Let us be ambitious think participatory governance and think European

The Bill on the development of participation and the employee share ownership, adopted by the Senate on November 9, signed positive advances for employees and their companies: the project engagement, the tax credit to facilitate the resumption of business by the employees, the presence of shareholders employees on the Board of Directors, a system more favourable to the free allocation of shares...

However take care not to consider the employee share ownership as a sesame to all issues of our society (weapon unfriendly anti-OPA, lever of recovery of consumption, complementary form of remuneration...) and, especially, wanting to do everything to make him remove the weapons which make his force. For example, reduce the period of blocking of the savings on the PEE or relax the reasons for early release, as has already been done, destabilizes de facto the architecture of the employee share ownership to register in time, in contrast to any other alternative placement. We must return to the fundamental relied upon by companies who have opted for this type of heritage organization: responsible governance and cohesion of the capital.

On the other hand, the employee share ownership can be one of the elements of response to the mitigation of the link between employees, officers and shareholders in restoring to employees the envy of the business through a renewed confidence employer-employee relationship. We see two original vocations to the employee share ownership: "heritage", to associate the employees to the growth of the company via the performance of the action under preferred conditions and "entrepreneurial", to associate them to the enterprise project and the preparation of strategic decisions. The employee share ownership is a means of boosting entrepreneurship and mobilizing a company project built in common. It places the collaborator, actor of the growth of the company, in the heart of the system which allows him to benefit from the fruits of the collective effort.

This Act may provide the founding principle of a system of participatory governance, that companies put in place the means to animate the power inherent in the status of the employee shareholder. It is to balance the interests of the shareholders and employees, making the teaching on the economy of the company, develop an affectio societatis strong contributors, build a base of stable shareholders, creating the conditions for sustainable development.

Employee shareholder, by participating in strategic decision making helps write the collective destiny of the company. It has the power to endorse industrial projects with reconciliations or refuse the alliances that he would consider contrary to the interests of the company. Leaders and employees then build a win-win relationship, in a balanced and effective governance can only find favourably received by financial markets.

I am satisfied that the society for participatory governance, beyond the employee share ownership, reconciles social values and market economy, employees and business, the shareholders interests and interests of employees. It is not here to the naïve optimism, but to see practical benefits: putting gender at the heart of the company and its strategy, inform and train employees on the economy and finance, create a culture of entrepreneurship based on common values, promote a lever on the performance of the company and, in addition, a mode of governance which requires potential purchasers to a friendly approach.

Is the legislation we proposed good to encourage companies Of course, but it is not sufficient. Let us be ambitious; think participatory governance and think European. Encourage companies to opt for this type of governance, encourage investment in this type of business and undertake a European debate on the employee share ownership and fiscal homogenization. At the time of harmonizing political, economic and social Europe, how to live this participatory governance as part of the population of our companies located outside the hexagonal borders is excluded from the specific to the employee share ownership incentive tax device To create a culture of employee shareholding and convince French business leaders, we must raise the brakes to its deployment to paste more than about the reality of business.