L’anno trascorso è stato caratterizzato dall’emergenza sanitaria che ha avuto un inevitabile impatto sui processi operativi delle aziende così come sulle dinamiche e discussioni consiliari.
I Consigli di Amministrazione, che sono stati compatti ed impegnati in prima linea con il management, non hanno trascurato di affrontare temi fondanti come la ridefinizione del “Purpose” e il successo sostenibile come obiettivo ultimo dell’impresa. Elementi questi che devono essere integrati nel piano industriale e conseguentemente nel sistema di controllo interno e di gestione dei rischi fino a diventare elementi sostanziali nelle politiche di remunerazione. La sostenibilità, tradotta da ogni azienda rispetto al proprio business, è un elemento imprescindibile per una corretta governance integrata, così come da sempre lo sono la trasparenza verso il mercato e, in una sempre crescente misura, il dialogo costante con gli azionisti e tutti gli stakeholder.
Il Board Index 2020 sottolinea ancora una volta l’importanza della composizione del Consiglio di Amministrazione, elemento chiave al fine di garantire l'efficacia del Consiglio stesso. E’ essenziale garantire da un lato la continuità dei Consigli di Amministrazione laddove abbiano lavorato bene e dall’altra promuovere il rinnovo dei componenti.
The Italy Board Index 2020 is focused on the Boards of Directors of the major Italian companies belonging to the FTSE MIB index. The evidences of this 25th edition are:
- over 76% of the CEOs in the panel have an overall remuneration in excess of € 1 million; of these, more than one third receives more than 4 million euros. The average fixed salary is around 1.1 million euros, the total media compensation is in the order of 2.7 million euros.
- female Directors represent 35.7% of the Directors in the panel, in line with last year's figure. In 41% of the companies analysed, the percentage of women exceeds 35%.
- in the major companies in Italy, women holding executive roles represent 3% of the sample and 7% of the overall executive positions held. There is only one Executive President, one Deputy Executive Chairman, 2 Directors who sit on an Executive Committee and only one woman is the Chief Executive Officer.
- 76% of FTSE MIBs declare that they have implemented adequate procedures for the succession of the CEO: however, only 9 companies describe a structured plan while the remaining implement generic succession plans in emergency (or "contingency plan").
- only 9% of the Directors appointed this year represent "newly appointed" profiles, i.e, for the first time they have been elected to the Board of a listed company in the last 5 years.
The past year was characterized by the pandemic emergency which had an inevitable impact on the operational processes of the companies as well as on the dynamics and discussions of the Boards.
The Boards of Directors, which have been compact and committed to the front line with management, have not neglected to address fundamental issues such as the redefinition of the "Purpose" and the “Sustainable Success” as the ultimate goal of the company. These elements must be integrated in the industrial plan and consequently in the Internal Control and Risk Management systems in order to become substantial elements in the Remuneration Policies.
Sustainability, translated by each company with respect to its own business, is an essential element for proper integrated governance, as has always been transparency towards the market and, to an ever-increasing extent, constant dialogue with shareholders and all stakeholders.
The Board Index 2020 once again underlines the importance of the composition of the Board of Directors, a key element in ensuring the effectiveness of the Board itself. It is essential to ensure on the one hand the continuity of the Boards of Directors – in particular when they have worked effectively - and on the other hand to promote the renewal of the members.
Finally, the relevance of the internal dynamics of the Board of Directors is confirmed, such as working methods and interaction between members, the consensus-building process, the need for rigor and discipline in time management, and the importance of trusted relationships. All these themes, which characterize the culture of the Board of Directors, are identified and analyzed.