Stellantis’ senior independent director, Henri de Castries, cited “different views” between Taveres and the board as the reason for Taveres' departure.
Taveres had a reputation as a “ruthless cost cutter”, according to a BBC News report. On 26 November, BBC News reported that Stellantis had announced it would close its Vauxhall van factory in Luton, which would put 1,100 jobs at risk.
The board of directors held a meeting that unanimously decided on Taveres’ departure, French newspaper Le Monde reported yesterday (2 December).
We asked how HR can manage boardroom conflict.
“Boardroom conflicts often arise from misaligned expectations or poor communication,” said Steve Nicholls, managing director at career coaching consultancy Executive Connexions.
He told HR magazine: “HR can play a key role in keeping things on track, and managing any fallout when things go wrong.”
Read more: How can HR facilitate board involvement?
HR leaders could also ensure that there are clear governance practices, to prevent conflict from arising, advised Stephen Adams, director of cultural transformation consultancy Inspiring Cultures.
Speaking to HR magazine, he said: “Create and enforce clear policies around roles, decision-making processes and conflict resolution.
“Encourage respectful dialogue and provide a safe space for board members to express differing opinions.”
Creating a culture where board members feel trusted and safe to share their opinions could also help HR practitioners manage board relations, Adams suggested.
He continued: “Foster camaraderie and trust among board members through retreats, workshops, or informal gatherings.
“Offer training on conflict management techniques and emotional intelligence.”
Read more: M&S director resigns after retailer swipes Rightmove chief
HR should intervene when conflict does not align with organisational values, suggested Ali Shaw, director at executive search specialist Livingstone James.
Speaking to HR magazine, he said: “Referring to the organisation’s clearly defined purpose and values can be instrumental in avoiding disputes.
“Consider this question: do the behaviours causing the conflict align with company values? If not, that’s when HR might need to intervene.”
HR leaders should ensure that they are prepared for situations where conflict leads to a board member’s resignation, Nicholls continued.
He added: “When someone steps down, HR needs to act fast; transparent communication with stakeholders is vital to maintaining trust. It’s equally important to bring the remaining board members together to rebuild alignment and morale.
“A proactive, people-first approach can help HR steer through challenges and keep the board focused on shared goals.”