Monthly Archives: February 2022

Diversity Disclosure Ratings

Eric Shostal is Senior Vice President of Research and Engagement, and Brianna Castro is Senior Director of U.S. Research at Glass, Lewis & Co. This post is based on their Glass Lewis memorandum. Related research from the Program on Corporate Governance includes Politics and Gender in the Executive Suite by Alma Cohen, Moshe Hazan, and David Weiss (discussed on the Forum here); and Will Nasdaq’s Diversity Rules Harm Investors? by Jesse M. Fried (discussed on the Forum here).

Background

Because company disclosure is a critical aspect of assessing the mix of diverse attributes and skills of directors, Glass Lewis tracks the quality of board diversity disclosures in company proxy statements.

Our 2021 Proxy Paper reports for companies in the S&P 500 index included an assessment of company proxy statement disclosures relating to board diversity, skills, and the director nominating process. Specifically, we reflected how a company’s proxy statement presented the following features:

  • Director Race and Ethnicity Disclosure: the board’s current percentage of racial/ethnic diversity;
  • Diversity Considerations for Director Candidates: whether the board’s definition of diversity explicitly includes gender and/or race/ethnicity;
  • Rooney Rule or Equivalent: whether the board has adopted a policy requiring women and minorities to be included in the initial pool of candidates when selecting new director nominees;
  • Director Skills Disclosure (Tabular): board skills disclosure.

This post provides insight into our findings for 2021 from these assessments of S&P 500 companies’ proxy disclosures.

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Annual Global CEO Survey

Bob Moritz is Global Chairman at PricewaterhouseCoopers LLP. This post is based on PwC’s 25th annual CEO Survey.

As we near the two-year mark of the pandemic, the global economy has rebounded from the depths of mid-2020. The IMF projects [1] global GDP to grow 4.9% in 2022, a downtick from the 5.9% growth expected in 2021, but still formidable. The 4,446 CEOs from 89 countries and territories who responded to our 25th Annual Global CEO Survey display optimism about continued economic resilience.

Yet threats, uncertainties and tensions abound. The survey was in the field during the COP26 conference in Scotland, which convened world leaders to try to prevent the worst effects of climate change. PwC experts who attended were both impressed by executives’ commitment to rapid progress and aware that the captains of industry in Glasgow were a self-selected group that came prepared to take action. The question of how to bring others along looms large. Then, just two weeks after our survey closed, news of the Omicron variant reverberated around the world, raising fresh questions about the course of the pandemic and about society’s ability to continue the slow climb to normalcy.

Our survey findings reflect these and other tensions. For example, just 22% of survey respondents have made net-zero commitments (though the largest companies in our sample are further along). CEOs are most worried about the potential for a cyberattack or macroeconomic shock to undermine the achievement of their company’s financial goals—the same goals that most executive compensation packages are still tied to. And they are less concerned about challenges, like climate change and social inequality, that appear to pose smaller immediate threats to revenue.

But our survey also provides a glimpse of what is possible when we reimagine the status quo. A case in point: the power of trust. We found that highly trusted companies are more likely to have made net-zero commitments and to have tied their CEO’s compensation to nonfinancial outcomes, such as employee engagement scores and gender diversity in the workforce. Correlation is not causation, and we’ll continue to explore these results. But at first blush, they suggest a relationship between trust and the ability to drive change —a means of moving beyond short-term, “it’s the next leader’s problem” thinking.

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2021 Trends in Shareholder Activism

Melissa Sawyer, Marc Treviño, and Lauren Boehmke are partners at Sullivan & Cromwell LLP. This post is based on their Sullivan & Cromwell memorandum.

A. ESG Activism Comes to the Forefront

Activism focused on ESG—environmental, social and governance criteria, with special emphasis on “E”—has gained significant prominence and momentum this past year. Engine No. 1’s successful proxy fight against ExxonMobil, arguably the most prominent campaign of the season, marked the first proxy contest to center on ESG theses as a primary campaign objective.

The emphasis that institutional investors place on ESG has clearly been an accelerant for activism. A small and newly formed investment firm, Engine No. 1, launched its campaign seeking four board seats in order to push ExxonMobil to reduce its carbon footprint and improve its climate-related disclosures—while holding only .02% of the company’s shares. Importantly, Engine No. 1 did not campaign for ESG solely for the sake of ESG. Engine No. 1 argued that ExxonMobil was underperforming and that its underperformance was due in large part to its inability to develop long-term strategies regarding renewable energy. To further ground its ESG strategies in economic analysis, Engine No. 1 recently created a “Total Value Framework” in conjunction with The Wharton School, which quantifies sustainability initiatives in tangible dollars and, in turn, long-term financial value.

Engine No. 1 won three board seats at ExxonMobil, and a fourth board seat turned over during the pendency of the campaign. Engine No. 1’s partnership with CalSTRS, the second largest pension fund in the United States, and support from the largest passive institutional investors, BlackRock, Vanguard and State Street (who collectively owned approximately 20% of ExxonMobil’s shares), proved critical to the success of the activist’s campaign.

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SEC Enforcement: Year in Review

Harris Fischman is partner at Paul, Weiss, Rifkind, Wharton & Garrison LLP. This post is based on a Paul, Weiss memorandum by Mr. Fischman, Jessica S. Carey, Roberto Finzi, Roberto J. Gonzalez, Michele Hirshman, and Lorin L. Reisner.

2021 was a year of transition and recalibrated priorities for the Enforcement Division. Under the leadership of Chair Gary Gensler and Director of Enforcement Gurbir Grewal, several key areas came into focus that will impact businesses across sectors. In this post, we highlight important takeaways for business leaders and in-house counsel from the Division’s activities in 2021, and what these activities mean for the Division’s priorities for the year ahead.

Highlights:

  • Changes to Enforcement Practices and Policies: Chair Gensler and Director of Enforcement Grewal announced potentially significant changes to SEC enforcement practices and policies, including by requiring parties to make admissions of wrongdoing in cases involving “egregious” misconduct and by potentially limiting the involvement of Division leadership in the Wells process in certain cases.
  • Untested Positions Regarding Cryptocurrency: The SEC is taking an untested view that various forms of digital assets are securities subject to, among other things, the registration requirements of the securities laws. This has led to actions pursuing digital assets with novel enforcement theories and a correspondingly predictable uptick in litigated cases, including litigation centered around whether particular cryptocurrencies are in fact securities.
  • Focus on SPAC Transactions: The Division highlighted in public statements that it will closely scrutinize, among other things, disclosures around conflicts of interest and the differing economic interests of SPAC sponsors, directors, officers and their affiliates as compared to the interests of the SPAC’s public shareholders. Enforcement activity in this area in 2021 also scrutinized SPAC internal controls and the sufficiency of diligence on merger targets.
  • Increase in Climate and ESG Disclosures: Chair Gensler spoke frequently about ESG as a priority, including the need to enhance disclosures of climate risk for public companies and of investment funds that market themselves as “sustainable.” The Division did not file any enforcement actions in this area in 2021 but public reports indicate that there are several active investigations underway.
  • Trends in Insider Trading, Cybersecurity and Digital Recordkeeping: There were a number of other trends in enforcement activity in 2021, including the use of novel legal theories in several insider trading cases, significant attention to disclosure and internal control requirements related to cybersecurity violations, and a focus on recordkeeping issues at financial institutions and broker dealers related to the use of personal devices and messaging platforms.

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Converting to a Delaware Public Benefit Corporation: Lessons from Experience

Amy L. Simmerman and Ryan J. Greecher are partners and Brian Currie is an associate at Wilson Sonsini Goodrich & Rosati. This post is based on a WSGR memorandum by Ms. Simmerman, Mr. Greecher, Mr. Currie, and Richard C. Blake, 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 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).

The past two years have seen a dramatic shift in practice relating to the Delaware public benefit corporation (the PBC)—a corporate form that requires the board of directors to balance stockholders’ monetary interests, the best interests of those materially affected by the corporation’s conduct, and a particular public benefit purpose selected by the corporation. The balancing requirement replaces the focus of traditional Delaware corporations, which is ultimately promoting stockholder value.

In 2020, the Delaware legislature made it much simpler for an existing corporation to become a PBC, by, among other things, lowering the required statutory stockholder approval to a simple majority vote. In 2020 into 2021, our firm advised the first two major public companies—Veeva Systems and United Therapeutics—that decided to convert to the PBC form. We have also worked with many private companies as they have converted to the PBC form, navigated life as a PBC, and approached M&A in the PBC context. At the time of this post, there are 15 public PBCs and thousands of private PBCs in existence. Several PBCs, including Lemonade, Inc., have successfully gone public as a PBC. These developments all dovetail with an increasing focus on Environmental, Social, and Corporate Governance (ESG) issues and the proper role of the corporation in society.

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SEC Re-Opens Comment Period for Pay vs. Performance Proposed Rules

Daniel Laddin is a founding partner and Louisa Heywood is an analyst at Compensation Advisory Partners. This post is based on their CAP memorandum. Related research from the Program on Corporate Governance includes the book Pay without Performance: The Unfulfilled Promise of Executive Compensation, by Lucian Bebchuk and Jesse Fried; and Executive Compensation as an Agency Problem by Lucian Bebchuk and Jesse Fried.

Five years after the initial rules proposal and comment period, the SEC has re-opened the comment period and proposed new requirements to enhance the pay versus performance disclosure. CAP submitted comments to the SEC on the 2015 Proposed Rules, and this statement can be found here.

Background

To address Section 953(a) of the 2010 Dodd-Frank Act, the Securities and Exchange Commission (SEC) published Proposed Rules in 2015 to address the Act’s stipulation that companies disclose information to show the relationship between actual compensation paid to executives and a company’s financial performance. Disclosure rules currently in place for the Compensation Discussion and Analysis section require companies to describe material information related to executive compensation programs and how pay is determined; however, this information is generally prospective. The proposed rules expand disclosure of how compensation actually paid to executives is determined.

Originally, the 2015 proposed rules to enhance pay versus performance disclosure recommended a supplemental table to show actual compensation paid to the principal executive officer (PEO), average actual compensation paid to the other named executive officers (NEOs) and total shareholder return over the five-year period for the company and its peer group (Exhibit 1). Actual compensation reported in the supplemental table would differ from the summary compensation table (SCT) reported value in that it would reflect the value of equity awards at vest rather than grant and exclude changes in actuarial present value of benefits under defined benefit and pension plans not attributable to the most recent year of service.

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Weekly Roundup: February 11-17, 2022


More from:

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

Statement by Commissioner Peirce on Beneficial Ownership Proposal


Statement by Chair Gensler on Beneficial Ownership Proposal


SEC Proposes Cybersecurity Rules for Registered Investment Advisers and Funds


Statement by Chair Gensler on Amendments to the Whistleblower Program


The LSE’s New Voluntary Carbon Market Solution


Delaware Supreme Court Affirms Termination of $5.8 Billion Transaction


SEC’s Shadow Trading Case Survives Motion to Dismiss


Human Capital Management and Diversity Disclosures and Practices


The Rise of Bankruptcy Directors



CEO Compensation Increase Trends


The Purpose of a Finance Professor


BlackRock 2022 Letter to CEOs Highlights the Importance of Sustainability


IPO Readiness



SEC Identifies Private Fund Deficiencies, Signifying Increased Industry Scrutiny


2021: A Spectacular Year for SPACs


Human Rights: Disclosures, Practices & Insights

Human Rights: Disclosures, Practices & Insights

Benjamin Colton is Global Head of Asset Stewardship, Holly Fetter is Assistant Vice President of Asset Stewardship, and Vidhyaa K is a Senior Associate in Asset Stewardship at State Street Global Advisors. This post is based on their SSgA memorandum.

Guidance on Human Rights Disclosures & Practices

As signatories to the UN Global Compact, State Street is committed to upholding human rights, and we expect our investee companies to as well given the reputational, regulatory, legal, and operational risks that human rights violations can pose to a company. We expect all investee companies to regularly identify whether there are risks related to human rights [1] in their operations and manage any risks that emerge, providing relevant disclosures to investors and other stakeholders in alignment with international standards such as the UN Guiding Principles on Business and Human Rights.

Our Expectations For Human Rights Disclosures

We expect all companies to disclose:

  1. What processes exist for identifying whether risks related to human rights are material to the company’s operations and supply chain.

If risks related to human rights are material to the company, we expect further disclosures on

  1. How the board oversees risks related to human rights;
  2. Which human rights-related risks the company considers most material;
  3. How the company manages and mitigates those risks; and
  4. How the company assesses the effectiveness of its human rights risk management program

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2021: A Spectacular Year for SPACs

James Jian Hu, Jonathan Parry, and Joel L. Rubinstein are partners at White & Case LLP. This post is based on a White & Case memorandum by Mr. Hu, Mr. Parry, Mr. Rubinstein, Dominic Ross, and Jessica Zhou.

Last year was nothing short of a rollercoaster ride for the SPAC market. While SPACs have long been a feature of financial markets, 2021 began with explosive growth in new listings, followed by a rapid cool-off in the second half of the year.

Things came to a boil early in the year in the SPAC IPO market, led by vigorous US issuance. There were 314 SPAC IPOs in Q1 2021, more than in any previous annual volume. Combined, these offerings raised a colossal US$100.3 billion, again more than any previous full-year figure, according to data from Dealogic.

In April, the market for both SPAC IPOs and M&A deals paused when certain Securities and Exchange Commission (SEC) officials released a statement on accounting and reporting considerations for warrants issued by SPACs, challenging the treatment by SPACs of their warrants as equity rather than liabilities. While no market participants considered this to be a material issue, nonetheless it took several weeks for SPACs to determine whether they needed to revise or restate their previously issued financial statements and make the necessary SEC filings, and for new SPACs to obtain the necessary valuations to treat the warrants as liabilities.

Consequently, Q2 saw only 83 IPOs worth US$17.9 billion, a nearly 74% fall in volume and more than 82% decline in value compared with the previous quarter. Things picked up over the second half of the year, but nothing close to Q1’s rush of activity. All told, 2021 saw 679 SPAC IPOs globally worth a combined US$172.2 billion.

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SEC Identifies Private Fund Deficiencies, Signifying Increased Industry Scrutiny

Marc E. Elovitz and Kelly Koscuiszka are partners and Tarik M. Shah is an associate at Schulte Roth & Zabel LLP. This post is based on their SRZ memorandum.

On the heels of the SEC’s proposed rulemaking seeking increased disclosure from private fund advisers in Form PF, [1] the SEC’s Division of Examinations (“Exam Staff”) released a risk alert on Jan. 27, 2022 (“Risk Alert”), [2] highlighting common deficiencies identified during its examinations of private fund advisers. [3] In the Risk Alert, the staff pointed out that there has been a significant increase in private fund assets under management over the last five years. This has also been a theme in recent speeches by Chair Gary Gensler and the SEC’s Director of the Enforcement Division, Gurbir Grewal, making clear that under the stewardship of Chair Gensler, the SEC and its staff will be focused on the activities of private fund advisers in the near term. The findings in the Risk Alert are consistent with what we have observed on examination of private fund advisers.

Four types of deficiencies are detailed in the Risk Alert: (1) failure to act consistent with disclosures, (2) use of misleading marketing materials, (3) failure to conduct adequate diligence of investments and service providers (including alternative data providers) and (4) the use of overly broad “hedge clauses.”

Many of the deficiencies described in the Risk Alert could have been avoided with more careful attention to the interplay between the manager’s operations, disclosures and policies. A review of marketing practices is also warranted, not only in light of the Risk Alert, but also because of the upcoming advertising rule change.

More broadly, private fund managers should carefully evaluate whether their practices are consistent with the positions described in the Risk Alert. Compliance professionals should also incorporate these points into the next annual compliance review and be prepared to address them with the Exam Staff in future examinations.

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