9.2.1 When the current government came into power, it started to emphasise strong economic growth in the economy and a balance between state control and privatisation. A stronger governance model was supported by an emphasis on social, environment and rural areas. Corruption remains a problem and is being addressed by auditing courts (legislature) and the internal control body (executive). 9.2.2 There are two forms of SOEs in Brazil, namely public companies (shareholders are government and private capital) and government companies (with only government capital, either held by the national government or by the national government and other government institutions). 9.2.3 The SOE company structure in Brazil represents a pyramid with directors at the top (indicated/appointed by government), middle management (career experts with no government persons) and staff in the base of the pyramid (requiring a test for the start of a career). 9.2.4 A permanent factor in Brazil is the Brazilian culture, with no nationalisation in the last 30 years. 9.2.5 Second wave factors as part of critical success factors include corporate governance, competitiveness and the rule of law.