Glass Lewis Releases 2015 Proxy Guidelines | Practical Law

Glass Lewis Releases 2015 Proxy Guidelines | Practical Law

Glass, Lewis & Co. released its 2015 proxy guidelines.

Glass Lewis Releases 2015 Proxy Guidelines

Practical Law Legal Update 2-587-1105 (Approx. 5 pages)

Glass Lewis Releases 2015 Proxy Guidelines

by Practical Law Corporate & Securities
Published on 06 Nov 2014USA (National/Federal)
Glass, Lewis & Co. released its 2015 proxy guidelines.
On November 4, 2014, Glass, Lewis & Co. (Glass Lewis) released its 2015 proxy season guidelines. Noteworthy updates, which are discussed in more detail below, relate to:
  • Governance committee performance.
  • Board responsiveness to majority-approved shareholder proposals.
  • Vote recommendations following an initial public offering (IPO).
  • Standards for assessing material transactions with directors.
  • Advisory votes on executive compensation.
  • Employee stock purchase plans.

Governance Committee Performance

Glass Lewis has adopted a policy for instances where a board has amended, without shareholder approval, a company's governing documents to reduce or remove important shareholder rights, or to otherwise impede the ability of shareholders to exercise these rights. In these instances, depending on the circumstances, Glass Lewis may recommend that shareholders vote against the chairman of the governance committee or against the entire governance committee. Examples of board actions that may cause this recommendation include:
  • Eliminating the ability of shareholders to call a special meeting or to act by written consent.
  • Increasing the ownership threshold required for shareholders to call a special meeting.
  • Increasing vote requirements for charter or by-law amendments.
  • Adopting provisions that limit the ability of shareholders to pursue full legal recourse, such as by-laws that require:
    • arbitration of shareholder claims; or
    • shareholder plaintiffs to pay the company's legal expenses in the absence of a court victory (i.e., "fee-shifting" or "loser pays" by-laws).
  • Eliminating the ability of shareholders to remove a director without cause.

Board Responsiveness to Majority-approved Shareholder Proposals

If a shareholder proposal relating to important shareholder rights received support from a majority of the votes cast (excluding abstentions and broker non-votes) and the board failed to respond adequately, Glass Lewis will generally recommend that shareholders vote against all members of the governance committee during whose tenure the board failed to respond adequately. Examples of relevant shareholder proposals include those seeking a:
  • Declassified board structure.
  • Majority vote standard for director elections.
  • Right to call a special meeting.
Glass Lewis has expanded this policy to specify that, in determining whether a board has sufficiently implemented a proposal, Glass Lewis will examine the quality of the right enacted or proffered by the board for any conditions that may unreasonably interfere with the shareholders' ability to exercise the right (such as overly prescriptive procedural requirements for calling a special meeting).

Vote Recommendations Following an IPO

Glass Lewis has increased its scrutiny of provisions adopted in a company's charter or by-laws prior to an IPO. While Glass Lewis will generally refrain from issuing voting recommendations on the basis of most corporate governance best practices (such as board independence, committee membership and structure, and meeting attendance) during the one-year period following an IPO, it will scrutinize certain provisions adopted prior to the IPO. Specifically, Glass Lewis will:
  • Consider recommending a vote against all board members who served at the time of adoption of an anti-takeover provision, such as a poison pill or classified board, if the provision was not put up for a shareholder vote after the IPO.
  • Recommend a vote against the chair of the governance committee in the case of an exclusive forum provision, if the provision was not put up for a shareholder vote after the IPO.
  • Recommend a vote against the entire governance committee in the case of a provision limiting the ability of shareholders to pursue full legal recourse (such as fee-shifting by-laws), if the provision was not put up for a shareholder vote after the IPO.

Standards for Assessing Material Transactions with Directors

Glass Lewis has a $120,000 materiality threshold for transactions with directors employed by a professional services firm such as a law firm, investment bank or consulting firm, where the company pays the firm and not the individual for services. Glass Lewis has clarified that it may deem a transaction meeting this definition as immaterial where both:
  • The amount represents less than 1% of the firm's annual revenues.
  • The board provides a compelling rationale as to why the director's independence is not affected by the relationship.

Advisory Vote on Executive Compensation

Glass Lewis has added a discussion of its approach to analyzing one-off awards granted outside of existing incentive programs. It believes that shareholders should generally be wary of awards granted outside of a company's standard incentive schemes, as these awards can potentially undermine the integrity of a company's regular incentive plans, the link between pay and performance, or both. However, Glass Lewis recognizes that, in certain circumstances, additional incentives may be appropriate. In these cases, companies should:
  • Provide a thorough description of the awards, including:
    • a cogent and convincing explanation of their necessity; and
    • why existing rewards do not provide sufficient motivation.
  • Tie the awards to future service and performance whenever possible.
  • Describe if and how the regular compensation arrangements will be affected by the supplemental awards.
In reviewing a company's use of one-off awards, Glass Lewis will review the terms and size of the grants in the context of the company's overall incentive strategy and granting practices, as well as the current operating environment.
Glass Lewis has also provided clarification regarding its qualitative and quantitative approach to say-on-pay analysis by adding another area of focus in reviewing say-on-pay proposals. Glass Lewis will now consider the implementation and effectiveness of a company's executive compensation programs, including pay mix and use of performance metrics in determining pay levels.

Employee Stock Purchase Plans

Glass Lewis has added a discussion of its approach to analyzing employee stock purchase plans (ESPPs). It uses a quantitative model to estimate the cost of a plan and then compares the cost to ESPPs at similar companies. Except in the most extreme cases, Glass Lewis will generally support these plans given the regulatory purchase limit of $25,000 per employee per year, which Glass Lewis considers reasonable. It also looks at the number of shares requested to see if either:
  • An ESPP will significantly contribute to overall shareholder dilution.
  • Shareholders will not have a chance to approve the program for an excessive period of time.
As such, Glass Lewis will generally recommend against ESPPs that contain "evergreen" provisions that automatically increase the number of shares available under the ESPP each year.