In the 1970s, when founder Dr Jacques Servier started planning his succession, he investigated many options for ensuring the group would survive well into the distant future.

His primary aim was to find a structure that would best enable the group — in an atmosphere of unity and harmony — to fulfil its objective: be freely and sustainably committed to discovering innovative medicines for the benefit of patients and making them available to the medical community.

The Servier group was to remain “a group of people, not a group of capital”. This aim for the company could only be continued if Servier group were to:

  • Finance its own business and growth.
  • Preserve its scientific, legal, and financial independence and not permit this aspect to be called into question in any way whatsoever.

Therefore, to ensure independence and sustainability, and give priority to entrepreneurial choices on the development of assets, Dr Servier considered that power (ie governance) and capital (ie financial rights) should be separated.

No individual holds a share of the capital. Servier pays no dividends and so is able to plough all its profits into therapeutic progress and company growth.