Yearly Archives: 2017

Int’l Brotherhood—Reduction of Merger Litigation Risk by Massachusetts Supreme Court

David J. Berger is Partner at Wilson Sonsini Goodrich & Rosati. This post is based on a Wilson Sonsini publication.

The recent decision by the Massachusetts Supreme Judicial Court in Int’l Brotherhood of Electrical Workers Loc. No. 129 Benefit Fund v. Tucci has the potential to significantly reduce merger litigation for publicly traded companies incorporated in Massachusetts. The decision, arising out of the Dell/EMC transaction, held that because directors of a Massachusetts company generally owe fiduciary duties only to the corporation and not directly to shareholders, a claim that the price paid in a merger is too low may only be brought as a derivative claim, not as a direct claim.

As part of its ruling, the court specifically rejected the plaintiffs’ argument that “shareholders claiming the loss of their stock at an unfair price on account of allegedly improper actions by the board of directors is a direct rather than a derivative claim.” [1] The court’s holding means that Massachusetts law differs fundamentally from Delaware law on the scope of a director’s fiduciary duties (and corresponding risk of liability), especially in the merger context. As a result of this decision, a shareholder of a Massachusetts corporation generally does not have a direct claim that the price paid in a merger is too low, or that the process employed by the board—even if unfair—causes direct injury to the shareholder.

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Corporate Employee-Engagement and Merger Outcomes

Hao Liang is Assistant Professor of Finance at Singapore Management University, and Luc Renneboog is Professor of Corporate Finance at Tilburg University. This post is based on a recent paper by Professor Liang, Professor Renneboog, and Cara Vansteenkiste.

Corporations represent a nexus of implicit and explicit contracts between shareholders and stakeholders. An important stakeholder group that is crucial to firms’ operations and performance consists of the employees, representing a firm’s human capital. Employees are involved in the firm’s daily operations, have a contractual claim on the company in the form of salaries, and can directly and indirectly influence corporate decision making and governance. However, the extant literature offers mixed evidence on the direction and mechanisms through which firms’ employee-engagement—policies and practices that aim to provide better welfare (e.g., higher compensation and job security, more training and career advancement, the improvement of workforce health and safety, enhancement of workforce diversity) for employees—affects firm value. Some find a negative relation between shareholder value and labor orientation, explaining this relation by (too strong a) legal protection of workers (e.g. Dessaint, Golubov, and Volpin, 2016) and manager-employee alliances (Pagano and Volpin, 2005). Human relations theories take a positive view on labor, arguing that labor is a key organizational asset and that stronger employee incentives increase productivity, such that a firm’s orientation towards labor can create substantial value for shareholders (Edmans, 2011).

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2017 Compensation Committee Guide

Michael J. Segal is the senior partner in the Executive Compensation and Benefits Department of Wachtell, Lipton, Rosen & Katz. This post is based on a Wachtell Lipton publication.

The past year has been marked by a continued focus by shareholders and investor groups on executive compensation, and a related continued need for compensation committees to proactively manage their companies’ communications with shareholders and proxy advisory firms—both in the context of the nonbinding, advisory “say-on-pay” votes required by Dodd-Frank and also as preemptive actions against possible shareholder activists seeking the means by which to challenge board composition. While 2015 witnessed finalization by the U.S. Securities and Exchange Commission (the “SEC”) of the Dodd-Frank pay ratio disclosure rules and the issuance of proposed rules regarding clawbacks and pay vs. performance disclosure, the 2016 election has thrown the continued viability of those rules into doubt. Additionally, the plaintiffs’ bar continues to challenge compensation decisions, often with little success but great annoyance.

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2017 Institutional Investor Survey

John C. Wilcox is Chairman of Morrow Sodali. This post is based on a Morrow Sodali publication by Mr. Wilcox.

There is an increased emphasis being placed on Environmental, Social and Governance (ESG) considerations by the investment community. ESG considerations’ shift into the mainstream is being propelled by regulatory changes and the proliferation of data substantiating that ESG integration can help increase risk-adjusted investment returns. Despite the current political uncertainty around the world, it appears that investors are determined to continue their push for progressive governance changes through increased engagement with individual companies. Asset owners are also continuing to demand from their asset managers whether they are executing responsibilities in line with the owners’ investment objectives. Consequently, large institutional investors and pension funds are pushing for more aligned approaches to corporate governance across borders to support long-term value creation.

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Controlling Systemic Risk Through Corporate Governance

Steven L. Schwarcz is a Senior Fellow with the Centre for International Governance Innovation (CIGI) and the Stanley A. Star Professor of Law & Business at Duke University School of Law. This post is based on a recent paper by Professor Schwarcz.

In Policy Brief No. 99—February 2017 of the Centre for International Governance Innovation (CIGI), I explain how corporate governance could be used to help control systemic risk. Excessive risk taking by systemically important financial firms is widely seen as one of the primary causes of the 2007-2008 global financial crisis. Most of the post-crisis regulatory measures to control that risk taking are designed to reduce moral hazard and to align the interests of managers and investors. These measures may be flawed, I argue, because they are based on questionable assumptions.

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The “Why” Question in Investment Theory

Saker Nusseibeh is Chief Executive of Hermes Investment Management, chair of its Executive Committee, and an Executive Board Director. This post is based on a Hermes publication.

Economics has developed as a science, conveniently forgetting its roots in political philosophy. Unfortunately that “science” is severely dated, and the functioning of the global capital markets has become separated from the real world. A simple thought experiment throws light on the theoretically correct strategies for a rational saver, but leaves us with unsatisfactory answers. Neglecting the societal context of our saving activity only serves to further isolate the capital markets. Instead, a self-perpetuating system requires investors to evolve from simple allocators of capital to its steward, with far broader responsibilities. Maximising holistic returns represents practical action of the responsibility by investors, and stretches far beyond creating wealth simply for its own sake.

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Another “Choice” for Bank Regulatory Reform?

Luigi L. De Ghenghi and Margaret Tahyar are partners at Davis Polk & Wardwell LLP. This post is based on a Davis Polk publication.

[In] November 2016, we noted that the Financial CHOICE Act proposed by Rep. Jeb Hensarling was only the beginning. While many eyes continued to be fixed on the House Financial Services Committee and the much anticipated CHOICE Act 2.0, on Monday, March 13, FDIC Vice Chairman Thomas Hoenig made a regulatory reform proposal of his own in a speech to the Institute of International Bankers and in a more detailed term sheet. [1] Calling the Dodd-Frank Act “well intended” yet with “many and complicated” regulations that are “burdensome,” Vice Chairman Hoenig proposed a series of structural reforms that, in his view, would simultaneously end too-big-to-fail, provide regulatory relief to banking organizations and enhance competition in non-banking services and financial stability.

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Are Large Banks Valued More Highly?

Alvaro Taboada is Assistant Professor of Finance at Mississippi State University, and René Stulz is Everett D. Reese Chair of Banking and Monetary Economics and the Director of the Dice Center for Research in Financial Economics at The Ohio State University Fisher College of Business. This post is based on a recent paper authored by Professor Taboada, Professor Stulz, and Bernadette A. Minton, Professor of Finance and Arthur E. Shepard Endowed Professor in Insurance at The Ohio State University Fisher College of Business.

In Are Large Banks Valued More Highly?, we investigate whether the value of large banks, defined as banks with assets in excess of the Dodd-Frank threshold for enhanced supervision ($50 billion in 2010 constant dollars), increases with the size of their assets, using Tobin’s q and market-to-book as our valuation measures. There is a widely-held view that banks gain from becoming large enough to obtain access to a stronger regulatory safety net in the form of “too-big-to-fail” (TBTF) subsidies. If this view holds, large banks should be valued more because they have an asset that other banks do not have, namely a claim on public resources, and the value of this asset grows as these banks become larger. Yet, this popular view ignores the possibility that large banks may bear larger costs than other banks because they are TBTF. For example, these costs may be in the form of greater regulatory scrutiny, political risk, or regulatory requirements that force them to pursue suboptimal policies. With these potential higher costs, the issue of whether TBTF banks are valued more highly is an empirical matter.

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The Americas – 2017 Proxy Season Preview

Sean Quinn is the Head of U.S. Research at Institutional Shareholder Services Inc. This post is based on an ISS publication.

Proxy season is in full swing in Latin America, and is just beginning to heat up in Canada and the United States, and some early trends are already becoming evident across the Americas. Interestingly, there seems to be a slow but potent convergence of the governance world, composed of so many individual markets, as investor concerns expand to all markets and sectors. Things like boardroom composition, engagement practices, enhanced disclosure, continually evolving regulation, investor stewardship, environmental & social focus from investors and issuers, transparency in compensation, and pay that is aligned with performance are factors that are now being considered by investors in markets across the Americas. Activism, whether promulgated by traditional activists, large investors or small, concerned special-interest groups, or others, is appearing in every market, and gender diversity and climate-change response are concerns for issuers and investors alike.

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Did Say-on-Pay Reduce or “Compress” CEO Pay?

Ira Kay is a Managing Partner at Pay Governance LLC. This post is based on a Pay Governance publication by Mr. Kay, Blaine Martin, and Clement Ma.

In the Dodd-Frank Act legislation after the 2008 Financial Crisis, the inclusion of shareholder SOP voting was driven by bipartisan Congressional support to “control executive compensation…” at corporations. In 2009, a former SEC chief accountant said, “Executive compensation at this point in time has gotten woefully out of hand… The time to adopt ‘say on pay’ type legislation is certainly past due.” [1] Politicians, regulators, and some institutional shareholders clearly thought that, “The impetus for passage of Dodd-Frank’s say-on-pay requirement in 2011 focused on remedying ‘excessive’ CEO pay.” [2]

Some of the original economic, governance, and social objectives of this legislation are certainly debatable. However, the proponents clearly intended to reduce CEO pay levels.

After 5 years of SOP votes, it is now possible to review the pre- and post-SOP statistical impact on CEO compensation. With sufficient historical data post-SOP, we answer 2 fundamental questions regarding this legislation’s consequences:

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