OECD/G20 Principles of Corporate Governance
Corporate Governance Framework Foundation

OECD/G20 Principles of Corporate Governance OECDCG-1: Effective Corporate Governance Framework Legal + Regulatory Foundation

Ensure the basis for an effective corporate governance framework per OECD/G20 Principles Chapter I. The corporate governance framework should (a) promote transparent and fair markets + the efficient allocation of resources + (b) be consistent with the rule of law + support effective supervision and enforcement + (c) be developed with a view to its impact on overall economic performance + market integrity + and incentives it creates for market participants + the promotion of transparent and well-functioning markets + (d) have legal and regulatory requirements that affect corporate governance practices be consistent with the rule of law + transparent + and enforceable + (e) ensure the division of responsibilities among different authorities is clearly articulated and ensures that the public interest is served, (f) ensure stock market regulation should support effective corporate governance, (g) ensure supervisory + regulatory + and enforcement authorities have the authority + integrity + and resources to fulfil their duties in a professional and objective manner + with timely + transparent + and fully explained decisions + (h) maintain cross-border cooperation including bilateral and multilateral arrangements.

Maintained by Gerard BlokdykVerified against the published standard Control text last updated

What else in your programme already covers this

This control maps to 8 controls across 4 other frameworks. If you already hold one of them, the evidence you collected for it is the starting point here rather than new work.

ISO 37000:2021 · 3 controls

  • ISO37000-GF-01 Cl. 6.9 Ethical behavior - Acting with integrity, honesty, equity, and social responsibility
  • ISO37000-GF-02 Cl. 6.5 Accountability - Being answerable for decisions and actions to stakeholders
  • ISO37000-SD-01 Cl. 6.3 Strategy - Formulating strategy aligned with organizational purpose and stakeholder expectations

Argyris Double-Loop Learning · 2 controls

  • ARGYRIS-DL Double-Loop Learning - questioning and modifying underlying assumptions, values, and policies
  • ARGYRIS-TU Theory-in-Use - the theory of action actually governing behavior, often unconscious and different from espoused

COSO Internal Control - Integrated Framework (2013) · 2 controls

  • COSO-IC-CE-01 The organization demonstrates commitment to integrity and ethical values
  • COSO-IC-CE-02 The board demonstrates independence from management and exercises oversight of internal control

Hersey & Blanchard Situational Leadership Model · 1 control

  • HB-SLT-4LeadershipStyles-S1-S2-S3-S4 Hersey-Blanchard SLT 4 Leadership Styles - S1 Directing, S2 Coaching, S3 Supporting, S4 Delegating

Every mapping shown was judged rather than inferred from wording similarity, and the ones that failed review are published too. See the coverage reports and what was rejected.

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The graph holds this control, the 8 it maps to, and the evidence behind each claim, over MCP and REST.

MCP endpointAll OECD/G20 Principles of Corporate Governance controls