Yearly Archives: 2020

Going Dark: SEC Proposes Amendments to Form 13F

Adam O. EmmerichDavid M. Silk, and Sabastian V. Niles are partners at Wachtell, Lipton, Rosen & Katz. The following post is based on a Wachtell Lipton memorandum by Mr. Emmerich, Mr. Silk, Mr. Niles, and Oluwatomi O. Williams. 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 Who Bleeds When the Wolves Bite? A Flesh-and-Blood Perspective on Hedge Fund Activism and Our Strange Corporate Governance System by Leo E. Strine, Jr. (discussed on the Forum here).

The SEC has proposed an amendment to Form 13F that would exempt from filing all money managers holding less than $3.5 billion of “13(f) securities.” The threshold would apply without regard to the fund’s overall size or total assets under management. Increasing the threshold to $3.5 billion from the current cut-off of $100 million would slash the number of reporting filers by 90%, from 5,089 to 550, effectively abolishing Form 13F as a reporting system for most investors, including many activist and event-driven hedge funds, and preserve it only for the largest index funds and asset managers.

Form 13F generally requires investment managers holding more than $100 million of such 13(f) securities (typically Exchange-traded equity securities, certain options and warrants, shares of closed-end investment companies and certain convertible debt securities) to disclose their holdings within 45 days of the end of each quarter, and is often the primary means by which investors, companies and other market participants first learn or verify that an activist hedge fund is accumulating or has accumulated a significant (but less than 5%) position in a target company’s stock. Because many activists do not own $3.5 billion of 13(f) securities, adoption of this revision would permit them to “go dark” and make it significantly more difficult to determine whether an activist, or a “wolf pack” of activists, owns a stake in a company. Indeed, as we have previously discussed, activist “tipping” could well result in only the wolf pack—and not the target company or other shareholders—being aware of the ownership stake until the moment that the activist strike occurs.

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Navigating Insolvency Risk in COVID-19 Distressed Companies

Pamela S. PalmerHoward M. Privette, and Douglas D. Herrmann are partners at Troutman Pepper. This post is based on a Troutman Pepper memorandum by Ms. Palmer, Mr. Privette, Mr. Hermann, and Samantha K. Burdick.

As COVID-19 related economic disruptions place unprecedented stress on cash flows, the risk of insolvency is a new and growing concern for many businesses. Against the backdrop of a decades-long growth in corporate debt, boards of directors are making decisions that have the potential for pitting the interests of creditors against the interests of equity shareholders. As the financial health of a business deteriorates, its directors should be cognizant that their fiduciary duties may shift or expand with respect to these different constituencies if and when the company actually crosses over into insolvency.

With a focus on comparing California and Delaware law, this post briefly describes how insolvency can affect directors’ fiduciary duties, and discusses ways that directors can minimize the risk of personal liability as those duties shift.

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Spotlight on Boards

Martin Lipton is a founding partner of Wachtell, Lipton, Rosen & Katz, specializing in mergers and acquisitions and matters affecting corporate policy and strategy. This post is based on a Wachtell Lipton memorandum by Mr. Lipton and Carmen X. W. Lu. Related research from the Program on Corporate Governance includes The Illusory Promise of Stakeholder Governance by Lucian A. Bebchuk and Roberto Tallarita (discussed on the Forum here); Toward Fair and Sustainable Capitalism by Leo E. Strine, Jr (discussed on the Forum here); and Socially Responsible Firms by Alan Ferrell, Hao Liang, and Luc Renneboog (discussed on the Forum here).

The ever-evolving challenges facing corporate boards prompt periodic updates to a snapshot of what is expected from the board of directors of a public company—not just the legal rules, or the principles published by institutional investors and various corporate and investor associations, but also the aspirational “best practices” that have come to have equivalent influence on board and company behavior. The coronavirus pandemic and resulting recession, combined with the wide embrace of ESG, stakeholder governance and sustainable long-term investment strategies by the Business Roundtable, the World Economic Forum, the British Academy, BlackRock, Vanguard, State Street and other investors and asset managers is a decisive inflection point in the responsibilities of the board of directors of companies. The statement of corporate purpose by the World Economic Forum is a concise and cogent reflection of the current thinking of most of the leading corporations, institutional investors, asset managers and their organizations, so too governments and regulators outside the United States:

The purpose of a company is to engage all its stakeholders in shared and sustained value creation. In creating such value, a company serves not only its shareholders, but all its stakeholders – employees, customers, suppliers, local communities and society at large. The best way to understand and harmonize the divergent interests of all stakeholders is through a shared commitment to policies and decisions that strengthen the long-term prosperity of a company.

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SEC Provides Further Guidance on Covid-19 Disclosure

Richard Bass is an associate and Gary Emmanuel and Thomas P. Conaghan are partners at McDermott Will & Emery. This post is based on a McDermott memorandum by Mr. Bass, Mr. Emmanuel, Mr. Conaghan, Robert H. Cohen, Ze’-ev D. Eiger and Eric Orsic.

On June 23, 2020, the Division of Corporation Finance (CF) and the Office of the Chief Accountant of the US Securities and Exchange Commission (SEC) released guidance that provides additional views on disclosure related to COVID-19, supplementing earlier guidance provided on March 25, 2020 and April 3, 2020, respectively.

In Depth

The latest guidance reiterates earlier statements encouraging companies to provide disclosures that allow investors to evaluate the current and expected impact of COVID-19 through the eyes of management and to proactively revise and update disclosures as facts and circumstances change.

In the new guidance, CF provided the following to help companies analyze their specific facts and circumstances:

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GAO Report Highlights Dearth of ESG Disclosure

David M. Silk, David B. Anders, and Sabastian V. Niles are partners at Wachtell, Lipton, Rosen & Katz. This post is based on a Wachtell Lipton memorandum by Mr. Silk, Mr. Anders, Mr. Niles, Carmen X. W. Lu, and Ram Sachs. Related research from the Program on Corporate Governance includes The Illusory Promise of Stakeholder Governance by Lucian A. Bebchuk and Roberto Tallarita (discussed on the Forum here).

A report published by the United States Government Accountability Office (GAO) earlier this month has further highlighted the dearth of comparable, decision-useful ESG disclosures sought by investors. Commissioned by U.S. Senator Mark Warner, the report noted that most institutional investors contacted by the GAO seek ESG information to enhance their understanding of risks and to assess long-term value. The report also noted challenges with understanding and interpreting both quantitative and narrative ESG disclosures, and that the quality and relevance of such disclosures to investors remain highly variable. Following the release of the GAO report, Senator Warner called on the U.S. Securities and Exchange Commission (SEC) to establish a task force to determine a robust set of quantifiable and comparable ESG metrics to be disclosed by all public companies. Senator Warner had previously pushed for more extensive disclosure of human capital-related metrics in light of their materiality to most businesses.

The GAO’s findings echo similar sentiments among the investor community, who, along with other stakeholders, have noted the growing need to establish a standardized ESG disclosure framework to facilitate the disclosure of decision-useful information. Various private-sector initiatives are already in progress—the World Economic Forum’s International Business Council earlier this year released a consultation draft of core and expanded ESG disclosures drawing on metrics from existing ESG reporting frameworks. Likewise, the Sustainability Accounting Standards Board (SASB) and the Global Reporting Initiative (GRI) have pledged to work together to align ESG reporting standards.

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Horizontal Directors

Yaron Nili is Assistant Professor of Law at the University of Wisconsin-Madison Law School. This post is based on his recent paper, forthcoming in the Northwestern University Law Review.

Common ownership has garnered significant attention in both antitrust and corporate governance discourse. Scholars have long been concerned that monopolies, cartels, and other forms of coordination can harm consumers. In recent years, prominent scholars have also raised concerns regarding companies’ incentives to compete where major institutional shareholders hold large equity positions in all competitors.

Yet, as the common ownership debate endures, another channel that may enable companies to coordinate, and has similar antitrust and governance concerns has received little attention. My paper, Horizontal Directors, spotlights the surprising prevalence of directors who serve on the boards of multiple companies within the same industry and who may also facilitate coordination that may lead to anticompetitive behavior. Against this empirical backdrop, the paper explores the benefits horizontal directors provide to companies and investors, as well as the antitrust and governance concerns that they may pose, and puts forward several policy recommendation to regulators and investors. Below I summarize some of the key findings:

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Weekly Roundup: July 10–16, 2020


More from:

This roundup contains a collection of the posts published on the Forum during the week of July 10–16, 2020.

Do Bank Insiders Impede Equity Issuances?



Final Volcker 2.0: Summary for Fund Activities


Statement by Commissioner Lee on the Proposal to Substantially Reduce 13F Reporting


Doubt On Merger Disclosure Claims in a Rare Federal Court Decision




Protecting Financial Stability: Lessons from the Coronavirus Pandemic


Chancery Court Sustains Breach of Fiduciary Duty Claims Against Nonparty to LLC Agreement


Rulemaking Petition on Disclosure to Help Assess Climate Risk


The Effect of Managers on Systematic Risk



COVID-19: Audit Committee Financial Reporting Guidebook


CEO Summit



The Long-Term Impact of the Pandemic on Corporate Governance


Reforming U.S. Capital Markets to Promote Economic Growth


SEC’s Q2 Roundtable Offers Insight to Investor Views

SEC’s Q2 Roundtable Offers Insight to Investor Views

Betty M. Huber is counsel and Paula H. Simpkins is an associate at Davis Polk & Wardwell LLP. This post is based on their Davis Polk memorandum.

On June 30, 2020, Chairman Jay Clayton moderated a virtual roundtable titled “Q2 Reporting: A Discussion of COVID-19 Related Disclosure Considerations” to solicit views from a small panel of highly experienced and well-informed private investors and asset managers (“Roundtable”). The Roundtable included the following panelists: Gary Cohn, Former Director of the U.S. National Economic Council; Glenn Hutchins, Chairman of North Island and Co-Founder of Silver Lake; Tracy Maitland, President and CIO of Advent Capital Management; and Barbara Novick, Vice Chair and Co-Founder of BlackRock. The Director of the Division of Corporation Finance, William H. Hinman, also participated in the Roundtable.

Standardization, Transparency and Forward-Looking Information

There was a general consensus among panelists that companies’ providing greater transparency and forward-looking information is crucial when there is a lot of economic uncertainty, such as presented by the COVID-19 pandemic. Some panelists suggested that standardization of forward-looking information, including financials, among companies would be very helpful. The discussion also included recognition that standardization may be difficult because companies have different business models, cash flow needs, materiality thresholds, etc.

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Reforming U.S. Capital Markets to Promote Economic Growth

Hal S. Scott is the Emeritus Nomura Professor of International Financial Systems at Harvard Law School and John Gulliver is the Kenneth C. Griffin Executive Director of the Program on International Financial Systems. This post is based on a report by the Committee on Capital Markets Regulation. Related research from the Program on Corporate Governance includes The Untenable Case for Perpetual Dual-Class Stock by Lucian Bebchuk and Kobi Kastiel (discussed on the Forum here); Index Funds and the Future of Corporate Governance: Theory, Evidence, and Policy and The Specter of the Giant Three, both by Lucian Bebchuk and Scott Hirst (discussed on the forum here and here); and Short-Termism and Capital Flows by Jesse Fried and Charles C. Y. Wang (discussed on the Forum here).

Executive Summary

Vibrant and well-functioning U.S. capital markets create jobs, bolster investment, promote innovation, and enhance retirement savings. Capital markets function best when regulations allow for the efficient allocation of capital while protecting investors. In this report, we evaluate major trends and developments in U.S. capital markets and assess whether existing regulations are continuing to serve U.S. companies and investors. We then set forth regulatory reforms to further enhance the performance of U.S. capital markets.

The report consists of four chapters: (1) The Rise of Dual Class Shares: Regulations and Implications, (2) Short-termism, Shareholder Activism and Stock Buybacks; (3) The Rise of Index Investing: Price Efficiency and Financial Stability; and (4) An Analysis of Investment Stewardship: Mutual Funds and ETFs. An executive summary of each chapter appears below.

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The Long-Term Impact of the Pandemic on Corporate Governance

Michael W. PeregrineRalph DeJong, and Sandy DiVarco are partners at McDermott Will & Emery LLP. This post is based on a McDermott memorandum by Mr. Peregrine, Mr. DeJong, Ms. DiVarco, and Stephen Bernstein.

The pandemic is likely to have lasting, material repercussions for how health care enterprises approach corporate governance. These repercussions are separate and distinct from the board’s disaster-response duties that were summoned into application during the height of the health crisis. Rather, they relate to how certain traditional governance principles and practices are expected to change given the lessons and experiences that corporate leadership is gaining over the course of the pandemic.

A critical impact of the pandemic is that the law, corporate stakeholders, and public policy will likely expect boards to be responsive in some way to how circumstances have changed, in a good faith manner. Boards will thus be called upon to evaluate the governance impact of pandemic-specific lessons and experiences, and to implement changes believed to be appropriate given the circumstances.

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