| COMPOSITION OF THE BOARD |
- Diversity in terms of gender, age, profile and experience.
- Appropriate size in relation to quality of work, discussions and decision-making.
- Appropriate number of independent Directors (50%), given their profile, considerable freedom of expression and the structure of share ownership.
- Required expertise well represented in terms of the Board's requirements (see section 2.2.1.2), particularly experience of General Management of large international companies.
- Directors have recognised international experience.
- Appropriate composition of Committees, with sound expertise among Directors.
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- Diversity in terms of gender, age, profile and experience.
- Appropriate size in relation to quality of work, discussions and decision-making.
- Appropriate number of independent Directors (50%), given their profile, considerable freedom of expression and the structure of share ownership.
- Required expertise well represented in terms of the Board's requirements (see section 2.2.1.2), particularly experience of General Management of large international companies.
- Directors have recognised international experience.
- Appropriate composition of Committees, with sound expertise among Directors.
Areas for improvement/Action to be taken/Issues to be addressed When future Directors are recruited, this level and diversity of skills, in particular on the subjects of sustainability and international experience, is maintained/reinforced. Priority could also be given to expertise in artificial intelligence, for example. |
| OPERATING METHODS OF THE BOARD OF DIRECTORS |
- An operating method enabling the Board to fully carry out its duties, in particular drawing up and monitoring the implementation of strategic priorities.
- Very good level of involvement; active, committed Directors who express themselves very freely.
- Agendas well suited to the challenges facing the company and the Board’s remit;adaptable throughout the year; listening to Directors’ requests.
- Sufficient frequency and length of meetings, with real effort being made to keep to schedules.
- Time set aside for debate entirely satisfactory.
- Confidentiality of discussions well respected.
- Proper application of the rules relating to conflicts of interest.
- Organisation and logistics of meetings highly satisfactory.
- Non-Board events helping to strengthen the collective.
- Digital platform well used.
- The induction process for new Directors is considered satisfactory.
- 2024 areas identified for improvement addressed.
- Issues identified for the 2023 review as being on the Board’s agenda in 2024 addressed.
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- An operating method enabling the Board to fully carry out its duties, in particular drawing up and monitoring the implementation of strategic priorities.
- Very good level of involvement; active, committed Directors who express themselves very freely.
- Agendas well suited to the challenges facing the company and the Board’s remit;adaptable throughout the year; listening to Directors’ requests.
- Sufficient frequency and length of meetings, with real effort being made to keep to schedules.
- Time set aside for debate entirely satisfactory.
- Confidentiality of discussions well respected.
- Proper application of the rules relating to conflicts of interest.
- Organisation and logistics of meetings highly satisfactory.
- Non-Board events helping to strengthen the collective.
- Digital platform well used.
- The induction process for new Directors is considered satisfactory.
- 2024 areas identified for improvement addressed.
- Issues identified for the 2023 review as being on the Board’s agenda in 2024 addressed.
Areas for improvement/Action to be taken/Issues to be addressed
- Exceptions could be made for printing figures that are difficult to analyse in digital format.
- Off-site meetings could be organised more frequently, to visit factories or research centres, for example.
- Off-site visits and a visit to the Le Visionnaire could be organised to onboard new Directors.
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| INFORMATION PROVIDED BY THE BOARD |
- Information "at the right level" for effective participation in the work of the Board.
- Topics covered in 2024 very comprehensive and well aligned with the issues facing the company.
- Document delivery times improving and generally satisfactory.
- Presentations by managers concise and sufficiently analytical to give a clear understanding of the issues at stake.
- Adequate information provided on acquisition projects.
- Good information on market trends and the competitive environment.
- Adequate information on key strategic issues, including CSR issues.
- Useful and sufficient information provided between Board meetings.
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- Information "at the right level" for effective participation in the work of the Board.
- Topics covered in 2024 very comprehensive and well aligned with the issues facing the company.
- Document delivery times improving and generally satisfactory.
- Presentations by managers concise and sufficiently analytical to give a clear understanding of the issues at stake.
- Adequate information provided on acquisition projects.
- Good information on market trends and the competitive environment.
- Adequate information on key strategic issues, including CSR issues.
- Useful and sufficient information provided between Board meetings.
Areas for improvement/Action to be taken/Issues to be addressed
- Managers’ presentations could be accompanied by a summary of the key points to remember.
- Receiving a summary of analysts’ reports after the publication of net sales figures and results.
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| TRAINING FOR BOARD MEMBERS |
| Ethics training in the domain of responsible marketing, the responsible use of artificial intelligence and social networks. |
Ethics training in the domain of responsible marketing, the responsible use of artificial intelligence and social networks. Areas for improvement/Action to be taken/Issues to be addressed |
