Yearly Archives: 2021

Boeing: Rejecting Early Dismissal of Claims Against Directors for Inadequate Risk Oversight

Gail Weinstein is senior counsel and Steven Epstein and Mark H. Lucas are partners at Fried, Frank, Harris, Shriver & Jacobson LLP. This post is based on a Fried Frank memorandum by Ms. Weinstein, Mr. Epstein, Mr. Lucas, Erica Jaffe, Shant P. Manoukian, and Roy Tannenbaum, and is part of the Delaware law series; links to other posts in the series are available here. Related research from the Program on Corporate Governance includes Monetary Liability for Breach of the Duty of Care? by Holger Spamann (discussed on the Forum here).

The Boeing Company Derivative Litigation (Sept. 7, 2021) is another in a series of cases in recent years in which the Delaware Court of Chancery has found, in the wake of a “corporate trauma” relating to product safety issues, that the company’s independent directors may have personal liability to the stockholders, under the “Caremark doctrine,” for a failure to have overseen management of the corporation’s core risks. In the Boeing opinion, Vice Chancellor Zurn echoes a number of themes from other recent cases involving so-called “Caremark claims,” and thus provides important guidance with respect to best practices for directors in fulfilling their oversight responsibilities (as discussed in “Practice Points” below).

Key Points

  • In recent years, the Delaware courts, at the pleading stage of litigation, have more frequently rejected dismissal of Caremark claims against directors. The express articulation of the standard for pleading a valid Caremark claim has not changed and the courts continue to characterize these claims as among the most difficult upon which a plaintiff might hope to succeed. Also, importantly, each of the recent cases has presented a particularly egregious factual context. Nonetheless, directors should be mindful that, unlike in the past, there is now a trend of decisions in which the court has rejected early dismissal of Caremark
  • Plaintiffs’ increased success in Caremark claims surviving the pleading stage is attributable to their more frequent use of books and records demands. With the courts more often granting stockholders’ demands under DGCL Section 220 for inspection of the corporate books and records, and the courts more often granting expansive access to the corporate books and records, stockholder-plaintiffs have been able to uncover information that has helped them craft more particularized pleadings substantiating their claims of lack of board oversight.
  • Recent Delaware decisions provide specific guidance for directors in fulfilling their Caremark duties.  Most critically, directors should understand that there is a board-level responsibility to oversee legal and regulatory compliance and other risks relating to the company’s “mission-critical” operations. It is not sufficient to delegate management of these critical risks to senior officers of the company. The oversight process with respect to these types of risks should be formally established and the board’s monitoring of the process should be well documented.

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Sustainability Reporting: A Gap Between Words and Action

Maureen McCarthy is an ESG Analyst at ISS ESG, Institutional Shareholder Services, Inc. This post is based on her ISS memorandum. Related research from the Program on Corporate Governance includes The Illusory Promise of Stakeholder Governance (discussed on the Forum here) and Will Corporations Deliver Value to All Stakeholders?, both by Lucian A. Bebchuk and Roberto Tallarita; For Whom Corporate Leaders Bargain by Lucian A. Bebchuk, Kobi Kastiel, and Roberto Tallarita (discussed on the Forum here); and Restoration: The Role Stakeholder Governance Must Play in Recreating a Fair and Sustainable American Economy—A Reply to Professor Rock by Leo E. Strine, Jr. (discussed on the Forum here).

Key Takeaways

  • Investor attention on sustainability issues has increased in recent years and shows no sign of abating.
  • While the demand for ESG information is increasing, variation in the quality of data is a major headwind.
  • Of over 7,000 ISS ESG-rated corporate entities, data indicates that the quality of most Sustainability Reporting is suboptimal, leaving stakeholders with opaque views of company performance.
  • Sustainability Reporting will continue to improve, and should evolve to be standard business practice.

ESG and the New Normal

A common misconception about Environmental, Social and Governance (ESG) investment practice is that, along with the many other sustainability acronyms, it is a hot topic driven by the media. The terminology might be trending and evolving, but the fundamental convictions behind sustainable value, transparency, and accountability to stakeholders are the new business as usual.

Demand for ESG Disclosure and the related ecosystem has grown exponentially in recent years. The COVID-19 pandemic exacerbated social issues such as occupational health and safety and supply chain labor, and now urgent global disruptions are giving way to investors finding solutions to understand and catalyze corporate responsibility. Extra-financial measures are increasingly integrated into investor decision making; the number of investor PRI signatories has increased by 29% in the last year alone.

Since 2006, ISS ESG has seen an increase in shareholder proposals requesting that companies report their climate change performance. Institutional investors are seeing the connection between long- term business health and systematic management of ESG issues such as climate.

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The Capital Structure Puzzle: What are We Missing?

Harry DeAngelo is Professor Emeritus of Finance and Business Economics & Kenneth King Stonier Chair in Business Administration at the University of Southern California Marshall School of Business. This post is based on his recent paper.

The Holy Grail of corporate finance is a theory that explains the capital structure behavior of real-world firms. It’s been 63 years since Modigliani and Miller’s (1958, MM) landmark paper and we still do not have a model that explains even the broad-brush features of observed capital structures.

In this paper, I identify the conceptual sources of the empirical failures of the leading models of capital structure, and delineate model features that would repair those failures. In the process, I explain why we should largely ignore Miller’s (1977) “horse-and-rabbit-stew” view of the tax incentive to lever up and Jensen’s (1986) view of the disciplinary role of debt. The analysis yields a compact set of foundational principles for building an empirically credible theory of capital structure.

I argue that our failure to solve the capital structure puzzle reflects a major Catch-22: The formal analytical (optimization) approach that is used in our leading models inherently ignores—and therefore implicitly rules out—the key to explaining real-world capital structure behavior. By insisting that our models be framed in a way that implicitly precludes a key element of the solution, we have inadvertently ensured that the literature has stagnated far short of a solution to the capital structure puzzle.

What we have mistakenly ruled out is the role of imperfect managerial knowledge: Managers do not have sufficient knowledge to optimize capital structure with any real precision.

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Court of Chancery Upholds Enforcement of Advance Notice Bylaw

William Savitt, Ryan A. McLeod, and Anitha Reddy are partners at Wachtell, Lipton, Rosen & Katz. This post is based on their Wachtell memorandum, and is part of the Delaware law series; links to other posts in the series are available here.

The Delaware Court of Chancery this week upheld a board’s use of an advance notice bylaw to reject a dissident slate from running a proxy fight.  Rosenbaum v. CytoDyn Inc., C.A. No. 2021-0728-JRS (Del. Ch. Oct. 13, 2021).

The case concerns a battle for control of the board of CytoDyn, a pharmaceutical company.  Years ago, CytoDyn adopted a customary advance notice bylaw that required any stockholder seeking to nominate directors to provide information about its nominees at least 90 days before the stockholder meeting.  As is typical, the bylaw required disclosure of, among other things, the nominees’ backers and whether the nominees had financial interests in any potential transactions involving the company.  One day before this year’s nomination deadline, a group of CytoDyn stockholders submitted nomination materials for a rival slate.  A month later, CytoDyn rejected the nominations as deficient for failure to disclose others who were supporting the nominees behind the scenes and to disclose that at least one of the nominees might seek to facilitate a self-interested merger if elected.  The dissident stockholders commenced expedited litigation in Delaware, arguing that the board was improperly interfering with the election process.

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Statement by Commissioners Peirce and Roisman on Staff Report on Equity and Options Market Conditions in Early 2021

Hester M. Peirce and Elad L. Roisman are Commissioners at the U.S. Securities and Exchange Commission. This post is based on their recent public statement. The views expressed in this post are those of Ms. Peirce and Mr. Roisman and do not necessarily reflect those of the Securities and Exchange Commission or its staff.

Today [October 18, 2021], the staff issued a report on the so called “meme stock” episode that occurred this past January.  We would like to thank the staff not only for their hard work on this report, but also for keeping the Commission fully and timely informed during the period of extreme volatility discussed in the report.  While the report includes an interesting account of the events, it does not appear that many conclusions can be drawn from the data.  This report should have been an anodyne report on the events of earlier this year and, if evident from the data, an assessment of the causes of those events.  Surprisingly, the report turned into an account of those events awkwardly intertwined with discussions of market practices and policies that mirror Commission-level conversations unrelated to the specifics of January’s events.  Including these discussions distracts rather than informs our understanding of the meme stock episode.

In the wake of an anomalous market event, it can be tempting to identify a convenient scapegoat and leverage the event to pursue regulatory actions without regard to the factual record.  The report, however, finds no causal connection between the meme stock volatility and conflicts of interest, payment for order flow, off-exchange trading, wholesale market-making, or any other market practice that has drawn recent popular attention.  Indeed, in our discussions about causes of the January episode, whether with staff or with market participants, we have seen no evidence that these practices were a cause of these events.

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Expanding Proxy Voting Choice

Mark McCombe is Chief Client Officer, Salim Ramji is Global Head of ETFs and Index Investments, and Sandy Boss is Global Head of Investment Stewardship at BlackRock, Inc. This post is based on their BlackRock memorandum.

Our view is the choices we make available to clients should also extend to proxy voting. We believe clients should, where possible, have more choices as to how they participate in voting their index holdings.

Beginning in 2022, BlackRock is taking the first in a series of steps to expand the opportunity for clients to participate in proxy voting decisions where legally and operationally viable. To do this, BlackRock has been developing new technology and working with industry partners over the past several years to enable a significant expansion in proxy voting choices for more clients.

Much like asset allocation and portfolio construction, where some clients take an active role while others outsource these decisions to us, more of our clients are interested in having a say in how their index holdings are voted. We want to provide choice to these clients while continuing to support those who have selected BlackRock’s industry-leading investment stewardship team to vote on their behalf.

These voting choice options will first be available to institutional clients invested in index strategies – within institutional separate accounts globally and certain pooled funds managed by BlackRock in the U.S. and UK. Approximately 40% of the $4.8 trillion index equity assets we manage [1] for our clients will be eligible for these new voting options.

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How to Translate ESG Imperatives into Executive Compensation

Kathryn Neel is a managing director and Seymour Burchman is a senior advisor at Semler Brossy Consulting Group LLC. This post is based on their Semler Brossy memorandum. Related research from the Program on Corporate Governance includes The Illusory Promise of Stakeholder Governance (discussed on the Forum here) and Will Corporations Deliver Value to All Stakeholders?, both by Lucian A. Bebchuk and Roberto Tallarita; For Whom Corporate Leaders Bargain by Lucian A. Bebchuk, Kobi Kastiel, and Roberto Tallarita (discussed on the Forum here); and Restoration: The Role Stakeholder Governance Must Play in Recreating a Fair and Sustainable American Economy—A Reply to Professor Rock by Leo E. Strine, Jr. (discussed on the Forum here).

Pressures on corporate boards to address environmental, social, and governance concerns are stronger than ever. The good news is that by investing in these areas even without an immediate commercial payoff, companies can bolster their long-term positions with both the stock market and society.

Companies still need to make sure the ESG issues they tackle will boost profitability over time—otherwise, investors will leave and financial resources will not be available to further serve society. But in serving shareholders, they can also promote a broader set of stakeholders. The choice is not either/or; it is both/and.

Here are guidelines for translating ESG imperatives into action, especially for executive compensation.

Where to Start with ESG—Focus and Priorities

No company, of course, can address all of the many ESG concerns out there, partly because of a simple lack of resources and capabilities. Where to focus? The answer lies in matching two key sets of criteria. Each concern should be relevant both for the business and for major stakeholders, as follows. These actions might not change financial results in the short run but will likely pay off in the long term.

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Preparing for Potential Updates to HCM & Board Diversity Disclosure Requirements

Sophia Hudson is partner at Kirkland & Ellis LLP. This post is based on a Kirkland & Ellis memorandum by Ms. Hudson; Alexandra Farmer, Sofia Martos, Sara Orr, Jennie Morawetz, and Robert Hayward. Related research from the Program on Corporate Governance includes The Illusory Promise of Stakeholder Governance (discussed on the Forum here) and Will Corporations Deliver Value to All Stakeholders?, both by Lucian A. Bebchuk and Roberto Tallarita; For Whom Corporate Leaders Bargain by Lucian A. Bebchuk, Kobi Kastiel, and Roberto Tallarita (discussed on the Forum here); and Restoration: The Role Stakeholder Governance Must Play in Recreating a Fair and Sustainable American Economy—A Reply to Professor Rock by Leo E. Strine, Jr. (discussed on the Forum here).

Recent market and regulatory trends in the U.S. relating to environmental, social and governance (“ESG”) matters have increased the expectation that corporations provide enhanced disclosures with respect to human capital management (“HCM”) and diversity, equity and inclusion (“DEI”).

In 2021, in response to new Regulation S-K amendments, companies expanded disclosures related to HCM and DEI matters in their proxy statements and 10-Ks and saw a marked increase in investor support for DEI-related shareholder proposals compared to prior years. President Biden has signed a number of executive orders focused on HCM and DEI, among other ESG topics. [1] In line with this agenda, and as a response to growing investor pressure to expand ESG disclosures, the U.S. Securities and Exchange Commission (“SEC”) has indicated in its Spring 2021 regulatory agenda that proposed rules entitled “Human Capital Management Disclosure” and “Corporate Board Diversity” could be released as early as October 2021.

This post provides a brief overview of existing HCM- and diversity-related disclosure requirements and recent developments related to the anticipated proposed rules, and offers suggestions on how public companies can prepare for the potential changes ahead.

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Are Star Law Firms Also Better Law Firms?

Alberto Manconi is Associate Professor of Finance at Bocconi University. This post is based on a recent paper authored by Mr. Manconi; Allen Ferrell, Greenfield Professor of Securities Law at Harvard Law School; Ekaterina Neretina, Assistant Professor of Finance and Business Economics at the University of Southern California Marshall School of Business; Dr. William Powley; and Luc Renneboog, Professor of Finance at Tilburg University.

Since 1970, the top 10 plaintiff law firms are associated each year with around a third of all settlements in corporate litigation in the U.S. Despite the economic importance of corporate litigation as a restitution and governance mechanism, and the key role that plaintiff law firms play in its functioning, there is little systematic empirical evidence on their performance. Do “star” plaintiff law firms provide their clients with a better service and, if they do, in what ways? How competitive is the market for their services? Are there frictions that limit competition from less prestigious law firms? These questions speak to the broader issues of the effectiveness and the governance of corporate litigation.

To attempt to answer these questions, we assemble a novel, comprehensive database on plaintiff law firms in corporate litigation in the U.S. covering shareholder, intellectual property, employment, product liability, and antitrust lawsuits, as well as lawsuits related to aspects of a given industry and to government contracts and relations.

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2021 Corporate Governance Trends in the Retail Industry

Audra Cohen and Melissa Sawyer are partners at Sullivan & Cromwell LLP. This post is based on a Sullivan & Cromwell memorandum by Ms. Cohen, Ms. Sawyer, Eric Krautheimer, and Matthew Goodman.

Executive Summary

Many investors take into account corporate governance in their investment decisions. Retail companies are generally in-line with the governance norms of companies across the S&P 500, although differences exist in corporate governance trends between brick-and-mortar retail companies and e-commerce retail companies. For example, e-commerce retailers have greater rates of board refreshment and are more likely to separate the roles of CEO and chair than their brick-and mortar counterparts. Furthermore, e-commerce retailers are more likely to permit shareholders to act via written consent and are less likely to permit shareholders to call a special meeting.

Retail companies should consider what governance practices work best for their particular products, customer base, board composition, investor base and strategic objectives. Analyzing broader industry trends can be helpful, but companies should determine their practices based on conversations with directors, investors and key stakeholders. [1]

For purposes of our analyses, we reviewed the corporate governance practices of the 14 retail companies identified in Annex A (the “Retail Companies”). Of those Retail Companies, nine are historically brick-and-mortar companies (the “Brick-and-Mortar Retailers”) and five are historically e-commerce companies (the “E-Commerce Retailers”). However, it should be noted that the line between brick-and-mortar companies and e-commerce companies is becoming increasingly blurred, as brick-and-mortar companies continue to expand into the e-commerce space and vice versa.

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