What do the words in bold in the following Financial Times article mean ?
European business got through previous crises with a mixture of restructuring, denial and government intervention. A similar outcome seems likely from this crisis even if the speed and scale of the downturn are testing companies as never before.
Take German private engineering companies, renowned for conservatism, which even in the middle of last year were bullish and saw their orders rising by 2 per cent. By November the monthly growth was minus 30 per cent; by January minus 42 per cent. Now, the groups are cutting jobs, investment and fighting for survival – as they are across Europe.
For many big European companies, the most significant event in the last decade was the shift in ownership from governments or other national companies to private, often foreign, shareholders. This has seen a big rise in stakes held by US and UK investors, leading in turn to a broad push for more “Anglo-Saxon” corporate policies, as many continental Europeans call them.
According to Gerhard Cromme, chairman of Siemens, foreign capital “revolutionised the way Germans do business”. Across Europe, companies were forced to adopt more shareholder-friendly strategies and boards came under pressure over corporate governance issues, prompting investor revolts at the likes of Eurotunnel, the channel tunnel operator, and Deutsche Börse, Germany’s stock exchange. Financing arrangements changed as local lenders proved less willing to prop up domestic groups and foreign banks flooded in.
How much of that is now likely to be rolled back? Already – as in most parts of the world – the state is more active, both in taking stakes in companies and prodding them to do what the authorities would like, such as a French suggestion that carmakers should close no domestic factories. Foreign lenders have withdrawn from many countries and banks are being encouraged to lend locally again.
Restructuring is likely to be a dominant theme, with millions of jobs to be cut as profits slide. The question is how radical that restructuring will be. Although the automotive industry may be prime among those needing a shake-out, government support could stymie that. “I am worried that a lesson could be just that ‘you are too big to fail’, like Opel [General Motors’ European arm], rather than ‘you are too good to fail’,” says a director of one carmaker. But big names will still disappear across the continent, as Woolworths has from UK retailing.
Strategy will be made with an eye not just on shareholders but also on what governments and workers want. Wendelin Wiedeking, chief executive of Germany’s Porsche, hopes the days of shareholders seeking to tell companies what to do are over: “Nobody’s system is perfect but hopefully some of the lecturing will die down now.”
The UK is also showing signs of a change. Jeremy Darroch, chief executive of BSkyB, the broadcaster controlled by Rupert Murdoch’s News Corporation, accepts that short-term financial return is not all. In almost continental European terms, he adds: “I think that means having a focus on our customers, it means having a focus on our employees and it means having a focus on the broader stakeholder groups.”
Corporate governance improvements could, however, be reversed. “There is a danger that corporate governance slips down the agenda,” says Hans Hirt of Hermes, the influential UK investor. Others fret that state intervention could slow the internationalisation of boards that Europe needs, leading instead to more national appointees.
Hubertus von Grünberg, chairman of ABB, the Swiss industrial group, fears a time of “Eurosclerosis” in which businesses muddle through rather than reinvent themselves. “Europe, instead of finding something new to get out of the crisis like the US and Asia will do, could in fact go backwards.”
