Multinational Enterprises: 2003 Edition: Enhancing the Role of Business in the Fight Against Corruption
NCPs provided more detailed information on their views on making public statements during the consideration of a specific instance. In response to the question “Does the NCP have a view on whether information on specific instances should be made public while they are still being considered”, a variety of positions were articulated, but, once again, there appeared to be broad agreement that protecting the confidentiality and integrity of the process were paramount. Seven respondents used a variant of the term “confidential” in their responses.
The questionnaire responses suggest that NCPs are broadly satisfied © OECD 2003 Background Paper on NCP Procedures with the Procedural Guidance and confident that it provides a useful basis for managing specific instances. None expressed dissatisfaction with the Procedural Guidance. Eleven (5 experienced, 6 non-experienced) indicated that they relied only on the Procedural Guidance (though one indicated that individual procedures are needed). One non-experienced NCP indicated that it “would prefer to handle matters on a case-by-case basis”, and that “[p]rocedures and policies could be developed after some experience has been gained”.
Parallel legal, regulatory or administrative procedures. NCPs differed in their response as to whether the fact that a specific instance concerned business conduct covered by legal, regulatory or administrative procedures would influence their approach to a specific instance. Nine experienced NCPs felt that it could or has already influenced decisions. For example, one experienced NCP was confronted with a specific instance that concerned business conduct that was also the subject of legal proceedings.