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page 193 chapter VII
Rolf-Dieter Krause asked Eric G. Sarasin: “Would a
change in the remuneration system for managers be a
steering tool for promoting sustainable management?”
Certainly, replied the banker. For instance, it
was incomprehensible that high salaries were paid
out when a company was operating at a loss or in a
risky situation. Supervisory boards ought to control
salaries more closely. “People who think they’re not
getting enough should go – they don’t fit in with the
corporate philosophy of a sustainable enterprise anyway.
But managers’ remuneration needs global correction
and should be regulated globally. In addition
to which, I advocate a bonus-malus system: in good
times, the bonus should not be paid out immediately,
but converted into an entitlement in the form of
stopped stocks, for example. If the company’s situation
later deteriorates, the shares would be worth correspondingly
less, and the person in question automatically
penalised.”
There are worse things than our crisis
“The crisis” has been the all-dominating topic since
autumn 2008. Other, ultimately greater problems
have been neglected as a result. Jean Asselborn addressed
the imbalance in the situation of poor and
rich countries: “People in poor countries live only half
as long as us and under appalling conditions. We need
more international solidarity. Billions of people fight
for survival every day, and we constantly talk about
the crisis that we're having and that we can certainly
overcome. In the long term, however, we’ll only come
out of it if we reorganise redistribution, also to poorer
countries.” One positive approach in this context was
the G-20, which targeted increased cooperation and