Yearly Archives: 2022

Special Committee Report

Gregory V. Gooding, Andrew L. Bab, and Jeffrey J. Rosen are partners at Debevoise & Plimpton LLP. This post is based on a Debevoise memorandum by Mr. Gooding, Mr. Bab, Mr. Rosen, Michael Diz, and Maeve O’Connor, 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 Independent Directors and Controlling Shareholders by Lucian Bebchuk and Assaf Hamdani (discussed on the Forum here).

This post surveys corporate transactions announced during the period from July through December 2021 that used special committees to manage conflicts and key Delaware judicial decisions during this period ruling on the effectiveness of such committees.

While four of the 12 special committee transactions surveyed in this issue involved the proposed acquisition by a controlling stockholder of a controlled corporation, in only two of those did the controlling stockholder agree to subject the transaction to the vote of a majority of the unaffiliated stockholders. In the other two transactions the special committee approved the transaction notwithstanding the unwillingness of the controller to agree to the committee’s request for a majority of the minority approval condition. That unwillingness should not be surprising. As discussed further below, if the special committee has to negotiate for this condition—as opposed to it being offered by the controller up front—the benefit to the controller of agreeing is limited.

MFW’s Ab Initio Requirement: When Does the Beginning End and How Long Must It Last?

The Delaware Supreme Court’s 2014 MFW decision [1] provided a path by which a going-private merger—as well as other conflicted transactions between a Delaware corporation and its controlling stockholder—may be subject to business judgment review rather than the exacting test of entire fairness. MFW set forth six conditions required for a transaction to receive business judgment rule treatment, the first of which is that the controller condition the transaction ab initio on the approval of a special committee of independent and disinterested directors and on a majority-of-the-minority stockholder vote. [2] While one may debate the contours of the “independence” and “disinterest” required of the directors serving on the special committee and which stockholders are properly considered part of the “minority,” the requirement that MFW’s procedural protections be in place “from the beginning” presents particular conundrums. At what point is it too late to be ab initio? And why is this a requirement at all?

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Developments in U.S. Securities Fraud Class Actions Against Non-U.S. Issuers

David H. KistenbrokerJoni S. Jacobsen, and Angela M. Liu are partners at Dechert LLP. This post is based on a Dechert memorandum by Mr. Kistenbroker, Ms. Jacobson, Ms. Liu and Anna Q. Do.

Introduction

Overall, securities class action filings dropped in 2021, down 35% from 2020. [1] This decrease is driven largely by a drop in new merger and acquisition class actions. Similarly, the number of securities class actions against non-U.S. issuers dropped significantly from 88 in 2020 to only 42 in 2021. [2] In contrast, as compared to all securities class actions, the percentage of cases against non-U.S. issuers decreased, but only slightly, from 27% in 2020 to 20% in 2021.

In 2021, plaintiffs filed a total of 42 securities class action lawsuits [3] against non-U.S. issuers.

  • As was the case in 2020, the Second Circuit continues to be the jurisdiction of choice for plaintiffs to bring securities claims against non-U.S. issuers. Roughly 75% of these 42 lawsuits (32) were filed in courts in the Second Circuit. A majority (20) of these lawsuits were filed in the Southern District of New York, followed closely by the Eastern District of New York (12). The Third, Ninth and Seventh Circuits followed with 5, 3 and 2 complaints, respectively.
  • Continuing the trend in 2020, most non-U.S. issuer lawsuits were against companies with headquarters and/or principal place of business in China and Canada. Of the 42 non-U.S. issuer lawsuits filed in 2021, 18 were filed against non-U.S. issuers with headquarters and/or a principal place of business in China, and 7 were filed against non-U.S. issuers with a headquarters and/ or principal place of business in Canada, followed by 4 non-U.S. issuers with headquarters and/or principal place of business in the United Kingdom.
  • g The Rosen Law Firm led with the most first-in-court filings against non-U.S. issuers in 2021 (12), followed by Pomerantz LLP (9). This is consistent with the trend in 2018-2020, when the Rosen Law Firm was the most active plaintiff law firm in this space. Also like the trend of the last several years, the Rosen Law Firm and Pomerantz LLP were appointed lead counsel in the most cases in 2021 (with 6 and 5, respectively), followed closely by Glancy Prongay & Murray LLP and Robbins Geller Rudman & Dowd LLP (with 3 each).
  • The majority of securities class actions against non-U.S. issuers (26 of 42) were filed in the third and fourth quarters of 2021.
  • While the suits cover a diverse range of industries, the largest portion of the suits involved the software and programming industry (10) and the biotechnology and drugs industry (7).

An examination of the types of cases filed in 2021 reveals the following substantive trends:

  • About 24% of the cases involved alleged misrepresentations in connection with regulatory requirements and/or approvals (10). This includes seven cases involving alleged misrepresentations in connection with China’s regulatory requirements and/or approvals—with four involving China’s regulations on data protection and cybersecurity.

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The EU Sustainable Corporate Governance Initiative: Where are We and Where are We Headed?

Wolf-Georg Ringe is Director of the Institute of Law & Economics at the University of Hamburg and Visiting Professor at the University of Oxford Faculty of Law; Alperen A. Gözlügöl is Assistant Professor at the Law & Finance cluster of the Leibniz Institute for Financial Research SAFE.

The European Union, frequently seen as the international pace-setter in ESG regulation, is currently making some decisive changes to its regulatory framework. As readers of this Forum will know, the EU had started a sustainable corporate governance initiative back in 2020. This initiative was backed by an Ernst & Young report, called a “study on directors’ duties and sustainable corporate governance”. The initiative and especially the EY study drew fierce criticism, also from many U.S. scholars, indicating some misleading and erroneous elements (such as Roe et al (2020); Coffee, Jr. (2020)).

The Initiative gained global attention partly because of taking stock with the “corporate purpose” debate. It indicated that an EU level initiative to empower corporate directors to integrate wider interests into corporate decisions was in sight. Specifically, a reform option was to require (or allow) “company directors to take into account all stakeholders’ interests which are relevant for the long-term sustainability of the firm or which belong to those affected by it (employees, environment, other stakeholders affected by the business, etc.), as part of their duty of care to promote the interests of the company and pursue its objectives…”.

Just now, the European Commission (‘Commission’) has followed up with a long-awaited Proposal for a Directive on corporate sustainability due diligence (‘CSDD’). The delay in the adoption of the Proposal including the trouble with the Regulatory Scrutiny Board (a quality control and support body for Commission impact assessments and evaluations at early stages of the legislative process) that unusually issued two negative opinions in itself indicates controversies surrounding the initiative.

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Weekly Roundup: March 11-17, 2022


More from:

This roundup contains a collection of the posts published on the Forum during the week of March 11-17, 2022.

Women and M&A


Remarks by Chair Gensler Before the Investor Advisory Committee






2022 Proxy Season Preview


IPO Readiness: Establishing an Initial Equity Program and Share Reserve Pool


Countercyclical Corporate Governance


EU Publishes Draft Corporate Sustainability Due Diligence Directive


ESG Leader or Laggard?


The False Promise of ESG



What Exactly Is an Independent Director?


Trading Ahead of Barbarians’ Arrival at the Gate: Insider Trading on Non-Inside Information


Coming to Terms with a Maturing ESG Landscape

Coming to Terms with a Maturing ESG Landscape

Peter Reali is Managing Director and Global Head of Stewardship, Jennifer Grzech is Director of Responsible Investing, and Anthony Garcia is Senior Director of Responsible Investing at Nuveen. This post is based on their Nuveen 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; and For Whom Corporate Leaders Bargain (discussed on the Forum here) and Stakeholder Capitalism in the Time of COVID, both by Lucian Bebchuk, Kobi Kastiel, and Roberto Tallarita (discussed on the Forum here).

The momentum and support for environmental, social and governance (ESG) integration into the investment process has reached critical mass. Most companies now recognize the strategic need to have an ESG story, and some are even leveraging ESG leadership as a key differentiator from competitors.

Stakeholders may be looking for 2022 to represent the year that real-world impact is universally accepted as being in the long-term best interests of businesses. However, investors may disagree on how far the market is from that reality. Yet, it is becoming increasingly apparent to investors and stakeholders alike that there is market conflation of the inputs that go into corporate management of ESG risks and opportunities — such as reporting, policies and oversight — and the outputs of improvement on important environmental and social indicators — such as lower carbon emissions or greater pay equity among workers. For example, one interpretation of progress among the Climate Action 100+ universe of companies (i.e., the world’s largest corporate greenhouse gas emitters) is that nearly 85% have established oversight for climate risk. Another interpretation is that less than 3% of those companies have disclosed a quantifiable and trackable strategy in line with net zero emissions.

As stakeholders push for stronger stances and tangible outcomes, investors must navigate the shifting sands of financial materiality and the appropriateness of setting expectations for companies that may not yield results for years, if not decades. But with a recognition that the entire financial system will be significantly affected by long-term environmental and social (E&S) impacts comes a responsibility for investors to credibly address risks and opportunities today, rather than years in the future.

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Trading Ahead of Barbarians’ Arrival at the Gate: Insider Trading on Non-Inside Information

Georgy Chabakauri is Associate Professor of Finance at the London School of Economics; Vyacheslav Fos is Associate Professor of Finance at Boston College Carroll School of Management; and Wei Jiang is Arthur F. Burns Professor of Free and Competitive Enterprise in the Finance Division at Columbia Business School. This post is based on their recent paper. Related research from the Program on Corporate Governance includes Insider Trading Via the Corporation by Jesse Fried (discussed on the Forum here).

All major securities markets have developed laws, rules, and systems that regulate trades by insiders and their affiliates who have privileged access to material nonpublic information, and criminalize insider trades that are based on, or misappropriate, such information. While the theory and practice of insider trading law and regulation have evolved over time, the boundary of insider trading remains blurry and becomes more so with new developments of the market. In this study, we explore the possibility of insider trading on non-insider information in a setting where an insider (i.e., a CEO) makes trading decisions on their firm’s stock based on assessed possibilities of trading by activist shareholders. Though the insider does not have direct information about the arrival of the “barbarians at the gate,” privileged information about their own firm’s fundamentals helps the insider to filtrate public information and eventually trade on public information with a distinct advantage.

In recent decades, real-time trades/orders have essentially become public information. Modern “tape readers” specialize in looking at electronic order and trade books to hypothesize the motives underlying any unusual trading patterns and to analyze where a stock price may be headed. Compared to other forms of informed trading by outsiders (such as those betting on takeover prospects or earnings surprises), activists are better positioned to camouflage their trades due to their ability to spread the trades to time market liquidity. This is because the deadline of the private information, in the form of a Schedule 13D, is largely self-imposed. However, given the concentration of trades in the relative short period of time (usually 2—3 months), and a hard deadline of ten calendar days after the 5% crossing-date (the disclosure triggering event), it becomes increasingly difficult for activists to hide their trades in market liquidity as they approach Schedule 13D filing. Now the question becomes: Are insiders better equipped to detect activist trading than outside investors and the market makers prior to Schedule 13D filing?

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What Exactly Is an Independent Director?

Shana Elberg, Lisa Laukitis, and Maxim Mayer-Cesiano are partners at Skadden, Arps, Slate, Meagher & Flom LLP. This post is based on a Skadden memorandum by Ms. Elberg, Ms. Laukitis, Mr. Mayer-Cesiano, Joseph O. Larkin, and Caroline S. Kim. Related research from the Program on Corporate Governance includes Independent Directors and Controlling Shareholders by Lucian Bebchuk and Assaf Hamdani (discussed on the Forum here).

Takeaways

  • Independence is neither a fixed condition nor a universal status for all purposes. Events and relationships can disqualify an otherwise independent director from participating in decisions.
  • No matter how pure a director’s motives, if they are not alert to independence issues, plaintiffs may portray them as compromised, which could jeopardize board actions.
  • Courts are sensitive to personal and business relationships they fear could make directors too deferential to management or controlling shareholders.

Independence is not as simple as it sounds. As a director, you may be considered independent for one purpose but not another, and the fact that you qualified as independent in the past does not mean you will in all future situations. It is essential to understand the rules governing director independence and to be sensitive to the circumstances that can trip up boards and directors.

The most important thing to bear in mind is that independence is not a once-and-for-all test, something to consider when you are appointed and then treat as settled. Circumstances change for both individual directors and companies, and independence is situational: It must be reassessed as events unfold, particularly where a company enters negotiations or transactions or makes decisions about management.

Who Sets the Rules?

There are several sources of standards governing director independence: stock exchange listing requirements, Securities and Exchange Commission (SEC) regulations, proxy advisories and the laws of the state of incorporation.

The SEC regulations and stock exchange rules are relevant mainly when directors are appointed and named to key committees. However, once on a board, the issue of whether a director is independent comes up primarily in litigation, when board actions are challenged by shareholders claiming that directors had ulterior motives, divided loyalties or conflicts of interest. Most often, these cases are heard in the courts of Delaware, where more than two-thirds of Fortune 500 companies are incorporated.

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The Russian Invasion of Ukraine: A Lesson in Stakeholder Capitalism?

Peter Essele is Vice President of Investment Management and Research at Commonwealth. This post is based on his Commonwealth 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; and For Whom Corporate Leaders Bargain (discussed on the Forum here) and Stakeholder Capitalism in the Time of COVID, both by Lucian Bebchuk, Kobi Kastiel, and Roberto Tallarita (discussed on the Forum here).

It’s possible that the autocratic regime in Russia didn’t fully appreciate the power of stakeholder capitalism. In the wake of the invasion, stakeholders have clearly chosen sides—and they do not include the Kremlin. Corporations have responded, and many have decided to sever Russian ties through divestment. Shell and BP recently announced their intention to abandon their involvement in Russia. Further, Sberbank (Russia’s largest lender) says it is leaving the European banking market in the face of Western sanctions against Moscow.

The actions are a clear signal that the world is pivoting toward a stakeholder capitalism model, one that is designed to benefit all parties. Those parties include customers, suppliers, employees, shareholders, and, most importantly, communities. Stakeholder capitalism proponents argue that serving the interests of all stakeholders, as opposed to only shareholders, offers superior long-term success to businesses. Many believers assert that it is a sensible business decision, in addition to being an ethical choice.

Shareholder Primacy Vs. Stakeholder Capitalism

For decades, shareholder primacy has reigned, which is the notion that corporations are only responsible for increasing shareholder value. In that model, profits are maximized at all costs through open and free competition without deception or fraud. Put simply, corporations are solely motivated by profit potential. End of story.

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The False Promise of ESG

Jurian Hendrikse is a PhD Candidate at the Tilburg School of Economics and Management. This post was co-authored by Mr. Hendrikse; Elizabeth Demers, Professor of Accounting at the University of Waterloo; Philip Joos, Professor of Accounting at the Tilburg School of Economics and Management; and Baruch I. Lev, Philip Bardes Professor Emeritus of Accounting and Finance at NYU Stern School of Management.

Millions of investors and countless fund managers direct their investments to companies that are highly-rated on the basis of their environmental, social, and governance (“ESG”) activities in an attempt to do good. The claim by ESG advocates, pundits, and many academics that highly-rated ESG companies and funds also deliver superior returns bolsters this move: Doing better by doing good. The best of all worlds.

But do ESG ratings really deliver on the promise? Are highly-ranked ESG businesses really more caring of the environment, more selective of the societies in which they operate, and more focused on countries with good corporate governance? In short, is ESG really good? The answer is no.

We demonstrate this by focusing on a group of companies that are now at the center of the world’s attention: businesses with substantial operations in Russia. Russia’s disregard for the environment, appalling social norms and behaviors, and extremely poor corporate governance are well-known and widely-documented. So one might reasonably expect that business involvement in such a country would detract from the ESG rating of the involved company. To our great surprise, this is not the case.

We examine the ESG scores and response to the Russian invasion of Ukraine for all European firms with a substantial presence in Russia, which we define as companies with Russian subsidiaries that generate more than US$100 million in sales and that have more than US$100 million in total assets. We focus on Russian subsidiaries of large European firms because these represent significant investments of economically important firms that are unambiguously identifiable from standard sources. We search the Amadeus database of Bureau van Dijk for firms that meet these activity thresholds and intersect this with Refinitiv’s EIKON database to generate a list of 75 non-financial European firms that have significant subsidiary activities in Russia with available Refinitiv ESG scores. On average these firms earned 6% of their sales in Russia.

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ESG Leader or Laggard?

Hannah Orowitz is Senior Managing Director of ESG at Georgeson LLC. This post is based on her Georgeson memorandum.

​Companies are opening their eyes to their obligations for action and disclosure on environmental, social and governance (ESG) issues, either as a response to investor demand, recognition of the risk mitigation benefits and opportunities, or because of financial impact. Understanding your ESG rating is key to staying one step ahead of your competitors. It shows how you compare in your industry and helps identify where you need to improve on ESG.

How does a strong ESG position create value?

Regardless of how ESG considerations currently factor into your strategy and operations, it doesn’t have to be difficult to make progress. It’s no secret that companies with strong ESG practices reap the rewards. It is becoming increasingly clear that strong company performance on ESG matters is closely aligned with increased investor interest and reduced risk. It can also help reduce costs, improve top-line growth, increase productivity and minimize legal intervention. Developing a strong ESG position is vital to the long-term success of your business.

Compare and keep pace

With ESG issues top of mind for investors, it’s important to know how your company’s position is perceived in comparison to investor favored standards and frameworks, as well as your sector peers. Many investors often make their investment decisions based on peer group comparison, so it’s important to ensure that your disclosures are up to standard. Benchmarking is not only useful in helping you keep pace, but it’s integral in helping you identify key areas for improvement. Studying industry leader best practices can assist you in managing and reducing ESG risks, while also highlighting new opportunities for success.

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