Monthly Archives: January 2023

Weekly Roundup: January 6-12, 2023


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This roundup contains a collection of the posts published on the Forum during the week of January 6-12, 2023

2023 Annual Letter to Boards


D&O Insurers as ESG Monitors


Cross-Border M&A – 2023 Checklist for Successful Acquisitions in the U.S.


Top 5 SEC Enforcement Developments


US M&A Levels Remain Healthy


How Important Is Corporate Governance? Evidence from Machine Learning


Sustainable finance: The road so far and a look ahead


Do Companies Redact Material Information From Confidential SEC Filings? Evidence From the FAST Act


ISS Publishes Proxy Voting Guidelines Updates for 2023




Prioritizing Human Capital — Modern Challenges and the Board’s Role


Prioritizing Human Capital — Modern Challenges and the Board’s Role

Carey Oven is National Managing Partner at the Center for Board Effectiveness and Chief Talent Officer, Michael Stephan is US Human Capital national managing partner and Reem Janho is Senior Manager at Deloitte LLP. This post is based on a Deloitte memorandum by Ms. Oven, Mr. Stephan, Ms. Janho, Art Mazor, Michael Griffiths, and Maureen Bujno. Related research from the Program on Corporate Governance includes The Illusory Promise of Stakeholder Governance (discussed on the Forum here) and Will Corporations Deliver to All Stakeholders? (discussed on the Forum here) both by Lucian A. Bebchuk and Roberto Tallarita; Restoration: The Role Stakeholder Governance Must Play in Recreating a Fair and Sustainable American Economy—A Reply to Professor Rock (discussed on the Forum here) by Leo E. Strine, Jr.; and Stakeholder Capitalism in the Time of Covid (discussed on the Forum here) by Lucian A. Bebchuk, Kobi Kastiel, and Roberto Tallarita.

Introduction

Many corporate boards are devoting increasing amounts of time to one of their most important assets, their workers. Profound, disruptive shifts in the marketplace and worker expectations coupled with growing demands for transparency and action on environmental, social, and governance (ESG) issues, are elevating a variety of human capital risks and opportunities to boardroom discussions.

For example, many of the topics under ESG are workforce-related matters that have become front and center for many boards. Issues such as culture, purpose, hybrid work, the future of work, well-being, skills gaps, automation, and shifting societal expectations, as well as diversity, equity, and inclusion (DEI), are increasingly appearing on board agendas.

The global pandemic helped accelerate many of the issues driving these discussions, but it wasn’t the sole impetus. Even before the pandemic, shifting demographics, changing expectations, digital transformation, intensifying competition for talent, and succession planning were already becoming part of routine boardroom dialogue, according to a Deloitte report  [1]

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SEC Rule 14a-8 Shareholder Proposals: No-Action Requests, Determinants, and the Role of SEC Staff

Gregory Burke is a fifth-year accounting Ph.D. candidate at Duke University’s Fuqua School of Business. This post is based on his article forthcoming in the Journal of Accounting and Public Policy.

Background

Since 1947, no-action letters under Securities and Exchange Commission (SEC) Rule 14a-8 have allowed SEC staff members to regulate shareholder voice upon management’s request, acting as intermediaries between shareholders and management on matters related to shareholder proposals. Specifically, no-action relief under 14a-8 allows management to exclude shareholder proposals from the annual proxy with SEC staff approval. The literature notes that management seeks SEC staff support to exclude nearly 40% of all shareholder proposals and that the staff concurs 73% of the time, suggesting nearly 30% of all proposals are excluded through this process.

Scholars and practitioners have debated the merits of the SEC staff’s role as the arbiter of shareholder proposals. Supporters of the no-action process argue the SEC staff identify and exclude value destroying proposals. Opponents contend managers often seek to exclude proposals widely supported by shareholders, constraining shareholder power and thereby limiting shareholder value. Moreover, even the SEC has debated whether its involvement in this process adds value. The former director of the SEC Division of Corporation Finance, Bill Hinman, suggested engagement between shareholders and management might improve if the SEC could “get out of the way.”

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Homophily versus monitoring: Do all female board directors drive the gender assignment of audit partners?

Mehdi Nekhili is a Professor of financial and accounting Management at Le Mans University. This post is based on an article forthcoming in the Journal of Accounting and Public Policy by Mr. Nekhili, Fahim Javed, Haithem Nagati, and Riadh Manita. Related research from the Program on Corporate Governance includes Politics and Gender in the Executive Suite (discussed on the Forum here) by Alma Cohen, Moshe Hazan, and David Weiss; Will Nasdaq’s Diversity Rules Harm Investors? (discussed on the Forum here) by Jesse M. Fried; and Duty and Diversity (discussed on the Forum here) by Chris Brummer and Leo E. Strine, Jr.

Introduction

In many countries, women are poorly represented in the upper echelons of the accounting profession, where the greatest responsibility and power lies (i.e., partnership position). Nevertheless, female audit partners are found to be associated with ethical audit decision-making and reduced opportunistic accounting practices. One potential argument in favour of engaging female audit partners could then be that they have a core set of principles and values shared with female board directors. The personal attributes of audit partners are likely to be a factor in the preferences of board (audit committee) members and may give rise to situations in which homophily plays an important role in the audit partner assignment process. The term homophily refers to people’s implicit tendency to prefer interacting with others who are similar to themselves. Our study goes beyond the homophily argument by distinguishing female directors according to their position on the corporate board. Because female independent directors and female audit committee members tend to be more vigilant monitors and are more concerned about oversight of financial reporting processes, they are likely to be more sensitive than female inside directors to the selection of audit partners for monitoring purposes. To enhance our understanding as to which of the homophily and monitoring arguments may prevail in the auditor selection process, we raise the question of whether all female directors uniformly drive the gender assignment of audit engagement partners regardless of their position on the corporate board.

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ISS Publishes Proxy Voting Guidelines Updates for 2023

Shaun Bisman is a Partner and Jared Sorhaindo is an Associate at Compensation Advisory Partners. This post is based on their CAP memorandum. Related research from the Program on Corporate Governance includes The Perils and Questionable Promise of ESG-Based Compensation (discussed on the Forum here) by Lucian A. Bebchuk and Roberto Tallarita.

ISS recently published 2023 policy changes, which will go into effect for annual meetings held on or after February 1, 2023. This article discusses the changes and policy clarifications made to ISS’ compensation and Environmental, Social and Governance (ESG) voting policies.

Executive Compensation-Related Updates

Problematic Pay Practices

ISS has explicitly indicated that severance received by an executive when the termination is not clearly disclosed as involuntary will be considered a problematic pay practice, which may result in an adverse vote recommendation. ISS has also clarified that the types of pay practices that may result in an adverse vote recommendation are not limited to the examples provided in the policy document. The full list of problematic pay practices can be found here.

As noted by ISS, this is not a policy application change, but rather codifies ISS’ current approach to evaluating severance payments received by an executive when the termination is not clearly disclosed as involuntary.

Value-Adjusted Burn Rate

ISS announced in its update last year that it would change its burn rate calculation effective as of February 1, 2023. The burn rate will be referred to as the “Value-Adjusted Burn Rate” (VABR) and will be calculated as follows:

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Do Companies Redact Material Information From Confidential SEC Filings? Evidence From the FAST Act

Anne Thompson is an Associate Professor of Accountancy and Oktay Urcan is a Professor of Accountancy at the University of Illinois Gies College of Business. Hayoung Yoon is an Assistant Professor of Accounting at Southern Methodist University Cox School of Business. This post is based on their recent paper, forthcoming in The Accounting Review.

Recent research suggests that differences between the economic and legal definitions of materiality can impose adverse consequences on equity investors. We explore this issue in the context of redacted Securities and Exchange Commission (SEC) filings. The SEC requires issuer firms to disclose entry into material contracts within four days of contract signing in an 8-K filing and file the agreement in EDGAR either as an exhibit in an 8-K or in the next periodic filing. Because some material contracts contain proprietary information, firms can redact specific information from material contracts so long as the redacted information 1) would cause competitive harm if disclosed and 2) is immaterial to investors. These joint criteria are inherently contradictory because commercially sensitive information that would cause competitive harm, if disclosed, is likely to be important to an investor’s decision making. However, the SEC rarely rejects companies’ redactions which suggests that most companies meet this joint requirement. Together, these statements imply that the SEC’s threshold when assessing legal materiality may be different from the threshold investors apply when assessing economic materiality.

Using a sample of SEC filings with material contract exhibits between January 2007 and April 2019, we conduct two sets of tests that are designed to assess the implications of non-disclosed information (in this case, redacted information) to the market. First, we compare the speed of the stock market price discovery process over the 253 trading-days following SEC filings with at least one redacted material contract to SEC filings with non-redacted material contracts. If redacted information is economically material to investors, we expect slower price discovery because the redacted information should hamper the informational efficiency of stock prices. We find that price discovery is significantly slower following SEC filings that contain redacted contracts as compared to SEC filings with only non-redacted contracts. To address the concern that redacting firms might be significantly different than non-redacting firms due to unobservable factors, we restrict the sample to firms that redact and focus on variation between filings with redacted versus non-redacted contracts. We find qualitatively similar results in these tests. We then examine the subsample of redacted contracts where SEC required the company to disclose some previously redacted information because the SEC staff judged the information to be material and/or ineligible for redaction (i.e., un-redactions). During the period when the un-redacted contracts are under SEC review, we find that stock market price discovery is significantly slower than non-redacted contracts and is not significantly different than other redacted contracts. After these contracts are un-redacted, stock price discovery increases and is not significantly different than non-redacted contracts. Because un-redactions provide a reliable ex-post indicator that managers redacted material information, this test validates our conclusions that material redactions contribute to slower price discovery.

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Sustainable finance: The road so far and a look ahead

Charles McConnell is a Partner and Xuan Jin is a Local Partner at White & Case LLP. This post is based on their White & Case 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 to All Stakeholders? (discussed on the Forum here) both by Lucian A. Bebchuk and Roberto Tallarita; Restoration: The Role Stakeholder Governance Must Play in Recreating a Fair and Sustainable American Economy—A Reply to Professor Rock (discussed on the Forum here) by Leo E. Strine, Jr.; and Stakeholder Capitalism in the Time of Covid (discussed on the Forum here) by Lucian A. Bebchuk, Kobi Kastiel, and Roberto Tallarita.

ESG, sustainability, climate change adaptation and mitigation, social impact investing and related themes have become ubiquitous concepts that seem to be top of mind for every board director, financier and investor. While there is no universal consensus on the precise meaning of these terms (and there may never be, nor does there necessarily need to be), within business and finance circles they are largely understood to represent a set of environmental, social and corporate governance considerations that can impact a business’s strategy and its ability to create value over the long term.[1]

During the past decade (and particularly in the past two to three years), this understanding has brought about a seismic shift in business practices, reflecting a growing appreciation across sectors and geographies that integrating ESG considerations into corporate decision-making is not only “good for business” or a “nice to have,” but rather, it is a strategic imperative.

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How Important Is Corporate Governance? Evidence from Machine Learning

Anastasia Zakolyukina is an Associate Professor of Accounting and a William Ladany Faculty Scholar at University of Chicago Booth School of Business, Ian D. Gow is a Professor of Accounting at the University of Melbourne, and David F. Larcker is the James Irvin Miller Professor of Accounting, Emeritus, at Stanford Graduate School of Business. This post is based on their recent paper. Related research from the Program on Corporate Governance includes What Matters in Corporate Governance? (discussed on the Forum here) by Lucian Bebchuk, Alma Cohen, and Allen Ferrell. 

A significant body of research on corporate governance has emerged in recent decades. Much of this research has focused on individual governance provisions, such as staggered boards or CEO duality. Yet, a careful reading of this research suggests that for most governance provisions, the evidence is mixed. Some papers will find that a provision is good for shareholders, while other papers will find that it is bad. Often later papers attempt to synthesize research and find that the evidence is mixed at best. (See Larcker and Tayan [2020] for discussion of prior research on corporate governance.)

Some papers have looked to incorporate individual governance provisions into broader measures of corporate governance quality. Typically these measures will involve aggregation of governance provisions into a kind of index. But again the evidence is often mixed.

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US M&A Levels Remain Healthy

Maxim Mayer-Cesiano is a Partner and Jonathan E. Berger is an Associate at Skadden, Arps, Slate, Meagher & Flom LLP. This post is based on their Skadden memorandum. Related research from the Program on Corporate Governance includes Are M&A Contract Clauses Value Relevant to Target and Bidder Shareholders? (discussed on the Forum here) by John C. Coates, Darius Palia, and Ge Wu; and The New Look of Deal Protection (discussed on the Forum here) by Fernan Restrepo and Guhan Subramanian. 

Key Points

  • Volatile global financial markets and recessionary fears have led to declining boardroom confidence and a decrease in deal activity from 2021’s record levels but are still healthy by historical standards.
  • Strategic drivers of M&A activity are in place, and high levels of corporate and financial sponsor dry powder are available to support deal activity.
  • Economic stresses, uncertain financing markets and heightened regulatory scrutiny make it crucial for parties to conduct robust due diligence and negotiate deal terms to address downside and termination risks.
  • In a down market, buyers may find opportunities to acquire appealing targets that were previously out of reach.

Acquisition market participants in the U.S. approached dealmaking with greater caution in 2022 than they did in 2021. Steadily rising interest rates and financing costs, persistent inflation, geopolitical uncertainty, heightened global regulatory scrutiny and a general decline in boardroom and investor confidence have all contributed to this change. Unpredictable market dynamics have made sellers wary of overly opportunistic buyers, while buyers have been cautious of overpaying in what they may see as a new normal. It has become more difficult to reach agreement than it was during the booming M&A market of 2021.

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Top 5 SEC Enforcement Developments

Haimavathi V. Marlier, Jina Choi, and Michael D. Birnbaum are Partners at Morrison & Foerster LLP. This post is based on their Morrison & Foerster memorandum.

We summarize below some of the most important SEC enforcement developments from the past month. This post covers:

In order to provide an overview for busy in-house counsel and compliance professionals, we summarize below some of the most important SEC enforcement developments from the past month, with links to primary resources. This month’s installment covers:

  • Charges against the founder and three promoters of a cryptocurrency trading service operating as a Ponzi scheme;
  • A ruling that a blockchain’s digital token qualifies as a security;
  • An action against a registered investment advising firm for failing to follow its own ESG policies and procedures;
  • The SEC’s remarks at the Securities Enforcement Forum, with a focus on the Commission’s enforcement trends for the 2022 fiscal year; and
  • An overview of the SEC’s Strategic Plan for the 2022–2026 fiscal years.

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