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Martin Currie: Purpose-driven organisations aligned with shareholders, beyond stakeholders enables an environment for long-term thinking and a wider view of opportunities to flourish.
David SheasbyHead of Stewardship & ESG, Martin Currie
John GilmorePortfolio Manager/ Analyst, Global Equity Income Strategy, Martin Currie
August 2019 was a landmark moment in recent corporate history. In a statement released by the Business Roundtable, the group consisting of over 180 CEOs from leading US companies overturned the longheld concept of shareholder primacy. The announcement marked a paradigm shift from the doctrine famously first espoused by Milton Freidman, which advocated that the ‘responsibility of business is to increase its profits’, in favour of broader stakeholder accountability.
The impact of the COVID-19 crisis has since provided a stern test to the stakeholder model. However, despite the truly unprecedented societal and economic challenges the world has faced this year, we believe stakeholder primacy has gathered significant momentum and that it will not only survive, but thrive through these testing times. A stakeholder model does not avoid accountability. For us, a stakeholder model means that although the board is accountable first and foremost to shareholders (who elect them) the business is run in a way that emphasises and understands the dependencies and interrelationships between a business and its key stakeholders – customers, suppliers, employees, investors, communities and others.
We have seen strong evidence from corporate behaviour during the COVID-19 pandemic that suggests corporates have embraced this view when times are more difficult and, as such, this shift represents much more than empty rhetoric. Part of this change comes down to businesses embracing a wider purpose beyond the bottom line. We believe that a key part of driving long-term shareholder and societal value is by embracing this symbiotic relationship.
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