Oddo Securities―ESG Integration

George  Serafeim; Paul M. Healy; Aldo  Sesia

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Case | HBS Case Collection | June 2011 (Revised January 2013)

Oddo Securities―ESG Integration

by George Serafeim, Paul M. Healy and Aldo Sesia

Abstract

The case describes the process of integrating environmental, social, and governance issues into valuation models and research analyst recommendations.

Keywords: Financial Strategy; Mathematical Methods; Integration; Valuation; Environmental Sustainability; Social Issues; Governance Controls; Investment;

Language: English

Format: Print

21 pages

Educators Purchase

Citation:

Serafeim, George, Paul M. Healy, and Aldo Sesia. "Oddo Securities―ESG Integration." Harvard Business School Case 111-085, June 2011. (Revised January 2013.)

About the Authors

George Serafeim

Charles M. Williams Professor of Business Administration

Accounting and Management

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View Publications »

Paul M. Healy

James R. Williston Professor of Business Administration

Accounting and Management

View Profile »
View Publications »

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Paul M. Healy, Susanna Gallani and Esel Cekin

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Healy, Paul M., Susanna Gallani, and Esel Cekin. "Building a Meritocracy at Alghanim Industries." Harvard Business School Multimedia/Video Case 120-702, September 2019. View Details

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Working Paper | HBS Working Paper Series | 2019

Corporate Purpose and Firm Ownership

Claudine Gartenberg and George Serafeim

Analyzing data from approximately 1.5 million employees across 1,100 established public and private US companies, we find that the strength of employee beliefs about their firm’s purpose is lower in public companies. This difference is most pronounced within the salaried middle and hourly ranks, rather than senior executives. Among public companies, purpose becomes progressively lower with more concentrated shareholders, especially among firms with high hedge fund ownership. These patterns can be partly explained by differences in CEO backgrounds and compensation: public firms, particularly those with strong shareholders, choose outsider CEOs at higher rates and pay them more relative to their employees. Our analyses suggest that these results are not driven solely by sorting effects, but appear attributable in part to the impact that firm owners have on their employees. In summary, shareholders appear to influence the strength of corporate purpose deep within organizations via the leadership and corporate practices they enable at the top.

Keywords: purpose; corporate purpose; culture; corporate culture; ownership; public and private organizations; hedge fund; executive pay; leadership; Executive Compensation;

Citation:
Gartenberg, Claudine, and George Serafeim. "Corporate Purpose and Firm Ownership." Harvard Business School Working Paper, No. 20-024, August 2019. View Details

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Healy, Paul M. "The Homes Cycling Shop." Harvard Business School Case 120-019, July 2019. (Revised August 2019.) View Details

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Oddo Securities―ESG Integration

Abstract

Citation:

About the Authors

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