Monthly Archives: August 2025

Recent Developments for Directors

Julia ThompsonKeith Halverstam, and Jenna Cooper are Partners at Latham & Watkins LLP. This post is based on a Latham memorandum by Ms. Thompson, Mr. Halverstam, Ms. Cooper, Charles RuckRyan Maierson, and Joel Trotter.

Competition Among D&O Insurers Encourages Companies to Upgrade Coverage

The D&O insurance market has become more favorable for insureds, with many insurers competing for placements, allowing enterprising companies and their counsel to negotiate expanded coverage and policy enhancements. Capitalizing on this trend, directors and senior executives are focusing on expanding their D&O insurance coverage to increase protection from litigation and multi-jurisdictional regulatory enforcement. Risk exposures include securities class actions, derivative lawsuits, SEC and other regulatory investigations, shareholder activism, M&A activity, and restructurings. As part of a comprehensive enterprise risk oversight strategy, boards are reviewing their D&O insurance programs to align insurance coverage with the breadth of risks they face while benchmarking coverage against peer companies and market-standard policy provisions.

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ESG Shareholder Resolutions: SEC Swings the Axe but the “Fail Tail” Survives

Lindsey Stewart is Director of Investment Stewardship Research at Morningstar, Inc.

There were a fair few surprises in the 2025 proxy season. The largest by far was the SEC’s decision to implement new restrictions on permissible shareholder resolutions in the middle of an ongoing proxy season. This permitted companies to throw out many proposals already submitted under the prior rules, irritating many resolution filers.

The new SEC guidance heralded a sharp fall in the number of environmental and social proposals that made it to the corporate ballot box this year. But, in another surprise, the proportion of failed proposals with near-zero shareholder support has continued to increase. Meanwhile the number of proposals with significant shareholder support is down over 70% this year.

Overall, the results indicate a worrying decline in the quality of signal being sent from shareholders to companies on financially material sustainability issues.

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IPOs Aren’t Dead, They’re Just Napping

Matthew Strzepka is a Director at Wellington Management. This post is based on a Wellington memorandum by Mr. Strzepka, Will Craig, and Mark Watson.

It would be a massive understatement to say that the IPO market has seen fluctuations over the past five years. Only four short years ago, US markets experienced a record-breaking 1,035 IPOs, driven largely by the near-zero interest-rate market environment. These giddy years stand in sharp contrast to the more than 80% drop that followed in 2022 and 2023 (Figure 1) — and to the 20-year historical average of 254 IPOs per year. [1]

Not surprisingly, the relatively muted IPO environment of the last three years has led many to question whether companies will stay “private forever,” and if the path to public listing is permanently challenged. In our view, the answer to both is a definitive “no.”

Below we explore the underlying issues in today’s IPO environment, key lessons learned for private companies, and reasons why we believe the death of the IPO market has been greatly exaggerated.

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Tesla Approves New Award for Elon Musk: How It Compares to the Largest Pay Packages

Amit Batish is Sr. Director of Content at Equilar, Inc. This post is based on his Equilar memorandum.

The compensation of Tesla’s Elon Musk is once again making headlines, as the Company’s board of directors has approved a new interim stock award for its tenacious and outspoken chief executive. As reported by The Wall Street Journal, the award—valued at roughly $24 billion—is being described as a “first step, good faith payment” to keep Musk engaged as a legal battle continues over his massive 2018 compensation plan. Musk, who recently dabbled in politics, has indicated that his willingness to lead Tesla for the next five years depends on gaining greater control of the Company, according to The Journal.

A Delaware judge struck down Musk’s 2018 pay package twice, citing that Tesla shareholders were not fully informed about the option grant and raising concerns over Musk’s conflicting influence. The second ruling occurred despite Tesla shareholders re-approving the pay package at the Company’s annual meeting in June 2024. The ruling, which is currently under appeal, is the first of its kind and has led to public debate on whether it was indeed justified. READ MORE »

Weekly Roundup: August 1-August 7, 2025


More from:

This roundup contains a collection of the posts published on the Forum during the week of August 1-August 7, 2025

US Deals 2025 Midyear Outlook


New Texas Law Puts Proxy Advice Under the Microscope


New Report Alerts Companies to New Level of Risk from Political Spending


Calculating Earnout Damages: Strategic Lessons for Designing Milestone Frameworks


The Price of Delaware Corporate Law Reform


Board Priorities in a Geopolitical Landscape: Risk, Compliance, and Supply Chain Resilience


2025 CEO Priorities


Nature-Related Dependencies 101


Best Practices for Onboarding Directors



Two Recent Entire Fairness Decisions—with Implications for the New DGCL Safe Harbors


Transparent Election Initiative


Transparent Election Initiative

Tom Moore is a Senior Fellow for Democracy Policy at the Center for American Progress.

A bipartisan team of former Montana officials have unveiled an oddly simple yet startlingly robust legal mechanism for undoing Citizens United that pares back the list of corporate powers granted by state corporation law. They have drafted a constitutional initiative (text here) and are steering it toward Montana’s 2026 ballot.

Ever since the Supreme Court’s landmark decision in Citizens United v. Federal Election Commission in 2010, America has been told that only the Court or a constitutional amendment could stem corporate and dark money in politics. Not so.

Citizens United (558 U.S. 310) held that lawmakers cannot regulate a corporation’s right to spend independently in elections. But regulations are just one tool in the legislative toolbox. Another extraordinarily powerful tool has gone largely unexamined until now: every state’s virtually unlimited authority to define the powers it grants its corporations.

Corporations have only the powers that states give them—no more. States stopped being choosy about the powers they granted to their corporations in the mid-1800s. But every single state retained the authority to be as choosy as they like. Every single state retains the authority to decide to no longer grant its corporations the power to spend in politics.

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Two Recent Entire Fairness Decisions—with Implications for the New DGCL Safe Harbors

Gail Weinstein is a Senior Counsel, Philip Richter is a Partner, and Steven Epstein is the Managing Partner at Fried, Frank, Harris, Shriver & Jacobson LLP. This post is based on a Fried Frank memorandum by Ms. Weinstein, Mr. Richter, Mr. Epstein, Steven J. SteinmanRoy Tannenbaum, Maxwell Yim, and is part of the Delaware law series; links to other posts in the series are available here.

Two recent Court of Chancery decisions—Roofers v. Fidelity (May 2025)[1] and Wei v. Levinson (“Zoox”) (June 2025)[2]— highlight the far easier route to business judgment review of conflicted transactions that is available under the new safe harbors established by the 2025 amendments to the Delaware General Corporation Law (the “Amendments”)[3] as compared to the prerequisites for business judgment review of such transactions that has been available under MFW.

In both of these cases, the Amendments were not applicable because the litigation was already pending on February 17, 2025. And in both cases, the transactions as issue—as is not uncommon for conflicted transactions—were not structured to comply with MFW. Therefore, the court applied the entire fairness standard of review—which requires that both the process and the price were fair to the minority (or disinterested) stockholders. In Roofers, the court dismissed the case at the pleading stage, holding that although the process may have been flawed, the price appeared to be fair. In Zoox, by contrast, the court rejected dismissal of the case at the pleading stage, holding that the allegations that a majority of the board that approved the transaction was conflicted was itself sufficient to indicate that both the process and the price may have been unfair—even though the transaction at issue appeared to provide more value to the stockholders than any other transaction proposed to the board.

The decisions highlight the unpredictability of results when entire fairness is applied. Notably, if the Amendments had been applicable, the transactions in both cases readily could have come within the safe harbors—and both cases would have been dismissed at the pleading stage, without regard to fairness of the process or the price.

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2025 Proxy Season Review: Four Key Takeaways

Jamie C. Smith is a Director at EY. This post is based on a EY memorandum by Ms. Smith, and Alison Nashed.

Introduction

Investors’ governance focus evolves in a season shaped by uncertainty and change

The 2025 proxy season was marked by a changing regulatory and policy landscape and shifting dynamics between companies and investors. New SEC guidance significantly impacted shareholder engagement and reduced the number of environmental and social‑focused shareholder proposals reaching proxy ballots.

States, including Delaware, Texas and Nevada, enacted statutory changes to attract company incorporation, while some policymakers and other stakeholders continued to put pressure on investors’ environmental, social and governance (ESG) practices and renewed efforts to rein in proxy advisors. Some investors grew more cautious about sharing their perspectives and revised their policies in ways that made their voting intentions less clear. These changes occurred amid a new political environment and ensuing economic and market uncertainty related to US trade policy.

In this dynamic business environment, companies overall secured strong support in key votes, including those related to director elections and say-on-pay. Still, investors demonstrated continued willingness to hold specific directors accountable and vote against management. Also, proxy disclosures — a powerful vehicle for telling the company’s governance story — highlighted technology as an area where companies continue to strengthen their oversight and disclosures.

To help directors navigate the evolving proxy landscape and changing stakeholder expectations, we examine four takeaways from the 2025 season and suggest actions for boards to consider. [1]

In this dynamic business environment, companies overall secured strong support.

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Best Practices for Onboarding Directors

Matthew E. Kaplan, William Regner, and Eric T. Juergens are Partners at Debevoise & Plimpton LLP. This post is based on a Debevoise memorandum by Mr. Kaplan, Mr. Regner, Mr. Juergens, and Amy Pereira.

A thoughtful, well-structured director onboarding process enables a director’s smooth transition to the board, positioning the director to contribute meaningfully from the outset. While the identification, selection, and election of new directors is usually the board’s responsibility, perhaps guided by a search firm, the logistics of onboarding new directors often fall to the legal department or corporate secretary.

The onboarding needs for new directors will vary depending on a number of factors, including the director’s background, experience, and expected role on the board and its committees. Below we outline several top-of-mind considerations for those tasked with the responsibility of onboarding directors.

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Nature-Related Dependencies 101

Subodh Mishra is Global Head of Communications at ISS STOXX. This post is based on an ISS-STOXX memorandum by Caitlin Harris, FLAG Lead, and Clarissa Persico, Freshwater & Oceans Lead, with the Natural Capital Research Institute at ISS STOXX.

What are Nature Dependencies?

Businesses across all industries both depend on and impact nature through their activities and supply chains in some way.  For example, a beverage company that depends on groundwater may face risks if that natural resource becomes scarce (dependency). Simultaneously, if the company discharges untreated wastewater, this may pollute freshwater ecosystems and affect local communities (impact).

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