È in corso il restauro conservativo del Duomo di Milano. Un ... - Eni
È in corso il restauro conservativo del Duomo di Milano. Un ... - Eni
È in corso il restauro conservativo del Duomo di Milano. Un ... - Eni
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INTERVISTA - INTERVIEW<br />
66<br />
obiettivo <strong>di</strong> buona governance e non tollera deviazioni rispetto<br />
al suo target, l’azienda <strong>in</strong> questione si è assicurata<br />
già le con<strong>di</strong>zioni per fare molti passi <strong>in</strong> avanti. <strong>È</strong> <strong>il</strong> top management<br />
a stab<strong>il</strong>ire i mo<strong>del</strong>li <strong>di</strong> riferimento. Senza questa<br />
guida e questo comportamento,<br />
non è possib<strong>il</strong>e che prenda forma<br />
una buona governance. Ovviamente<br />
deve essere messa <strong>in</strong> conto<br />
l’alta probab<strong>il</strong>ità <strong>di</strong> raccogliere<br />
anche degli <strong>in</strong>successi. Il management<br />
ad esempio può essere tentato<br />
– per scelta o semplicemente<br />
per errori <strong>di</strong> valutazione – <strong>di</strong> deviare<br />
dalla politica impostata. E lo<br />
stesso top management può cedere<br />
all’impulso <strong>di</strong> riservarsi risorse<br />
altrimenti dest<strong>in</strong>ate alla società<br />
o agli azionisti. Il ruolo degli <strong>in</strong>vestitori<br />
tuttavia sta cambiando e si<br />
fa più <strong>in</strong>cisivo. In particolare quello<br />
dei gruppi <strong>di</strong> private equity e<br />
degli hedge funds, che stanno <strong>di</strong>ventando<br />
più attenti all’opera <strong>di</strong><br />
vig<strong>il</strong>anza e consapevoli nei processi<br />
<strong>di</strong> controllo. Le loro attività<br />
<strong>di</strong> sorveglianza e <strong>di</strong> au<strong>di</strong>t<strong>in</strong>g rendono<br />
più <strong>di</strong>ffic<strong>il</strong>e per l’alta <strong>di</strong>rezione<br />
ogni deviazione rispetto all’obiettivo<br />
<strong>di</strong> massimizzare <strong>il</strong> valore<br />
<strong>del</strong>la compagnia nell’<strong>in</strong>teresse<br />
CORPORATE<br />
GOVERNANCE. Per poter<br />
funzionare <strong>in</strong> modo<br />
efficiente un’azienda<br />
deve puntare su una<br />
leadership riconosciuta<br />
che sappia guidare<br />
attraverso le regole,<br />
l’esempio<br />
e <strong>il</strong> comportamento.<br />
La comunità f<strong>in</strong>anziaria<br />
premia sempre più<br />
le aziende che operano<br />
secondo questi pr<strong>in</strong>cipi.<br />
CORPORATE<br />
GOVERNANCE. To be able<br />
to operate efficiently a firm<br />
needs to strive<br />
for a recognized leadership,<br />
capable of govern<strong>in</strong>g<br />
by means of rules, example<br />
and behaviour.<br />
The f<strong>in</strong>ancial community<br />
<strong>in</strong>creas<strong>in</strong>gly rewards<br />
the firms that operate<br />
accord<strong>in</strong>g to these<br />
pr<strong>in</strong>ciples.<br />
dei suoi azionisti.<br />
E’sW I mercati f<strong>in</strong>anziari oggi<br />
sono <strong>in</strong>fluenzati da players <strong>di</strong>versi<br />
da quelli <strong>del</strong> passato? Ci<br />
si può chiedere ad esempio se<br />
la governance che potrebbe venire<br />
applicata a <strong>in</strong>vestitori istituzionali<br />
come fon<strong>di</strong> pensione e<br />
d’<strong>in</strong>vestimento sia appropriata<br />
e sufficiente rispetto all’attuale<br />
forza degli hedge funds…<br />
I fon<strong>di</strong> pensione e quelli d’<strong>in</strong>vestimento<br />
non de<strong>di</strong>cano molto impegno<br />
alla corporate governance.<br />
In genere passano le loro responsab<strong>il</strong>ità<br />
a consulenti esterni,<br />
ovvero a società specializzate<br />
(sul tipo, ad esempio, <strong>di</strong> Institutional<br />
Shareholder Services) che “certificano” le<br />
imprese <strong>in</strong> materia <strong>di</strong> best practices, sulla base cioè<br />
dei loro comportamenti e atteggiamenti nelle politiche<br />
<strong>di</strong> governance. Secondo una prassi che si sta <strong>di</strong>ffondendo,<br />
affidano <strong>in</strong>somma queste funzioni a terzi e a<br />
presc<strong>in</strong>dere dal fatto che questi esperti esterni sappiano<br />
effettivamente qualcosa o meno sulle corrette strategie<br />
<strong>di</strong> una buona governance. Gli hedge fund e le<br />
società <strong>di</strong> private equity sono <strong>in</strong>vece co<strong>in</strong>volti <strong>in</strong> modo<br />
<strong>di</strong>retto nel processo <strong>di</strong> governance. Sono operatori<br />
f<strong>in</strong>anziari attivi che acquistano quote <strong>di</strong> partecipazione<br />
r<strong>il</strong>evanti – a volte determ<strong>in</strong>anti – e che <strong>in</strong>vestono allo<br />
scoperto per <strong>di</strong>scipl<strong>in</strong>are aziende che tendenzialmente<br />
non considerano o non tutelano gli <strong>in</strong>teressi dei loro<br />
azionisti. Svolgono perciò un’azione <strong>di</strong> trasparenza più<br />
<strong>in</strong>cisiva rispetto ai fon<strong>di</strong> pensione e d’<strong>in</strong>vestimento.<br />
E’sW<br />
Nel registrare una funzione comunque cre-<br />
scente degli <strong>in</strong>vestitori quali garanti <strong>del</strong>la corporate<br />
governance, si può r<strong>il</strong>evare anche un ruolo crescente<br />
dei gruppi d’<strong>in</strong>vestimento come “guar<strong>di</strong>ani” <strong>del</strong>l’<strong>in</strong>tegrità<br />
complessiva dei mercati?<br />
Il dato da prendere <strong>in</strong> considerazione è che gli <strong>in</strong>ve-<br />
<strong>Eni</strong>’s Way<br />
rather to allow all bus<strong>in</strong>ess activities, all the bus<strong>in</strong>ess world,<br />
to operate <strong>in</strong> a global environment, and grow <strong>in</strong> a fair and<br />
orderly context. Even excessive updates of norms end up<br />
<strong>di</strong>stort<strong>in</strong>g the economy. That’s why I talk about an<br />
<strong>in</strong><strong>di</strong>spensable “broadness” of regulation and I ma<strong>in</strong>ta<strong>in</strong> that<br />
changes become necessary precisely if and when it<br />
becomes clear that the law h<strong>in</strong>ders or drags down economic<br />
growth. Rules should be limited <strong>in</strong> number but call for<br />
serious punishment and allow<strong>in</strong>g for a quick reaction<br />
process when they are violated.<br />
E’sW That be<strong>in</strong>g so, what are the best strategies to<br />
improve security and, to some extent, f<strong>in</strong>ancial stab<strong>il</strong>ity to<br />
markets, with regard to both enterprises and <strong>in</strong>vestors?<br />
Economy is constantly fluctuat<strong>in</strong>g, and economic activity is,<br />
by nature and def<strong>in</strong>ition, subject to uncerta<strong>in</strong>ty. When it<br />
comes to strategies, we can but refer to the various national<br />
systems. And for a number of them it is a serious matter<br />
because their production – their “wealth” – is centred on few<br />
activities and <strong>in</strong> particular sectors, hence the classic<br />
<strong>di</strong>versification or spread<strong>in</strong>g of risks seems impractical.<br />
<strong>Eni</strong>’s Way<br />
However, everyone can set up reserves as a hedge aga<strong>in</strong>st<br />
their economic risks, accord<strong>in</strong>g to their own assets.<br />
Basically, all countries should <strong>in</strong>clude a risk management<br />
item <strong>in</strong> their public budget.<br />
E’sW One of the subjects you are mostly <strong>in</strong>terested <strong>in</strong> is<br />
surely corporate governance. In this connection you<br />
emphasized the absolute need for a <strong>di</strong>rect commitment –<br />
beyond that of enterprises and their top executives – by<br />
<strong>in</strong>stitutional authorities and <strong>in</strong>vestors. In your op<strong>in</strong>ion, what<br />
are their respective roles and responsib<strong>il</strong>ities?<br />
Corporate governance beg<strong>in</strong>s at the corporate top. If the top<br />
management clearly def<strong>in</strong>es a target for good governance<br />
and does not tolerate deviations from it, that company w<strong>il</strong>l<br />
already have set the basis to make many steps forward. It’s<br />
up to the top management to set the reference mo<strong>del</strong>. Good<br />
governance cannot take shape without this guide and this<br />
conduct. Obviously, one must allow for the high probab<strong>il</strong>ity to<br />
meet fa<strong>il</strong>ure at times. For example, the management may be<br />
tempted – out of choice or simply ow<strong>in</strong>g to evaluation<br />
mistakes – to deflect from the adopted gui<strong>del</strong><strong>in</strong>es. And the<br />
very top management may not resist the urge to keep for<br />
themselves resources which should be allocated to the<br />
company or shareholders.<br />
Nonetheless, the role of <strong>in</strong>vestors is<br />
chang<strong>in</strong>g, it’s becom<strong>in</strong>g more <strong>in</strong>cisive.<br />
Particularly that of private equity and<br />
hedge fund groups, which are pay<strong>in</strong>g<br />
La natura fondamentale <strong>del</strong>le norme è<br />
far crescere <strong>il</strong> bus<strong>in</strong>ess <strong>in</strong> modo ord<strong>in</strong>ato.<br />
The basic nature of norms is to allow<br />
bus<strong>in</strong>ess to grow <strong>in</strong> an orderly way.<br />
more attention to watchdog activities, be<strong>in</strong>g aware of<br />
monitor<strong>in</strong>g processes. Their monitor<strong>in</strong>g and au<strong>di</strong>t<strong>in</strong>g<br />
activities make it much harder for top managers to deviate<br />
from the target of maximis<strong>in</strong>g the company’s value, <strong>in</strong> its<br />
shareholders’ <strong>in</strong>terest.<br />
E’sW Are today’s f<strong>in</strong>ancial markets <strong>in</strong>fluenced by <strong>di</strong>fferent<br />
players than those <strong>in</strong> the past? One may wonder for<br />
example whether the governance that may be applied to<br />
<strong>in</strong>stitutional <strong>in</strong>vestors such as pension and <strong>in</strong>vestment<br />
funds is adequate and sufficient <strong>in</strong> consideration of the<br />
current strength of hedge funds…<br />
Pension and <strong>in</strong>vestment funds do not de<strong>di</strong>cate much effort<br />
to corporate governance. In general they pass their<br />
responsib<strong>il</strong>ities over to outside consultants, or to specialist<br />
companies (such as, for example, Institutional Shareholder<br />
Services), which “certify” the bus<strong>in</strong>esses <strong>in</strong> terms of best<br />
practices, on the basis of their behaviour and attitudes over<br />
their policies of governance. A practice that is spread<strong>in</strong>g, is<br />
to entrust these functions to third parties regardless of<br />
whether these external experts effectively know<br />
67