Executive board
Members
| Members of the Management Board | Age | Principal function within the company | Date of first appointement | Expiry date of appointement | Biography |
|---|---|---|---|---|---|
| David Larramendy | 50 | Chairman of the Executive Board | 17/02/2015 | 2026 | A graduate of Supélec and holder of an MBA from Wharton School at the University of Pennsylvania, he began his career with Ernst & Young before joining Mistergooddeal at its inception in 2000. He then worked in the London offices of Goldman Sachs prior to joining M6 Group in 2008 as Sales Director of the Ventadis Division, of which he became CEO in 2010. Appointed CEO of M6 Publicité in January 2015, he joined the Executive Board in February 2015 and became Chairman of the Executive Board in april 2024. |
| Karine Blouët | 54 | Member of the Executive Board in charge of Public Affairs | 13/02/2023 | 2026 | TÉLÉCHARGER |
| Guillaume Charles | 48 | Member of the Executive Board in charge of Programming and Content | 13/02/2023 | 2026 | TÉLÉCHARGER |
| Henri de Fontaines | 49 | Member of the Executive Board in charge of Strategy, transformation and development | 13/02/2023 | 2026 | TÉLÉCHARGER |
| Hortense Thomine-Desmazures | 48 | Member of the Executive Board in charge of commercial activities | 23/04/2024 | 2026 | Hortense Thomine-Desmazures is a graduate of Paris-Dauphine University and Sciences Po Paris. She joined M6 Group in 2006 after gaining experience at an advertising agency. Appointed Deputy Director in charge of trading in 2011, she became Deputy Manager of M6 Digital in 2015, and in June 2022 she was appointed Deputy Managing Director in charge of digital, innovation and marketing and joined the Executive Committee of M6 Group. She joined the Executive Board in April 2024 as member in charge of Commercial Activities. |
The Executive Board is appointed for a period of three years and has five members, all natural persons designated by the Supervisory Board, compensated by Métropole Télévision Group and aged under 75 years.
Functions
The Executive Board has the widest possible powers to act in all circumstances on behalf of the Company with third parties pursuant to Article 18 of the Bylaws.
The following Executive Board decisions shall be subject to the Supervisory Board’s prior approval (Article 24.3 of the Bylaws) :
- significant transactions which may impact Company and Group strategy, changing their financial positions and scope of operations ;
- investments and commitments (including equity investments) with a total investment exceeding €20 million, insofar as these investments have not been budgeted ;
- divestments (including disposal of equity investments) and/or dilutions of a total amount or having an impact on the balance sheet exceeding €20 million, insofar as these divestments have not been budgeted ;
- the issuance of securities of whatever kind, liable to result in changes of the share capital.
The Executive Board meets as often as required in the interests of the Company. In 2019, the Executive Board met 37 times, with minutes kept for each of these meetings. The Executive Board prepares all files to be submitted to Supervisory Board meetings by providing a detailed presentation of the situation of each activity of the Group during the previous quarter. To that end, the Executive Board ensures the relevance of operating management indicators presented to the Supervisory Board in order to reflect developments affecting the various activities and businesses.
The Executive Board collectively examines and takes decisions on investment projects submitted to it by operating teams.
The Executive Board also approves the Group’s half-year and annual financial statements, provisional management documents and wording of the management report, which are subsequently presented for review by the Supervisory Board. Lastly, the Executive Board decides on the Group’s financial communication.
In addition, the Executive Board directs the Group’s senior executive managers by calling regular meetings of:
– the Executive Committee, comprising the main operational and functional managers, which is in charge of implementing the Executive Board’s major operational and strategic decisions;
– the Management Committee, comprising the main managers responsible for activities and functional services, which inform the Group on business management.
Remuneration
Principles and rules determining Executive Board members’ remuneration and fringe benefits
The total remuneration received by the Group’s Board members, including benefits, is detailled in chapter 2.3 of the group’s universal registration document, it being noted that this chapter was prepared with the assistance of the Remuneration Committee.
Every year, the Supervisory Board, upon proposal by the Remuneration Committee, sets the Executive Board members’ remuneration policy with reference to the AFEP/MEDEF recommendations on the governance of listed companies.
The remuneration policy of the Executive Board is characterised by three different remuneration tools, each having an identified objective:
- Firstly, the fixed part of each of the members reflects the market remuneration for equivalent roles.
- Secondly, the variable part, which is also fixed for each member according to their operational responsibilities.
It is contingent upon achievement of annual operational performances, and its payment is deferred in full to the following financial year.
As such, its variable nature is conducive to over-achievement. Over the past three years, the variable part has fluctuated been 79% and 92%. - Thirdly, a long-term remuneration mechanism, i.e. performance shares, subject to stringent conditions: a three-year performance criterion and continued employment throughout this same period.
This remuneration item not only targets operational over-achievement but also the commitment of team loyalty. It is demonstrated that the Executive Board is fully exposed to any changes in the share price, without said share price being a performance criterion.
As such, the cumulative total of these remuneration tools facilitates alignment between the skills deployed by the Executive Board and the interests of the Company and its shareholders. It thus respects the corporate interest of the Company and contributes to the commercial strategy as well as the longevity of the Company