Reflection group

Nuovi Modelli di Leadership per il Consigliere di Amministrazione


- Coordinatori: Livia Piermattei e Laura Iris Ferro

Perché un Gruppo di lavoro sui Modelli di Leadership per un Consigliere di Amministrazione?

L’obiettivo di questo Reflection Group è creare consapevolezza e progressivo coinvolgimento tra i Consiglieri di Amministrazione in Italia sull’importanza di adottare nuovi comportamenti e processi nei Board al fine di assicurare la realizzazione di decisioni, processi e azioni che generino valore per l’azienda e consolidino la sua licenza ad operare prendendo in considerazione le loro conseguenze sulle diverse categorie di stakeholder e promuovere così il «long term and integrated thinking» nei Consigli e nelle aziende che gestiscono.

Livia Piermattei

The Italian Corporate Governance Code already in its first article states that administrators operate by pursuing the primary objective of creating value for the shareholders over a medium-long term period. The Banca d’Italia norm 285 statement  is very similar but extends the reach from shareholders to all stakeholders. This approach to banks governance is strongly supported by the European Union. At the same time business models for both companies and banks are still focused on short term while performance management systems for the top managers have a vesting period which is in the average much lower than in the other European countries. Both these situations contradict the possibility to focus business strategies with a medium-long term perspective.
In addition, Italy keeps facing huge bribery and corruption scandals even if a strict Governance norm (known as 231) requests a Code of Ethics and a number of different control systems in the companies (not only listed companies) and the Bank of Italy has set up a number of very strict control systems on banks.
As you see from this short introduction, contradictions lay mainly in the fact that norms exist, Corporate Governance Codes are in place, but business models of companies and leadership models for Administrators and their connected behaviours are not focused on making companies operate for long term value creation.

What kind of leadership model (behaviours and processes) should Administrators in Boards and especially NEDs act in order to create the conditions for managers to think long term and consider in their decision making process the consequences their decisions create on the different stakeholder categories?

Excerpt from the speech held by Livia Piermattei at the FEEM (Fondazione Eni Enrico Mattei meeting on Integrated Reporting)



ASSOLOMBARDA 22 OTTOBRE.docx
Livia Piermattei on HBR Italy Nov 2014.pdf
RICERCA CSR COMPLETA.pdf
IR Investor Base_Serafeim.pdf
LA FRONTIERA DELLE PERFORMANCE_HBR Italia 5_2013.pdf
JACF Long-Term Investors.pdf
PIERMATTEI 2 MARZO 2016.pdf
IR Focus on Integrated Thinking Handbook.pdf
ITh complete Table.pdf