Le cadre de la gouvernance d’entreprise dans l’UE


 

Vous trouverez, en date du 7 novembre, un bref résumé de l’avis du Comité économique et social européen (CESE) sur le livre vert : Le cadre de la gouvernance d’entreprise dans l’UE (version anglaise).

 

Corporate Governance (CG) Definition : The CESE claims for a better definition of CG.

Not a « one fit all system » : “The specific characteristics of legislation, traditions, manner of doing business and behavioural patterns of shareholders vary across Member States and make it very challenging to provide a sound legislative framework at EU level”

Importance of ownership structure : the CESE encourages the European Commission to “perform and make available a detailed study on recent developments and trends in shareholders’ types, structure and relative importance in terms of shares held”.

Training : “All directors should receive induction on joining the Board and should regularly update and refresh their skills and knowledge”.

Unlisted companies : “The Commission should emphasise and promote the development and application of voluntary codes at national level for unlisted companies especially those with significant importance to society in particular companies with state or municipal ownership and companies with significant market power”. The document refers to the OECD guidelines for SOEs.

CEO/Chair split : the CESE is not in favour of European regulation imposing this type of separation.

Gender diversity : the CESE favours the comply or explain principle, transparency and disclosure.

Number of mandates for non executive directors : “The number of mandates a non-executive director can hold simultaneously should, in principle, be limited, but it would not be easy to set the precise number arbitrarily”.

Boards’ evaluations : “the CESE encourages formulation of stock exchange indexes and independent ratings of good governance practices”.

Minority Shareholders : “Any introduction of further complementary rights should carefully balance the interests of minority and controlling shareholders so that procedures for making important decisions are not blocked. The presence of a controlling shareholder could guarantee additional control over the membership and activities of the Board of Directors.”

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