Yearly Archives: 2025

Narrative Contradictions: The Invisible Governance Risk

Craig E. Carroll is the Executive Director of the Observatory on Corporate Reputation.

Introduction

Corporate disclosures are now scrutinized not only for accuracy but also for coherence. Increasingly, regulators, investors, and stakeholders view narrative contradictions—statements that are individually accurate yet collectively conflicting—as a governance failure. These contradictions are not typically the product of dishonesty. Instead, they emerge from organizational complexity, shifting priorities, and fragmented accountability. Yet their impact is no less significant: contradictions create regulatory exposure, invite investor skepticism, confuse internal decision-makers, and erode trust in corporate leadership.

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2025 Proxy Season Review: Volatility, Evolving Tactics and New Expectations for Shareholder Engagement

Dan Scorpio and Sheila Ennis are Managing Directors at H/Advisors Abernathy. This post is based on their H/Advisors Abernathy memorandum.

The 2025 proxy season was as volatile as any in recent memory. Activity was robust at the beginning of the year, slowed considerably after the April 2 tariff announcement, and was interrupted by surprise changes proposed by the SEC regarding investor engagement practices that prompted institutional investors to reassess their engagement strategies. According to FactSet, the number of campaigns launched by activist shareholders remained relatively consistent with the market’s 10-year average, but the tone and tenor of the campaigns was quite chaotic. Ultimately, the number of Board seats obtained by activists exceeded last year’s total, including an increase in Board seats activists won in proxy fights that went to a vote. Engagement dynamics are changing.

Looking ahead, we believe that conditions are in place for activists to be even more active in next year’s proxy season, starting with heightened offseason approaches and engagement in the second half of 2025. Investors and issuers are settling on how to manage the SEC’s new 13D/G guidelines. The M&A freeze is showing signs of thawing. Consequences from changing tariff policies are better understood and addressed in corporate strategic plans.

To effectively navigate this new era, management teams and Boards should prepare now so they are ready to mount an effective defense if targeted. This should include realistic assessment of vulnerabilities, creative approaches to offseason engagement, better use of the proxy and proactive use of owned channels and digital strategies so your message is delivered unfiltered. Managements must actively address vulnerabilities and any gaps in investor perception of strategy, operations or execution. It has never been more important to ensure investors and all stakeholders clearly understand strategy, metrics and long-term goals.

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Weekly Roundup: September 5-11, 2025


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This roundup contains a collection of the posts published on the Forum during the week of September 5-11, 2025

Redefining the Role: How Innovative Corporate Investigations Leaders Drive Impact


Best Practices for Corporate Sustainability Teams


US and EU Agree on Trade Framework Agreement – Implications for ESG/CSR Compliance


Being Prepared for the Next Crisis: The Board’s Role


Rebalancing Retirement: How 401(k) Plans Exacerbate Inequality and What We Can Do About It


How Remote Meetings Are Reshaping Boardroom Expectations


Governance Matters: Don’t Overlook Board Oversight


How Three Years of the SEC’s Universal Proxy Card Have Changed Proxy Contests


Do Shareholders Have a Say on Say-on-Pay?


Dealing with Activist Hedge Funds and Other Activist Investors


Mastering Boardroom Communication: Five Essentials for Executives


From Common Practice to Differentiated Design: Turning Stock Prices into Performance Prizes in the S&P 500


From Common Practice to Differentiated Design: Turning Stock Prices into Performance Prizes in the S&P 500

Ryan Colucci is a Principal at Compensation Advisory Partners. This post is based on his CAP memorandum.

Relative Total Shareholder Return (rTSR) continues to dominate the long-term incentive landscape for S&P 500 CEOs, appearing in 58% of performance share unit (PSU) awards. Its appeal lies in its perceived objectivity since it does not rely on financial targets established internally, its ability to create a clear link between shareholder experience and executive payouts, and the ease of communication to investors and proxy advisory firms.

Yet rTSR’s simplicity can be deceptive. While it measures stock price appreciation plus dividends relative to a benchmark, results can be heavily influenced by broader market forces, interest rate shifts, or sector cycles. As a result, companies face two fundamental questions when choosing to implement rTSR into their long-term incentive plans: (1) What design choices will best reflect the company’s performance philosophy? And (2) How much weight should rTSR carry in the plan?

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Mastering Boardroom Communication: Five Essentials for Executives

Paul DeNicola is a Principal, and Claudia Montgomery is a Managing Director at PricewaterhouseCoopers LLP. This post is based on their PwC memorandum.

Introduction

Executive–board interactions impact leadership and business success
Whether you are an executive who has been meeting with the board regularly for years or are in a new role that’s landing you on the agenda, your interactions with directors play a huge role in establishing your professional credibility with the board. Your pre-read materials, presentation style, executive presence and management of key relationships will impact how directors view not only you but your entire business function. Board meetings are your opportunity to highlight issues core to the business and to demonstrate your value. The right preparation can help you make an impact.

Preparation requires precision and focus
Today’s environment is marked by continued disruption, from geopolitical instability and rapid tech evolution to regulatory shifts and rising stakeholder scrutiny. Business challenges are more interconnected than ever, placing pressure on boards to provide not just oversight but meaningful guidance. With limited time and more ground to cover, executives must deliver crisp, tailored reporting to help boards focus on what matters. Knowing the board’s priorities and presenting with clarity not only supports decision-making but sets you apart as a leader.

Board time is limited — make it count
As board oversight responsibilities expand to include areas such as AI, talent and geopolitics, time remains a limited resource. Directors want strategic, focused discussions, not lengthy operational updates. In fact, 74% of directors report wanting more time spent on strategy, reinforcing the need for executives to bring high-impact content to the table. [1] New AI tools can help executives more quickly analyze data, model scenarios and surface insights, enabling smarter preparation and more impactful conversations. While these tools require human oversight for accuracy, relevance and sound judgement, technology can help to optimize the board’s time. Transparent, consistent communication and anticipating what matters most to directors are key to strengthening relationships, establishing leadership credibility and building trust with the board.

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Dealing with Activist Hedge Funds and Other Activist Investors

Martin Lipton is a Founding Partner at Wachtell, Lipton, Rosen & Katz. This post is based on a Wachtell Lipton memorandum by Mr. Lipton, Steven A. Rosenblum, Karessa L. Cain, Elina Tetelbaum, Loren Braswell, and Anna Dimitrijević.

Shareholder activism activity has continued at elevated levels in 2025, with activists undeterred by economic and geopolitical uncertainty. Regardless of industry, size or performance, no company is too large, too popular, too new or too successful to consider itself immune from activism. Although poor stock price performance and operational and strategic missteps can increase vulnerability, even companies that are respected industry leaders and have outperformed the market and their peers have been and are being targeted by activists.

In addition to campaigns from a single activist, companies are susceptible to attacks from multiple activists at once, whether from a “wolf pack” of activist funds acting together or independent activists “swarming” the company at the same time. Activists are also increasingly prone to waging multi-year campaigns, for example at companies with classified boards of directors or at companies where their campaigns were only partially successful. Even companies that have effectively fended off activism may still find themselves targeted by the same or a different activist in subsequent years. These trends, and the increasing willingness of activists to approach a company not only in the lead-up to a company’s nomination deadline and annual meeting proxy, but even shortly after the annual meeting date, contribute to a sense that there is no longer an “offseason” for activism.

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Do Shareholders Have a Say on Say-on-Pay?

Allison Wyderka is the Head of Product and Research for Proxy Services, and Wickham Egan is the Director of Business Development and Operations at Egan-Jones Ratings Company. This post is based on their Egan-Jones memorandum.

I. Introduction

Since their conception in 2011, say-on-pay (“SOP”) proposals have become a hot-button issue for proxy advisors, politicians, corporate governance experts, and the public at large. Though they are simply advisory votes on the previous year’s pay, if a substantial portion of shareholders vote AGAINST the pay package (e.g. 20%), they can send a strong signal to the board.

In this piece, we argue that SOP proposals are passing at a far greater rate than one would expect given escalating public criticism of excessive CEO pay. Improved SOP outcomes, that are more reflective of investor interests, can be achieved through:

  1. Increased pass-through-voting
  2. Independent and unconflicted proxy advisory services

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How Three Years of the SEC’s Universal Proxy Card Have Changed Proxy Contests

Eric S. Goodwin is a Senior Managing Associate, and Kai H.E. Liekefett and Derek Zaba are Partners at Sidley Austin LLP. 

On September 1, 2022, the SEC’s universal proxy card (UPC) rules took effect, allowing shareholders to freely “mix-and-match” from among management and dissident nominees in contested director elections.  Before the rules’ adoption, their impact on shareholder activism was hotly debated, including in a comment letter to the SEC from our practice.  Since they went into effect, judgments (even by us) have too often been anecdotal or based on limited data.

To replace conjecture with facts, we have conducted a comprehensive analysis of all late-stage director contests at Russell 3000 companies in the five years before the UPC rules and first three years under them.[1]

While only a small minority of activism campaigns end in contested elections and most board change results from settlements, all activist engagements occur in the shadow of how a vote might play out.  An activist with a credible path to electoral success (let alone sweeping victory) has leverage to push for changes without proceeding to a proxy contest, and vice versa.  Whether the UPC altered voting outcomes—and if so, in whose favor—affects all companies’ perceived ability to resist activist demands.

Our study shows that management continues to sweep most proxy contests; activists’ electoral floor has risen while their ceiling has collapsed; support for activist principals has softened; and vote margins have become tighter.  Below we present these novel findings, which we hope will be interesting to our current and prospective clients concerned with possible activism and to the activism ecosystem writ large. READ MORE »

Governance Matters: Don’t Overlook Board Oversight

Bob Herr is a Senior Vice President and Director of Corporate Governance, and Cem Inal is Chief Investment Officer at AllianceBernstein. This post is based on their AllianceBernstein memorandum.

Director elections can be a powerful tool for investors to weigh in on ineffective boards.

Most conversations around proxy voting focus on shareholder proposals and executive compensation. Meanwhile, the most significant votes tend to fly under the radar: director elections. Boards of directors play a vital role in representing shareholder interests by overseeing a company’s strategic direction, monitoring management and ensuring accountability for the creation of long-term value.

Director-election votes can be a powerful tool for weighing in on material governance issues. Increasingly, investors are doing just that. In the 2024 proxy season, directors who chaired their board’s nominating and governance committees received 5% more dissenting votes on average, reflecting investors’ willingness to hold specific directors accountable for board composition and broad governance concerns.

Beyond conventional governance issues like director independence or shareholder rights, we have leveraged director elections to convey our perspective on issues ranging from product safety and quality to executive compensation to strategic transactions.

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How Remote Meetings Are Reshaping Boardroom Expectations

Abby White is an AVP of Product Strategy, Rahim Miah is a Research Intern, and Giovanna Laurence is a Manager at Nasdaq. This post is based on their Nasdaq memorandum.

The corporate boardroom has long been a symbol of tradition, formality, and in-person deliberation. But in 2025, that image is rapidly evolving. Remote meetings, once considered a temporary workaround during global disruptions, have now become a cornerstone of modern governance. This shift enhances convenience but also reflects a deeper transformation in how boards operate, communicate, and make decisions. As organizations embrace digital collaboration, expectations for leadership, transparency, and agility are being redefined.

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