Yearly Archives: 2025

Weekly Roundup: March 21-27, 2025


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This roundup contains a collection of the posts published on the Forum during the week of March 21-27, 2025

Shareholder Engagement on Compensation Matters: Special Time-Sensitive Complications for the 2025 Proxy Season


How DEI Shareholder Proposals Are Faring in 2025


The Future of Board Diversity Disclosures


Key Legal Considerations in Nonprofit Spinout Transactions


Does Mandatory Risk Disclosure Harm Corporate Innovation?


Navigating DEI Disclosure amid Regulatory Shifts


2024 Year End Activism Review


Signaling Long-Term Information Using Short-Term Forecasts


The Governance of Geopolitical Risk in 2025


SEC Priorities Regarding Cybersecurity Enforcement in the Second Trump Administration


Sanctioning Negligent Bankers


Remarks by Commissioner Crenshaw at the Investment Company Institute’s 2025 Investment Management Conference


2025 Environmental and Social Developments


Scope, Scale, and Concentration: A New Perspective on the 21st-Century Firm


Early Filers: Bonuses Up Amid Flat Financial Performance


Early Filers: Bonuses Up Amid Flat Financial Performance

Lauren Peek is a Partner and Joanna Czyzewski is a Principal at Compensation Advisory Partners. This post is based on their CAP memorandum.

Key Findings

Performance: 2024 median financial performance – as measured by revenue, earnings before interest and taxes (EBIT), and earnings per share (EPS) – was generally flat and consistent with 2023 performance. In 2024, median revenue grew slightly (+1.6%), EBIT grew modestly (+3.9%) and EPS was flat (0.0%). One-year total shareholder return (TSR) was up double digits year-over-year (+15.2%).

CEO Pay: Median CEO total direct compensation increased +9% year over year, driven by a +14% increase in actual bonus payout and a +7% increase in the grant-date value of long-term incentives (LTI).

Annual Incentive Payout: For the second year in a row, median bonus payouts for CEOs were around target (i.e., 104% of target). Although financial performance was generally flat and annual incentive achievement was around target, CEO bonus payouts were up significantly. This is because, in general, companies with significant increases in bonus payouts (on average, approximately +280% increase) either rebounded from low payouts in 2023 or had continued sustained performance in 2024 and these increases were larger than the percentage change for companies that saw a decline in bonus (approximately 45%, on average).

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Scope, Scale, and Concentration: A New Perspective on the 21st-Century Firm

Gerard Hoberg is a Professor of Finance and Business Economics at USC Marshall School of Business and Gordon Phillips is the Laurence F. Whittemore Professor of Business at Tuck School of Business at Dartmouth College. This post is based on their recent article published in The Journal of Finance.

The Evolution of Firm Scope and Measurement Challenges

Recent discussions on corporate concentration have relied on traditional industry classifications that often fail to capture the evolving nature of firm scope and competition. Historically, firm scope has been measured using Compustat segment data, which relies on broad industry classifications and managerial reporting discretion. However, this traditional method falls short in capturing the true breadth of modern firms, particularly as they expand into related product markets rather than diversifying into entirely new industries.

In our recent paper, “Scope, Scale, and Concentration: The 21st-Century Firm,” published in The Journal of Finance, Gerard Hoberg and I introduce a novel methodology to measure firm scope using natural language processing (NLP) techniques, specifically doc2vec. This advanced text analysis method allows us to extract rich textual information from firms’ annual reports, offering a more granular, data-driven approach to measuring firm scope. By analyzing firms’ 10-K filings, we can quantify the industries they truly operate in based on how they describe their businesses, providing a significantly more detailed and accurate measure than conventional business segment data.

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2025 Environmental and Social Developments

Amanda Urquiza is a Partner at Wilson Sonsini Goodrich & Rosati. This post is based on a Wilson Sonsini memorandum by Ms. Urquiza, Tamara Brightwell, Jindrich Kloub, Marina Tsatalis, and Greg Watts.

2025 is off to a fast start with several changes in the legal landscape of the environmental and social (E&S) categories of ESG (Environmental, Social, and Governance). This alert highlights key E&S developments thus far in 2025, including executive actions, regulatory updates, state legislation, and proxy advisor and institutional investor guidance.

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Remarks by Commissioner Crenshaw at the Investment Company Institute’s 2025 Investment Management Conference

Caroline A. Crenshaw is a Commissioner at the U.S. Securities and Exchange Commission. This post is based on her recent remarks. The views expressed in this post are those of Commissioner Crenshaw, and do not necessarily reflect those of the Securities and Exchange Commission or its staff.

[1] Good morning and thank you for having me. Before I begin, I would like to thank ICI for the invitation to speak here today. [2] I am coming to speak before you during a time of change, both at the agency and in the nation as a whole. During times of profound change like this, I think it is fitting to reflect upon the past. So today I will begin with a brief history of the Acts of 1940 – the Investment Company Act and the Investment Advisers Act – which serve as the foundation for much of the collective work that we do. Then I’ll turn to some observations about the state of affairs as I see them today. And finally, I’ll leave you with parting words about our path forward and take questions.

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Sanctioning Negligent Bankers

Kyle Logue is the Douglas A. Kahn Collegiate Professor of Law at University of Michigan Law School, Will Thomas is an Assistant Professor of Business Law at University of Michigan Ross School of Business, and Jeffery Zhang is an Assistant Professor of Law at University of Michigan Law School. This post is based on their recent paper.

The financial panic started by Silicon Valley Bank in March 2023 might have been new, but its cause was not. Excessive risk-taking and mismanagement by bank executives are the perennial manifestation of moral hazard. Economists and legal scholars have sought to ameliorate this market failure by addressing the mismatch between rewards given to bank executives and the costs of their poor decisions—often by regulating how bank executives are compensated in normal times. The driving intuition is that bank executives should not reap all the benefits in good times while letting others hold the bag during bad times; adjusting their compensation to require more “skin in the game” thereby reduces risk-taking and mismanagement.

In our forthcoming article, “Sanctioning Negligent Bankers,” we begin by noting that existing proposals to deal with this market failure have been limited by two factors. First, previous attempts to solve the problem through agency regulation and enforcement have proven ineffective. On the regulatory front, federal agencies have not acted when it comes to exercising their enforcement powers to deter individual bank executives. Consider that, after the 2007-08 Global Financial Crisis, Congress passed the Dodd-Frank Wall Street Reform and Consumer Protection Act. As part of these reforms, Congress instructed financial regulatory agencies to place restrictions on executive compensation that encouraged excessive risk-taking. Yet, fifteen years later, no such regulation has been implemented. On the enforcement front, Da Lin and Lev Menand have shown that although the Federal Reserve has clear authority to hold bank directors and senior management accountable for mismanagement, the Federal Reserve has rarely exercised this power. Likewise, the FDIC has statutory authority to fine executives for “gross negligence” but uses that power selectively and in a manner that our article shows is all but guaranteed not to influence or deter bank executives. READ MORE »

SEC Priorities Regarding Cybersecurity Enforcement in the Second Trump Administration

Jennifer LeeShoba Pillay, and Charles Riely are Partners at Jenner & Block LLP. This post is based on a Jenner & Block memorandum by Ms. Lee, Ms. Pillay, Mr. Riely, H. Kurt von Moltke, Kathryn Chang, and Philip B. Sailer.

The SEC recently announced the creation of a Cyber and Emerging Technologies Unit (CETU) that will focus on fraudulent conduct in cybersecurity, digital assets, and emerging technologies such as artificial intelligence. For public companies, the announcement indicates that the new unit will focus on combatting fraud and other “cyber-related misconduct,” including “public issuer fraudulent disclosure relating to cybersecurity.”

The unit’s announced focus on “fraudulent” cybersecurity disclosures marks a potential shift from the SEC’s recent enforcement approach. This client alert analyzes the SEC’s recent announcement in light of the preexisting cybersecurity enforcement landscape and provides key takeaways for public companies.

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The Governance of Geopolitical Risk in 2025

Subodh Mishra is Global Head of Communications at ISS STOXX. This post is based on an ISS Governance memorandum by Tom Inchley, Senior Associate with UK Research at ISS Governance.

“You may not be interested in geopolitics, but geopolitics is interested in you.”

In a December 2023 article, we looked at the concept of geopolitical risk in relation to corporate governance in the aftermath of Russia’s invasion of Ukraine and the revival of instability in the Middle East.

More than a year on, the international order is yet to return to something approaching post-Cold War stability and there are questions as to whether it ever will. While tensions have dampened for now between Israel and Hamas, the collapse of Assad’s regime revives the possibility of Syria’s return to civil war, which could spill over into the wider region. Attritional warfare continues in Ukraine, with North Korean troops recently joining the fray. Islamist groups and Russian mercenaries continue to operate in the African Sahel region. Finally, US-China strategic competition in various areas (access to rare minerals, microchip technology, and AI to name just a few) continues to cast a long shadow over international trade and supply chains.

It is therefore perhaps unsurprising that a survey by The Conference Board found that company CEOs ranked geopolitical risk as their main concern for 2025. Indeed, Geopolitical Strategist Tina Fordham warned in October 2024 that the international system may be slipping backward into a “geopolitical risk supercycle” after decades of relative peace that had seen widespread economic expansion and integration worldwide.

As a result, it seems that corporate boards will have to become ever-more conscious of the various intricacies of geopolitical risk if they are to navigate the increasingly volatile international environment, as global fragmentation supersedes globalisation as the order of the day.

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Signaling Long-Term Information Using Short-Term Forecasts

Frank Zhou is an Assistant Professor of Accounting at the Wharton School of the University of Pennsylvania. This post is based on a recent article, forthcoming in the Journal of Accounting and Economics, by Professor Zhou, Professor Mirko Stanislav Heinle, Professor Chongho Kim, and Professor Daniel J. Taylor.

A common concern with disclosure is revealing proprietary information. Many studies examine this proprietary cost hypothesis––that concerns about revealing proprietary information can prevent full disclosure––within the context of short-term earnings forecasts. However, these forecasts primarily accelerate the release of financial information by only a few months. Since their informational value is relatively short-lived, researchers also contend that the decision to provide such a forecast does not provide actionable information to competitors and, as a consequence, is unlikely to entail proprietary costs.

In this study, we shed light on this debate by showing that the decision to issue a short-term earnings forecast can, in fact, signal managers’ private information about long-term firm performance. Using a dynamic voluntary disclosure model, we show that the decision to disclose a short-term earnings forecast is informative of long-term earnings even if earnings are intertemporally independent. Consistent with this prediction, we find that these disclosures predict firm performance for up to three years, even after controlling for current financial performance.

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2024 Year End Activism Review

Andrew Freedman is Co-Managing Partner and Chair of the Shareholder Activism Practice at Olshan Frome Wolosky LLP.

Shareholder activism surged to new heights in 2024 as global markets and geopolitical dynamics continued to evolve. The number of activist campaigns at companies with market capitalizations greater than $500 million increased, making 2024 the most active year since 2018.[1] The record number of companies targeted by first-time activists emerged as a notable trend, which we expect will continue throughout 2025.

The momentum from 2024 quickly carried into the new year, with high-impact campaigns increasing by more than 25% globally and 30% in the U.S. for the first two months of 2025 as compared to the same period in 2024.[2] Additionally, as of March 1, 2025, 76 companies worldwide have been publicly subjected to a governance demand, compared to 62 during the same period last year.[3]

Several influential campaigns took center stage in the U.S. during 2024, including Elliott Management’s campaign at Southwest Airlines and Trian Partners’ engagement with The Walt Disney Company. At Southwest Airlines, Elliott launched a special meeting campaign that resulted in the resignation of nearly half of the airline’s board, including the early retirement of its executive chairman, and the appointment of five Elliott-endorsed nominees. Meanwhile, although Trian Partners did not prevail in its proxy contest at Disney, its campaign underscored how shareholder activism can still influence corporate decision-making in significant ways, even at the world’s largest companies. The U.S. secured its position as the primary battleground for shareholder activism in 2024, as 60% of all activist campaigns targeted U.S.-based companies, up from 56% the previous year.[4]

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