Yearly Archives: 2016

Metlife: FSOC “Too-Big-to-Fail” Designation

Lee A. Meyerson is a Partner and head of the M&A Group and Financial Institutions Practice at Simpson Thacher & Bartlett LLP. This post is based on a Simpson Thacher memorandum by Mr. Meyerson, Mark Chorazak, and Spencer A. Sloan.

On March 30, Judge Rosemary Collyer of the U.S. District Court for the District of Columbia invalidated the Financial Stability Oversight Council’s (“FSOC”) designation of MetLife as a systemically important financial institution (“SIFI”). [1] Although the court found that MetLife may be deemed “predominantly engaged” in “financial” activities and therefore eligible for designation as a SIFI, the court found “fundamental violations of administrative law” and a designation process that was “fatally flawed.” In particular, the court determined that FSOC did not follow its own published standards for SIFI-designation: it did not assess MetLife’s likelihood of failure, but simply assumed that a failure would occur, and never attempted to quantify or estimate the actual consequences of a failure to the financial system. In addition, FSOC failed to consider the costs associated with designating MetLife as a SIFI. Accordingly, the court determined that FSOC’s decision was “arbitrary and capricious,” and granted MetLife’s motion for summary judgment to rescind its SIFI designation.

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The Effect of Passive Investors on Activism

Todd Gormley is Assistant Professor of Finance at the University of Pennsylvania. This post is based on an article authored by Professor Gormley; Ian Appel, Assistant Professor of Finance at Boston College; and Donald Keim, Professor of Finance at the University of Pennsylvania. Related research from the Program on Corporate Governance includes The Long-Term Effects of Hedge Fund Activism by Lucian Bebchuk, Alon Brav, and Wei Jiang (discussed on the Forum here), and The Myth that Insulating Boards Serves Long-Term Value by Lucian Bebchuk (discussed on the Forum here).

The willingness of investors to engage in activism has grown rapidly in recent years. About 400 U.S. activist campaigns are launched per year, and as noted by The Economist, the current “scale of their insurrection in America is unprecedented… one in seven [companies in the S&P 500 index] has been on the receiving end of an activist attack” over the past five years. [1] The goals of activists have also become more ambitious and the success rate of activist campaigns has improved. Activists increasingly wage proxy fights to obtain board representation, and more than 70% of these campaigns were successful in 2014. [2] The determinants of this shift in activist tactics and success rates, however, are not well understood. For example, why do activists seem more willing in recent years to engage in hostile and costly tactics, like initiating a proxy fight? And, what factors affect their likelihood of success?

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Grading Global Boards of Directors on Cybersecurity

Paul A. Ferrillo is counsel at Weil, Gotshal & Manges LLP specializing in complex securities and business litigation. This post is based on a Weil publication by Mr. Ferrillo and Christophe Veltsos.

On April 1, 2016 NASDAQ, along with Tanium (a leading-edge cybersecurity consultant), released a detailed survey of nonexecutive (independent) directors and C-suite executives in multiple countries (e.g., the US, UK, Japan, Germany, Denmark, and the Nordic countries) concerning cybersecurity accountability. [1] NASDAQ and Tanium wished to obtain answers to three basic questions: (1) how these executives assessed their company’s vulnerabilities to cybersecurity threat vectors; (2) how they evaluated their company’s readiness to address these vulnerabilities; and (3) who within the company was held “accountable” for addressing these cybersecurity vulnerabilities.

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Agencies’ Resolution Plan Feedback

Dan Ryan is Leader of the Financial Services Advisory Practice at PricewaterhouseCoopers LLP. This post is based on a PwC publication by Mr. Ryan, Mike Alix, Adam Gilbert, and Armen Meyer.

[On April 13, 2016], the Federal Reserve and the FDIC (collectively, “Agencies”) released their feedback on the resolution plans submitted July 1, 2015 by the eight largest US banking institutions. [1] Five were deemed “not credible,” while all eight were found to have “deficiencies” or “shortcomings” (or both). The expected July 1, 2016 plan filing date has been pushed back one year; instead, all eight banks must submit by October 1, 2016 an explanation of how deficiencies have been remedied, a status report on remediation of the shortcomings, and a public section that explains these submissions at a high level. The timeline for remediating some of the cited deficiencies will be very challenging, even considering the relief from the July 1, 2016 filing. [2]

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Executive Compensation Incentives Contingent on Long-Term Accounting Performance

Lingling Wang is Assistant Professor of Finance at Tulane University. This post is based on an article authored by Professor Wang and Zhi Li, Visiting Assistant Professor of Finance at Ohio State University. Related research from the Program on Corporate Governance includes Paying for Long-Term Performance by Lucian Bebchuk and Jesse Fried (discussed on the Forum here).

U.S. public firms increasingly tie CEO compensation to long-term accounting performance. The percentage of S&P 500 firms that adopt multiyear accounting-based performance (MAP) incentives has more than doubled from 16.5% in 1996 to 43.3% in 2008. In our paper, Executive Compensation Incentives Contingent on Long-Term Accounting Performance, forthcoming in the Review of Financial Studies, we offer the first large sample study that documents the use and design of MAP plans, investigates the determinants of plan adoption and structure, and analyzes the growing trend of MAP incentives.

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Weekly Roundup: April 22–April 28, 2016


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This roundup contains a collection of the posts published on the Forum during the week of April 22, 2016 to April 28, 2016.








Articles by Bebchuk, Coates and Fried Voted to be Among the Top Ten Corporate and Securities Articles of 2015







Proxy Access: Developments in Market Practice

This post is based on a Sullivan & Cromwell LLP publication authored by Glen T. Schleyer. The complete publication, including Annex, is available here. Related research from the Program on Corporate Governance includes Lucian Bebchuk’s The Case for Shareholder Access to the Ballot and The Myth of the Shareholder Franchise (discussed on the Forum here), and Private Ordering and the Proxy Access Debate by Lucian Bebchuk and Scott Hirst (discussed on the Forum here).

Looking back at the proxy access provisions adopted by U.S. companies over the past year, it is clear that there is convergence around most key terms and conditions, including exceptions and details that are not contemplated by most shareholder proposals. While this convergence does not mean that market practice will stop developing or that governance advocates will cease fighting terms that they find objectionable, companies considering whether to adopt a proxy access provision now have the benefit of significant precedents.
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Reporting “Up” Obligations

Michael W. Peregrine and William P. Schuman are partners at McDermott Will & Emery LLP. This post is based on a McDermott Will & Emery publication authored by Mr. Peregrine, Mr. Schuman, Eugene I. Goldman, and Kelsey J. Leingang. The views expressed herein do not necessarily reflect the views of McDermott Will & Emery LLP or its clients.

A recent decision of a state bar disciplinary commission has important implications for the risk oversight obligations of the governing board. According to various media reports, the Michigan Attorney Grievance Commission declined to pursue six former General Motors Co. in-house counsel for failing to disclose to consumers the safety risks of an alleged defective automotive product. [1] The reporting practices (or lack thereof) by members of the GM in-house counsel department were a major part of that company’s broader ignition switch controversy. As such, the circumstances surrounding the Commission’s action are a useful reminder on how in-house counsel can support the flow of material information to the board, and enable the board to discharge its oversight responsibilities more effectively.

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Preferential Treatment and the Rise of Individualized Investing in Private Equity

William Clayton is an Associate Research Scholar in Law and John R. Raben/Sullivan & Cromwell Executive Director of the Yale Law School Center for the Study of Corporate Law. This post is based on his recent article Preferential Treatment and the Rise of Individualized Investing in Private Equity.

Preferential treatment of investors is more common than ever in today’s private equity industry, thanks in part to new structures that make it easier to grant different terms to different investors. Traditionally, private equity managers raised almost all of their capital through “pooled” funds whereby the capital of many investors was aggregated into a single vehicle, but recent years have seen a dramatic increase in what I refer to in my paper as “individualized investing”—private equity investing by individual investors through separate accounts and co-investments. Separate accounts and co-investment vehicles are entities that exist outside of pooled funds, enabling managers to provide highly customized treatment to the investors in them. Estimates are that upwards of 20% of all investment in private equity went through these channels in 2015. Some anecdotal accounts suggest even higher levels.

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US Regulators’ Bonus Compensation Proposal

Dan Ryan is Leader of the Financial Services Advisory Practice at PricewaterhouseCoopers LLP. This post is based on a PwC publication by Mr. Ryan, Mike Alix, Adam Gilbert, and Armen Meyer. Related research from the Program on Corporate Governance includes Regulating Bankers’ Pay by Lucian Bebchuk and Holger Spamann; The Wages of Failure: Executive Compensation at Bear Stearns and Lehman 2000-2008 by Lucian Bebchuk, Alma Cohen, and Holger Spamann; How to Fix Bankers’ Pay by Lucian Bebchuk; and Paying for Long-Term Performance by Lucian Bebchuk and Jesse Fried.

[On April 21, 2016], the National Credit Union Administration (NCUA) became the first of six federal regulatory agencies to repropose the long-awaited bonus compensation rule that will apply to banks, asset managers, broker-dealers, and other financial institutions. [1] The issuance follows an earlier joint proposal released in April 2011 to establish limitations on the timing—but not the size—of bonus payouts. [2] Compared to the 2011 proposal, the reproposal establishes generally stricter bonus requirements (e.g., longer deferral periods and clawbacks) [3] and applies these requirements to a larger subset of the institutions’ employees. The reproposal also differentiates many of the requirements for institutions with total consolidated assets of over $250 billion, and with between $50 and $250 billion (i.e., “Level 1” and “Level 2” institutions, respectively). [4]

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