The traditional definition of “corporate governance” covers all rules and principles that determine how a company is managed and controlled, as well as the breakdown of power between the different governing bodies. By appointing representatives that constitute boards of directors, shareholders exert some form on control on management.
The central role given to shareholders is partly do to the fact that they bear a certain amount of risk, with no certainty over future returns. But the question is whether shareholders are truly the only stakeholders to be carrying this risk. An employee is hardly in a position to diversify risks by working for several employers, and a supplier’s negotiating power with whoever commissions the work often limits his or her room for manoeuvre. Finally the negative impact of corporate activity on the environment (all forms of pollution, dwindling resources, climate change…) also demonstrates a lack of representation within these companies’ decision-making bodies.
Therefore, it seems that the inclusion of the different stakeholders in the directors’ mandates has the merit of recognising the importance of each and every one and providing a fairer compensation for risk, without denying shareholders their central role in corporate governance.
It seems that the inclusion of the different stakeholders in the directors’ mandates has the merit of recognising the importance of each and every one.
We wish to see the emergence of new governance models that effectively embed the interests of different partners in shareholders meetings or supervisory committees. We believe that companies should raise the importance given to these considerations and ensure that the value created is distributed fairly; this approach would clearly constitute a powerful driver for sustainable performance.
In this edition of our Newsletter, we shall describe our approach as bond investors and address the way we exercise our voting rights as shareholders. Our focus on Prophil will open us up to new forms of governance aimed at aligning the common good with economic profitability. Essentially, these articles will relate discussions and exchanges that not only help us define our vision, but also enable us, at our own level, to drive change and continue to innovate in the field of corporate governance.