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Fugro's Corporate Governance Policy
The Dutch Corporate Governance Code (‘Code’) is based on the principle upheld
in the Netherlands that a company is a long-term partnership between the various parties involved
with that company. The stakeholders are the groups and individuals that directly or indirectly
influence, or are influenced by, the achievement of the company’s objectives: employees,
shareholders and other capital providers, suppliers, clients and also the authorities and social
groupings. According to the Code, the Managing Board and the Supervisory Board have an integral
responsibility to consider these interests, which are usually aimed at the continuity of the
enterprise. Furthermore, in the perception of the Code, the company strives to create long-term
shareholders’ value. The Managing Board and the Supervisory Board should take the interests of the
various stakeholders into account. The confidence of the stakeholders that their interests are
represented is essential if they are to co-operate effectively within and with the company.
Good entrepreneurship, including integrity and transparency of decision-making by the Managing
Board, and proper supervision thereof, including accountability for such supervision, are
essential if the stakeholders are to have confidence in the Managing Board and the supervision.
Fugro has acquainted itself with the Code and sets great store by a good
balance between the interests of the different stakeholders. Good entrepreneurship, including
integrity and transparency of decision-making by the Managing Board as well as proper supervision
of this management are the starting points for Fugro’s Corporate Governance policy. The Company
also wishes to pay due consideration to the interests of the community.
This enclosure explains Fugro’s corporate governance structure and policy
and has been approved by the annual general meeting of shareholders of 19 May 2004, as were
the rules and regulations which are also published on this website.
download the entire article (pdf - english version in second half of the document) 
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