C. Vu Thien (iVesta Family Office): “What if financial performance becomes a value issue?”

When we tackle the subject of economic performance, we often translate the creation of value by considering graphics, charts, and more or less complex economic indicators. But if you want to understand this value creation a little more, you need to ask yourself the factors that contributed to it.

In the classic vision of the economic model, ethical values ​​are extrinsic (the market does not consider moral factors) or counterproductive (market actor performers are the most aggressive, immoral, opportunistic, etc.) Often regarded as.

If you can actually witness the success of a very good entrepreneur built without considering social or environmental factors for decades, you know that the paradigm has changed. Who can ignore environmental and social issues even today, when shareholders, employees and customers are increasingly demanding accountability?

“Employees also want the power to choose.”

Indeed, these reflections are now manifesting themselves in both private and corporate territory. We recognize that the fragmentation between the professional / individual / group / civil world is broken. Customers discover the power to build and destroy a brand’s reputation due to climate and social conditions, and expect some commitment from companies that are close to their values. It has a very strong ability for economic or financial sanctions.

Employees also want the power to make choices. The phenomenon of young Americans resigning on a large scale in search of meaning and better working conditions (“major resignation”) challenges companies with vacant seats. More than 24 million resignations were recorded between April and September. 2021 by the U.S. Bureau of Labor Statistics … In China, the phenomenon of “lying” is similar: Gen Z young people “stay in bed” rather than join the ranks of pure consumer models. I am anxious.

Finally, in France, a new generation of workers is emerging with “dework,” often beyond qualifications, concerned about quality of life, seeking meaning, and reducing working hours and salaries. Choose. ..

Faced with these phenomena, which primarily affect the younger generation, questions arise about tomorrow’s society and the role that businesses must play in it. The Covid crisis has clearly accelerated this process by facing each of us with our life choices and their personal and collective influences.

What does a company need to mean in the face of a changing world other than the usual scenarios?

We only allow companies that choose to work on sustainability to prosper in the long run, and only those companies that integrate at all levels of strategic and organizational strong ethical values ​​are sustainable economic performance. I am confident that I can demonstrate. ..

That’s why we decided to embark on a long-term approach for iVesta, its customers, its team, and its partners.

“In tomorrow’s society, there is no unethical company.”

In our view, not only is it possible to put together financial, social and environmental goals, but they also need to be sustainable.

The seeds of this new paradigm have already been incorporated into the creation of iVestaFamilyOffice five years ago. Rethink a global approach tailored to the client by radically changing the way rewards and thus the nature of the relationship. By anticipating it in the long run and putting customer needs and aspirations at the center of our services, we could only create an ecosystem that promotes transparency, freedom of thought and action, and unity of responsibility and interest.

This profit integrity has been strengthened by the entry of the first 30 clients into capital and since then by employee equity holdings. This allows you to think long-term about both your clients and your team and project your ambitions with them into a distant view.

We also want to work with our clients to build a more sustainable world by creating strong entrepreneurial syndications for them. Through their collective strike power, they can use their talents and capital to support large-scale positive impact initiatives and encourage the emergence of responsible actors working on social and environmental models. I can do it.

There is not yet a high quality impact investment solution that is sufficient to provide clients with a 100% sustainable allocation to their total assets, but this sector is beginning to evolve. More and more responsible solutions integrate financial performance with social and environmental issues and are gradually being integrated into the client’s portfolio.

“What’s better than burning our ship to move forward?”

Rome wasn’t built in a day. We want a global approach that includes employees, customers and partners so that everyone can project themselves and work tomorrow for a more sustainable world. This is a meticulous task of combining economic requirements with social and environmental models, and one needs to look below the surface of the declaration of intent for the true impetus for change.

By becoming a company with a mission in 2021, we wanted to stone this desire and make our approach irreversible. What is better than burning our ship to move forward? With the support of our entrepreneurial client’s pioneering spirit, anything is possible.

Christine Vu Thien

Christine Vu Thien, COO and Chief Operating Officer. IVESTA family office.