ADB is committed to achieving a prosperous, inclusive, resilient, and sustainable Asia and the Pacific, while sustaining its efforts to eradicate extreme poverty.
Established in 1966, it is owned by 68 members—49 from the region.
ORGANIZATION
ACCOUNTABILITY
ADB supports projects in developing member countries that create economic and development impact, delivered through both public and private sector operations, advisory services, and knowledge support.
Finding Balance: Benchmarking the Performance of State-Owned Enterprises in Papua New Guinea
The purpose of this study is to assess the impact of the SOE sectors on the economies of the participating Pacific countries, and identify the key performance drivers and reform strategies that can guide future policy action.
Kiribati's Political Economy and Capacity Development
Investigation into the social, economic, political, and institutional factors that encourage or impede inclusive economic development in Kiribati. Studies the political economy of the country's state-owned enterprise reform.
State-owned Enterprise Reform
Throughout the world, the commercialization of state-owned enterprises (SOEs) has led to increased efficiencies, reduced costs, improved service delivery, and better outcomes for the economy in terms of resource allocation and productivity. Why? Because commercialization allows SOE performance to be better measured in terms of results. Commercial governance structures bring about greater transparency and accountability, and create incentives for managers that are aligned with maximizing the value of an organization in behalf of its stakeholders. The next step beyond commercialization is full or partial privatization. While not a necessary outcome of commercialization, privatization can, among other benefits, ensure that gains achieved through commercialization are not reversed. This policy brief provides a rationale for commercializing state-owned enterprises.
Balanced Scorecard: for State-owned Enterprises: Driving Performance and Corporate Governance
Balanced Scorecard: for State-owned Enterprises: Driving Performance and Corporate Governance discusses performance management and corporate governance. The book focuses on putting in place a framework for governments to strategically manage the organizations that they own and control. It introduces a methodology by which governments can (i) set strategic goals for their state-owned enterprise (SOE) sectors; (ii) measure progress toward achieving those goals; and (iii) stimulate their SOEs to improve performance through improved performance management. This publication represents an attempt to focus attention on the responsibilities of governments to maximize the financial and nonfinancial performance of enterprises entrusted to their control. Finally, the book presents eight different case examples in which this methodology is applied. These cases range from a national government operating through an agency to state-owned holding companies to individual SOEs.
Policy Reform in Viet Nam and the Asian Development Bank's State-Owned Enterprise Reform and Corporate Governance Program Loan
This paper presents a case study of ADB's State-Owned Enterprise Reform and Corporate Governance Program Loan that was aimed at supporting key reforms in Viet Nam’s transition.
Finding Balance: Making State-Owned Enterprises Work in Fiji, Samoa, and Tonga
The purpose of this study is to demonstrate the need for and benefits from state-owned enterprise (SOE) reform in Fiji, Samoa, and Tonga, and to identify successful reform strategies to inform future policy action.
Finding Balance 2011: Benchmarking the Performance of State-Owned Enterprises in Fiji, Marshall Islands, Samoa, Solomon Islands, and Tonga
This study is to review the progress of SOE reform in Fiji, the Marshall Islands, Samoa, Solomon Islands, and Tonga, to demonstrate the benefits of reform, and to identify successful reform strategies to inform future policy action.
