Yearly Archives: 2025

Proxy Voting Policy for U.S. Portfolio Companies

John Galloway is Global Head of Investment Stewardship at Vanguard, Inc. This post is based on a Vanguard Investment Stewardship memorandum.

The information below, organized according to Vanguard Investment Stewardship’s four pillars of corporate governance, is the voting policy adopted by the boards of the Vanguard-advised funds (the “Funds’ Boards”) and describes the general positions of the funds on proxy proposals that may be subject to a shareholder vote at U.S.-domiciled companies. [1]

It is important to note that proposals often require a facts-and-circumstances analysis based on an expansive set of factors. Proposals are voted case by case, under the supervision of the Investment Stewardship Oversight Committee and at the direction of the relevant Fund’s Board. In all cases, proposals are voted as determined in the best interests of each fund consistent with its investment objective.

The following policies are applied over an extended period of time; as such, if a company’s board is not responsive to voting results on certain matters, a fund may withhold support for those and other matters in the future. Regardless of whether proposals are submitted by company management or by other shareholders, they are voted in accordance with these policies and as determined to be in the best interests of each fund, consistent with its investment objective.

The Vanguard-advised funds look for companies to abide by the relevant governance frameworks (e.g., listing standards, governance codes, laws, regulations, etc.) of the market(s) in which they are listed. While the Vanguard-advised funds’ proxy voting policies are informed by these frameworks, final voting decisions may differ from the application of those frameworks due to Investment Stewardship’s independent research, analysis, and engagement. In addition, these policies and their application to specific voting matters are predicated on the Vanguard-advised funds’ acquisition and ownership of securities in the ordinary course of business, without the intent of influencing company strategy or changing the control of the issuer. The Vanguard-advised funds will not nominate directors, solicit or participate in the solicitation of proxies, or submit shareholder proposals at portfolio companies. The application of the policies to specific voting matters will also adhere to any passivity requirements to which the Vanguard-advised funds and/or The Vanguard Group, Inc. and any of its subsidiaries (Vanguard) may be subject.

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Embedded Culture as a Source of Comparative Advantage

Luigi Guiso is the AXA Professor of Household Finance at the Einaudi Institute for Economics and Finance, Paola Sapienza is the Donald C. Clark/HSBC Chair in Consumer Finance Professor at the Kellogg School of Management at Northwestern University, and Luigi Zingales is the Robert C. McCormack Distinguished Service Professor of Entrepreneurship and Finance at The University of Chicago Booth School of Business. This post is based on their recent paper.

The Cultural Economics Revolution

In the second half of the 20th century, economics operated under two fundamental assumptions: that humans were perfectly rational (the rationality assumption) and that their behavior was universally consistent across cultures and contexts (the universality assumption). These hypotheses were challenged by two streams of literature: behavioral economics and cultural economics.

The behavioral revolution made economics more human but not less universal. It maintained the premise that deviations from rationality due to cognitive biases and behavioral patterns were consistent across cultures and contexts. In contrast, cultural economics argues that individuals’ beliefs (priors) and preferences (values) are fundamentally shaped by their personal and communal history, leading to persistent differences in economic behavior across societies.

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Approach to Corporate Enforcement May Become More Business-Friendly

Anita B. Bandy, Andrea Griswold, and Chad E. Silverman are Partners at Skadden, Arps, Slate, Meagher & Flom LLP. This post is based on a Skadden memorandum by Ms. Bandy, Ms. Griswold, Mr. Silverman, and Peter A. Varlan

Key Points

  • The incoming Trump administration is expected to take a more lenient approach to prosecuting entities, reducing emphasis on bringing actions based on what may be viewed as novel theories.
  • Prescriptive policies on self-reporting and cooperation by companies, recently adopted by the DOJ and CFTC, may be loosened.
  • Legislation could clarify jurisdiction over cryptocurrency, possibly assigning that to the CFTC rather than the SEC. Both agencies are expected to adopt more crypto-friendly approaches, absent indicia of fraud.

Anticipating enforcement priorities under a new administration is challenging before the appointment of permanent leadership that will set priorities for policing corporate crime and market misconduct. Lessons from the first Trump term, however, suggest that the incoming administration will bring a more business-friendly environment.

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CEO and C-Suite ESG Priorities for 2025

Matteo Tonello is Head of Benchmarking and Analytics at The Conference Board, Inc. This post is based on a Conference Board memorandum by Andrew Jones, Senior Researcher, ESG Center at The Conference Board.

The environmental, social & governance (ESG) landscape will grow more complex in 2025, with businesses facing increasing pressure related to climate risks, regulatory changes, and shifting societal expectations. Based on The Conference Board® C-Suite Outlook 2025: Seizing the Future, a comprehensive survey of global business leaders, this report highlights the key ESG priorities of CEOs and C-Suite executives, with a primary focus on US CEOs and additional insights from European and global perspectives— providing a strategic road map for the year ahead.

Key Insights

  • US CEOs rank climate risk and sustainability as the top-two external ESG factors likely to impact their business in 2025.
  • ESG regulatory complexity is increasing, but US CEOs anticipate less significant business impact from regulations and disclosures compared to their international counterparts.
  • Anti-ESG sentiment ranks fourth among external ESG challenges for US CEOs in 2025 but is absent from the top five for CEOs globally or in Europe, reflecting heightened political polarization and scrutiny in the US.
  • US CEOs prioritize climate resilience and water management as their top environmental concerns for 2025, reflecting perceived risks from extreme weather and water scarcity.
  • Economic opportunity and education lead US and global CEO social priorities, as diversity, equity & inclusion (DEI) backlash shifts some focus away from gender and racial equality.

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Private Equity for Pension Plans? Evaluating Private Equity Performance from an Investor’s Perspective

Arthur Korteweg is an Associate Professor of Finance and Business Economics at USC Marshall School of Business, Stavros Panageas is a Professor of Finance at UCLA Anderson School of Management, and Anand Systla is a Ph.D. Student of Finance at UCLA Anderson School of Management. This post is based on their recent paper

Introduction

Public pension plans, like many other institutional investors, have steadily increased their allocation to private equity investments over the last two decades. (Figure 1) This trend prompts an important question: do these investments enhance the investment opportunity set by delivering positive risk-adjusted returns, or are they merely high-cost vehicles for taking on risks similar to those available in public markets? In the paper “Private Equity for Pension Plans? Evaluating Private Equity Performance from an Investor’s Perspective” we propose a new methodology to disentangle whether the rates of return associated with private equity (PE) investments represent meaningful outperformance, or just compensation for the risk embedded in these investments. We then apply the methodology to evaluate the returns obtained by public pension plans.

Our findings suggest that PE financed buyout strategies exhibit modest risk-adjusted outperformance, whereas venture capital and real estate funds do not. We also find that public pension plans tend to perform better in their private equity investments than other private equity investors, but this is mostly due to better access to private equity investments rather than selection ability. Finally, we identify a material correlation between a pension plan’s underfunding and the internal rate of return (IRR) of their private-equity investments; however, this correlation is driven by the fact that underfunded pension plans appear to be choosing comparatively riskier private equity investments, which command higher risk premiums.

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Financial Institutions MA Key Trends and Outlook

Ed Herlihy, Richard Kim, and Nick Demmo are Partners at Wachtell, Lipton, Rosen & Katz. This post is based on a Wachtell Lipton memorandum by Mr. Herlihy, Mr. Kim, Mr. Demmo, Matt Guest, Mark Veblen, and Brandon Price.

I. BEGINNING OF A RESURGENCE SETS THE STAGE FOR A MORE ROBUST M&A MARKET IN 2025

Financial institutions M&A in 2024 was constrained by a challenging regulatory environment and continued fallout from high interest rates, but there were notable signs of an emerging resurgence of M&A during the year and well-founded reasons for an optimistic outlook. The interest rate cuts by the Federal Reserve in the second half of the year and the change in presidential administration have spurred hopes for an improving economic environment and significant change in regulatory policy and personnel. Financial institutions M&A was led by Capital One’s $35.3 billion acquisition of Discover, which was one of the largest announced M&A transactions globally across industries and the largest announced bank M&A transaction in the United States since the financial crisis. The transaction is distinctive in combining elements of a fintech payments transaction and bank acquisition. Even excluding the Capital One/Discover transaction, U.S. bank deals with an aggregate deal value of $16.3 billion were announced in 2024, surpassing transaction volumes for 2023 and 2022 combined. There was also rich activity in the asset management, fintech and insurance brokerage sectors. However, as with deal activity generally across industries, the M&A activity in the financial services sector continued to trail M&A levels that preceded the Biden Administration.

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Action Items for U.S. Public Companies for 2025

Beth Berg is a Partner and Claire Holland is Special Counsel at Sidley Austin LLP. This post is based on a Sidley memorandum by Ms. Berg, Ms. Holland, Sonia Gupta Barros, Paul L. Choi, Samir A. Gandhi, and John P. Kelsh.

Rapid rulemaking and aggressive enforcement by the SEC, combined with legislative, judicial, and regulatory developments, have created new requirements and expectations for U.S. public companies. As we begin 2025, action items for U.S. public companies include the following:

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2024 Corporate Governance Practices and Trends in Silicon Valley and at Large Companies Nationwide

David A. Bell is a Partner and Co-Chair of Corporate Governance, and Wendy Grasso is a Corporate Governance Counsel, at Fenwick & West LLP. This post is based on their Fenwick memorandum.

Corporate governance practices vary significantly among public companies. This reflects many factors, including:

  • Differences in their stage of development, including the relative importance placed on various business objectives (for example, a focus on growth and scaling operations may be given more importance for technology and life sciences companies);
  • Differences in the investor base for different types of companies;
  • Differences in expectations of board members and advisors to companies and their boards, which can vary by a company’s size, age, stage of development, geography, industry and other factors; and
  • The reality that corporate governance practices that are appropriate for large, established public companies can be meaningfully different from those for newer, smaller companies.

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Thoughts for Boards: Key Issues in Corporate Governance for 2025

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, and Hannah Clark.

As we look ahead to the challenges and opportunities facing boards of directors in this new year, it is illuminating to reflect on how much has changed in corporate governance. Over the last five decades, we have been on the front lines with our clients as the evolution of corporate governance has been propelled by multiple crises and systemic shocks—including the Enron and WorldCom scandals and ensuing Sarbanes-Oxley legislation, which prompted incremental layers of disclosure and regulations, followed by the financial crisis and subsequent Dodd-Frank reforms, and most recently the Covid pandemic, which intensified the spotlight on ESG and stakeholder governance. In the private ordering arena, ISS and shareholder activists were remarkably successful in changing the status quo for once-common governance features like staggered board structures, and we saw the shelving of poison pills—a defense we originated and subsequently defended in Moran, Airgas and other cases. These trends have, in turn, increased the prevalence and omnipresent threat of proxy fights. And as the corporate governance debates have continued to evolve, we have seen institutional investors become increasingly active participants, with detailed and often diverging policies setting forth their priorities, preferences and perspectives on issues ranging from climate disclosures to DEI to over-boarded directors. The compounding effect is that boards today are expected to navigate a corporate governance landscape that has become much more complex and nuanced, with an expanding set of expectations for their oversight role and responsibilities.

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Weekly Roundup: January 24-30, 2025


More from:

This roundup contains a collection of the posts published on the Forum during the week of January 24-30, 2025

Private Equity—2024 Review and 2025 Outlook


Insider Trading Policies: A Survey of Recent Filings


Climate and Sustainability Regulations: 2024 End-of-Year Review


SEC Enforcement: 2024 Year in Review


The Impact of Impact Investing


Equity Plan Proposals: Strong Shareholder Support Continued in 2024


M&A Predictions and Guidance for 2025


Corporate Ownership and ESG Performance


S&P 500 CEO Compensation Trends


Key Considerations for the 2025 Annual Reporting and Proxy Season


How To Implement Shareholder Democracy


Americas Board Priorities 2025


Corporate Governance and the Grievance-Based Society


CEO Turnover at Dual-Class Firms


The 2025 Board Agenda


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