RELATION ACTIONNAIRE ET ACTIONNARIAT

A shareholder has been losing money for several decades, while the CEO’s remuneration is increasing and he receives stock options, so why should he not have to face the risk of a drop in the company’s share price? The board of directors has just returned from Japan, did they go there in economy class?

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Continue ReadingA shareholder has been losing money for several decades, while the CEO’s remuneration is increasing and he receives stock options, so why should he not have to face the risk of a drop in the company’s share price? The board of directors has just returned from Japan, did they go there in economy class?

Our company is subject to competition in both telephony and Internet access, particularly in the particularly in the consumer market. Our interest in this area is to increase our customer base, which is currently in a phase of decline. of decline. Couldn’t we suggest the following win-win solution? (registered or even any shareholder) to access Orange’s fixed or non-fixed telephony services services and/or Orange Internet services at an unbeatable price, lower than any competition (e.g. a discount of between 25% and 50% on the general public rate)? We are many shareholders and potential customers, and even a 50% discount would be be negligible in terms of sales, especially as it would be offset by the same amount (or more) if we kept the same price. more), if we keep the 50% discount hypothesis. Is there anything stopping Orange from proposing this win-win solution? Remember: for Orange employees, these services are already free.

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Continue ReadingOur company is subject to competition in both telephony and Internet access, particularly in the particularly in the consumer market. Our interest in this area is to increase our customer base, which is currently in a phase of decline. of decline. Couldn’t we suggest the following win-win solution? (registered or even any shareholder) to access Orange’s fixed or non-fixed telephony services services and/or Orange Internet services at an unbeatable price, lower than any competition (e.g. a discount of between 25% and 50% on the general public rate)? We are many shareholders and potential customers, and even a 50% discount would be be negligible in terms of sales, especially as it would be offset by the same amount (or more) if we kept the same price. more), if we keep the 50% discount hypothesis. Is there anything stopping Orange from proposing this win-win solution? Remember: for Orange employees, these services are already free.

As part of your value-sharing policy, how much of your share buy-backs have you allocated to your employees over the past five years (excluding performance shares)? performance shares)? What proportion of employees in France and abroad benefited? ? Over the same period, could you break down the allocation of your share buy-backs (cancellation, employee shareholding, allocation of performance shares, other beneficiaries, other allocations)? More generally, do you have a policy defining the allocation of your share buybacks? Is this policy public? If so, can you describe it?

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Continue ReadingAs part of your value-sharing policy, how much of your share buy-backs have you allocated to your employees over the past five years (excluding performance shares)? performance shares)? What proportion of employees in France and abroad benefited? ? Over the same period, could you break down the allocation of your share buy-backs (cancellation, employee shareholding, allocation of performance shares, other beneficiaries, other allocations)? More generally, do you have a policy defining the allocation of your share buybacks? Is this policy public? If so, can you describe it?

As part of your value-sharing policy, how much of your share buy-backs have you allocated to your employees over the past five years (excluding performance shares)? performance shares)? What proportion of employees in France and abroad benefited? ? Over the same period, could you break down the allocation of your share buy-backs (cancellation, employee shareholding, allocation of performance shares, other beneficiaries, other allocations)? More generally, do you have a policy defining the allocation of your share buybacks? Is this policy public? If so, can you describe it?

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Continue ReadingAs part of your value-sharing policy, how much of your share buy-backs have you allocated to your employees over the past five years (excluding performance shares)? performance shares)? What proportion of employees in France and abroad benefited? ? Over the same period, could you break down the allocation of your share buy-backs (cancellation, employee shareholding, allocation of performance shares, other beneficiaries, other allocations)? More generally, do you have a policy defining the allocation of your share buybacks? Is this policy public? If so, can you describe it?