Voici une synthèse de François Couillard de la firme Strategies & Directions sur les grandes leçons à retirer en gouvernance à partir de l’expérience européenne. Ce résumé a été établi lors d’une session de International Economic Forum of the Americas, tenue récemment à l’occasion de la Conférence de Montréal. Ce résumé est évocateur des changements auxquels nous pouvons nous attendre dans le domaine de la gouvernance en Europe.
« One of the sessions was sponsored by a business think tank to which I belong, the Canada-Belgium Committee. It brought together a few European experts in the field: Herman Daems, Chairman of the Board, BNP Paribas Fortis, and Yves Leterme, deputy Secretary General, OECD and past Prime Minister of Belgium. The room was packed and the audience was very engaged. The following are 10 insightful comments from Daems and Leterme:
1. Good governance should not be a box ticking exercise.
2. Even with robust governance systems in place, companies are not immune from failure.
3. Boards need to find a cooperative equilibrium between the interests of various stakeholders.
4. There should be more attention paid to ensuring the competence of Directors.
5. There is a lack of appropriate internal checks and balances. Don’t give senior management “Carte Blanche”.
6. Existing executive financial incentives drive short-term results at the expense of long-term performance and foster excessive risk taking.
7. Boards should be open and transparent and have the courage to communicate.
8. Achieving gender balance on boards is highly desirable but difficult to attain in practice.
9. Boards must ensure corporate and business strategies are aligned with the risk appetite and long-term success of the company.
10. Running a company is like driving a car. Even with best road regulations and traffic signs, you can’t guarantee the driver won’t get in trouble: you need good road signs and good drivers! (Daems) ».
2. Even with robust governance systems in place, companies are not immune from failure.
3. Boards need to find a cooperative equilibrium between the interests of various stakeholders.
4. There should be more attention paid to ensuring the competence of Directors.
5. There is a lack of appropriate internal checks and balances. Don’t give senior management “Carte Blanche”.
6. Existing executive financial incentives drive short-term results at the expense of long-term performance and foster excessive risk taking.
7. Boards should be open and transparent and have the courage to communicate.
8. Achieving gender balance on boards is highly desirable but difficult to attain in practice.
9. Boards must ensure corporate and business strategies are aligned with the risk appetite and long-term success of the company.
10. Running a company is like driving a car. Even with best road regulations and traffic signs, you can’t guarantee the driver won’t get in trouble: you need good road signs and good drivers! (Daems) ».
Gouvernance | Jacques Grisé 