Yearly Archives: 2019

Letter to Delaware State Bar Association: Limiting Multi-Class Voting Structures

Ken Bertsch is Executive Director and Jeff Mahoney is General Counsel of the Council of Institutional Investors (CII). This post is based on a comment letter that CII submitted to the Corporation Law Section of the Delaware State Bar Association. Related research from the Program on Corporate Governance includes The Untenable Case for Perpetual Dual-Class Stock (discussed on the Forum here), and The Perils of Small-Minority Controllers (discussed on the Forum here), both by Lucian Bebchuk and Kobi Kastiel, the keynote presentation on The Lifecycle Theory of Dual-Class Structures, and the posts on The Perils of Dell’s Low-Voting StockThe Perils of Lyft’s Dual-Class Structure and the Perils of Pinterest’s Dual-Class Structure (discussed on the Forum herehere, and here).

September 13, 2019

Henry E. Gallagher, Jr. Council Chair
Corporation Law Section of the Delaware State Bar Association
1201 North Market Street, 20th Floor
Wilmington, DE 19801

Dear Mr. Gallagher:

We are writing on behalf of the Council of Institutional Investors (CII) to request that the Delaware State Bar Association propose to the Delaware General Assembly that Delaware General Corporation Law (DGCL) be amended to limit the authority of Delaware corporations listed on national securities exchanges to adopt multi-class common stock structures with differential voting rights (“multi-class voting structures”). [1]

A proposed new Section 212(f) of the DGCL is attached as Annex A to this letter. Pursuant to that language, no multi-class voting structure would be valid for more than seven years after an initial public offering (IPO), a shareholder adoption, or an extension approved by the vote of a majority of outstanding shares of each share class, voting separately, on a one-share, one-vote basis. Such a vote would also be required to adopt any new multi-class voting structure at a public company. The prohibition would not apply to charter language already existing as of a legacy date.

The reasons for our request are explained below.

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Sustainability in Corporate Law

Stavros Gadinis is professor of law and Amelia Miazad is founding Director and Senior Research Fellow of the Business in Society Institute at Berkeley Law School. This post is based on their recent paperRelated research from the Program on Corporate Governance includes Socially Responsible Firms by Alan Ferrell, Hao Liang, and Luc Renneboog (discussed on the Forum here).

Over a quarter of total assets under management is now invested in socially responsible companies. This marks an astounding repudiation of Wall Street’s get-rich-fast mentality, as well as a direct challenge to corporate law’s reigning mantra of profit maximization. Yet, this new direction has gained followers not only among progressive academics and policy makers, but also among conservative corporate law scions and financial industry leaders. It has particularly benefited from the support of large asset managers like Blackrock, State Street, and Vanguard. And, if one is to judge by the 181 CEO signatures on the Business Roundtable’s recent Statement of Purpose Letter, companies may be listening. How can we understand the business world’s recent focus on stakeholders and environmental and social issues? And how can we reconcile it with shareholder primacy, the reigning mantra in corporate law?

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The Fearless Boardroom

Laurie Hays is Managing Director for Special Situations at Edelman. This post is based on an Edelman memorandum by Ms. Hays.

Societal and governance issues pelting boards of directors—from the rise of the #MeToo movement, activist investors and impact funds are starting to redefine the traditional relationship between directors and the CEO. Boards once pals with leadership while keeping to the tradition of not meddling are now assessing potential structural changes needed to create a more productive—and safer—relationship.

With directors’ personal reputations at stake, as well as personal liability, they are strengthening monitoring programs, asking tougher questions and engaging in more vigorous debate on topics boards used to avoid, such as sexual harassment by the CEO. The upshot: The question now is not what did the board know but why didn’t the board know?

“The danger of the CEO getting directors in trouble as their personal activities have come into focus has grown exponentially,” observes Charles Elson, director of the Center for Corporate Governance at the University of Delaware.

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Investment Advisers, Fiduciary Duties, and Voting Obligations

Jason M. Daniel is a partner at Akin Gump Strauss Hauer & Feld LLP. This post is based on his Akin Gump memorandum.

On August 21, 2019, the Securities and Exchange Commission (SEC) voted 3 to 2 to adopt new interpretive guidance (the “Voting Interpretation”) applicable to investment advisers regarding their proxy voting responsibilities as a fiduciary. [1] While the Voting Interpretation provides guidance that would be helpful for registered investment advisers in crafting their proxy voting policies, the Voting Interpretation is intended to apply to all investment advisers irrespective of their registered status. The following is a summary of the Voting Interpretation and a checklist to aid in updating compliance manuals to address these issues.

The Voting Interpretation restates and expands previous staff guidance [2] regarding the scope of the voting obligations and considerations for the retention of proxy advisory firms in a manner consistent with the SEC’s final interpretation of investment adviser fiduciary duties [3] (the “Fiduciary Interpretation”) adopted in the summer of 2019. Contemporaneously with the adoption of the Voting Interpretation, the SEC also adopted a separate interpretation that proxy advisory firms are making a “proxy solicitation” when they recommend votes to their clients and are subject to the antifraud requirements of Regulation 14A under the Securities Exchange Act of 1934. [4]

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The Effects of Shareholder Primacy, Publicness, and “Privateness” on Corporate Cultures

Donald C. Langevoort is the Thomas Aquinas Reynolds Professor of Law at Georgetown Law School. This post is based on his recent article, forthcoming in the Seattle University Law Review. Related research from the Program on Corporate Governance includes The Case for Increasing Shareholder Power, by Lucian Bebchuk; The Myth that Insulating Boards Serves Long-Term Value by Lucian Bebchuk (discussed on the Forum here); and Can We Do Better by Ordinary Investors? A Pragmatic Reaction to the Dueling Ideological Mythologists of Corporate Law by Leo E. Strine (discussed on the Forum here).

There is widespread belief in both scholarship and business practice that internal corporate cultures strongly affect economic outcomes for firms, for better or worse. In turn, there is also a growing belief that corporate governance arrangements materially affect corporate cultures. If this is true, it suggests an intriguing three-link causal chain: governance choices influence corporate performance, at least in part via their effects on internal culture. This should be important to lawyers and legal scholars because of the symbiotic nature of law and governance: the increasing risk of enhanced corporate criminal and civil liability when cultures are judged to be deficient. Finding the right place for culture in governance is a heavy lift, and the subject of my recent essay for the “Berle XI” symposium.

By many accounts today (though hardly without controversy), the dominant norm in American corporate governance is shareholder primacy—managers are expected as a result of the combined forces of law, culture and economic incentives to act intently for the wealth-maximizing benefit of their shareholders. The theoretical justification for this truncated autonomy is that managers are naturally self-interested, requiring monitoring of various sorts in the name of (if not by) its shareholders in order to minimize opportunism in the exercise of power. To enthusiasts for this principal-agent model of governance, this embrace of the shareholder primacy norm in the last three or four decades has paid off in greater productivity, innovation and capital formation. Many in financial economics and corporate law thus now take it as a normative given, arguing only about whether we need to empower and protect shareholders a bit more, less, or have it about right to achieve optimal shareholder wealth over the desired time frame and unit of measurement.

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Use of Special Committees in Conflict Transactions

Andrew R. Brownstein, Benjamin M. Roth. and Elina Tetelbaum are partners at Wachtell, Lipton, Rosen & Katz. This post is based on a Wachtell Lipton article, recently published in the M&A Journal, by Mr. Brownstein, Mr. Roth, Ms. Tetelbaum, Ryan A. McLeod, and Carmen X. W. Lu.

Special committees often play a critical role in conflict transactions, such as transactions involving controlling stockholders, corporate insiders or affiliated entities, including “going private” transactions, or purchases or sales of assets or securities from or to a related party. Such “conflict transactions” raise complicated legal issues and, in today’s environment, a high likelihood of litigation. A well-functioning and well-advised committee can offer important protections to directors and managers in after-the-fact litigation.

But special committees are not one-size-fits-all, and they can be deployed to the detriment of a company and its stockholders. Forming a special committee in the absence of a conflict transaction can needlessly hamper the operations of the company and its ability to transact, create rifts within the board and between the board and management, create a misimpression of conflict that invites rather than discourages litigation, and burden the company with an inefficient decision-making structure that may be difficult to unwind. It is important, therefore, for companies to carefully consider—when the specter of a real or potential conflict arises—whether a special committee is in fact the best approach, whether it is advisable at all, and whether recusal of conflicted directors or other safeguards is perhaps the better approach. Equally important is the proper formation and empowerment of the special committee and the execution of its work.

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Investor Stewardship Reporting and Engagement

Hywel Ball is Managing Partner for Assurance, UK and Ireland; Loree Gourley is Director of Regulatory and Public Policy; and Brandon Perlberg is Associate Director of Regulatory and Public Policy, all at EY UK. This post is based on an EY UK memorandum by Mr. Ball, Ms. Gourley, Mr. Perlberg, Christabel Cowling, and Peter Flynn. Related research from the Program on Corporate Governance includes The Agency Problems of Institutional Investors by Lucian Bebchuk, Alma Cohen, and Scott Hirst (discussed on the Forum here), and Index Funds and the Future of Corporate Governance: Theory, Evidence, and Policy by Lucian Bebchuk and Scott Hirst (discussed on the forum here).

Vital to rebuilding trust in business is an effective accountability framework based on good stewardship, governance and reporting. Within this, transparency over stewardship of investments plays a fundamental role in providing confidence to a broad range of stakeholders. Pursuing greater transparency drives greater accountability, and promotes a critical shift from short-term thinking to creating long-term value.

What is this review about?

This is first-of-its kind research designed to enable a better understanding of how UK-based asset managers and asset owners are currently reporting on and engaging with their investee companies on stewardship. We analysed recent stewardship reporting by the 30 largest UK investors who are signatories to the UK Stewardship Code (20 asset managers and 10 asset owners). We then assigned scores based on the depth of their reported stewardship activity across different areas of investor priority. The findings provide a comprehensive picture of investor priorities and expectations, and offer unique insights about the journey toward more transparent reporting that promotes the safe investment of capital for the long-term.

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Reg FD Enforcement Action

Cydney S. Posner is special counsel at Cooley LLP. This post is based on a Cooley memorandum by Ms. Posner.

Reg FD prohibits selective disclosure of material, nonpublic information by public companies (or by its senior officials or specified other employees) to securities market professionals and shareholders reasonably likely to trade on the information. If a public company does make a disclosure of that kind, the company is required under Reg FD to disclose the information to the public. Information is considered “material” if there is “a substantial likelihood that a reasonable investor would consider the information important in making an investment decision or if the information would significantly alter the total mix of available information.” And that’s where the thorny part comes in. The test for materiality is a subjective one, based on the facts and circumstances. But judgments about materiality of disclosures are often complicated and muddy and frequently made in real time.
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No Action Process—Letter from Five Investor Organizations to SEC Division of Corporate Finance

This post is based on a joint letter to the U.S. Securities and Exchange Commission from Kenneth A. Bertsch, Executive Director at the Council of Institutional Investors; Lisa Woll, CEO at US SIF; Josh Zinner, CEO at the Interfaith Center on Corporate Responsibility; Mindy S. Lubber, CEO and President at Ceres; and Sanford Lewis, Director at the Shareholder Rights Group.

Via Hand Delivery

September 19, 2019

Mr. William Hinman
Director, Division of Corporation Finance
Securities and Exchange Commission
100 F Street, N.E.
Washington, D.C. 20549

RE: Investor Concerns and Recommendations Regarding the Division’s No-Action Process Announcement of September 6, 2019

Dear Director Hinman,

We are writing on behalf of our members to express major concerns regarding the September 6, 2019 “Announcement” of the Division of Corporation Finance regarding Rule 14a-8 no-action requests. Under this newly announced policy, the range of anticipated options for Rule 14a-8 no-action responses will be expanded to include instances where the Staff “declines to state a view” or responds “orally.” We request the Division rescind this change in process, as it reduces transparency and accountability, increases the burden on investors, and could increase conflict between companies and their investors.

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Trading and Arbitrage in Cryptocurrency Markets

Igor Makarov is Associate Professor of Finance at the London School of Economics and Political Science and Antoinette Schoar is the Michael M. Koerner Professor of Entrepreneurship at the MIT Sloan School of Management. This post is based on their recent article, forthcoming in the Journal of Financial Economics.

Cryptocurrencies such as bitcoin or ethereum have rocketed to public attention over the past few years. These are digital currencies built on blockchain technology that allows verification of payments and other transactions in the absence of a centralized custodian. While significant attention has been paid to the dramatic ups and downs in the volume and price of cryptocurrencies, there has not been a systematic analysis of the trading and efficiency of cryptocurrencies markets. Cryptocurrencies are traded on many nonintegrated exchanges that are independently owned and exist in parallel across countries. But in contrast to traditional, regulated equity markets, the cryptocurrency markets lack any provisions to ensure that investors receive the best price when executing trades. As a result, it is centrally important to understand how arbitrageurs trade across different markets; and if there are any constraints to the flow of arbitrage capital which can result in market segmentation. In our article Trading and Arbitrage in Cryptocurrency Markets (forthcoming in the Journal of Financial Economics), we attempt to fill this gap using trade level data for 34 exchanges across 19 countries.

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