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Corporate Governance Trends in OECD Countries. OECD/World Bank Asian Roundtable on Corporate Governance Hong Kong, China 31 May-2 June 2000 Stephen Davis. Context of Change . Epic transition in OECD area as the state withdraws from economies

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corporate governance trends in oecd countries

Corporate Governance Trends in OECD Countries

OECD/World Bank Asian Roundtable on Corporate Governance

Hong Kong, China 31 May-2 June 2000

Stephen Davis

context of change
Context of Change
  • Epic transition in OECD area as the state withdraws from economies
  • Who replaces the state? To whom are corporations or funds accountable? How can companies be best shaped to succeed?
catalysts
Catalysts
  • Foreign Money: Transmission belt sending corporate governance values across borders
  • Failures & Scandals: Corporate collapses and misdeeds expose need for owner oversight
  • Stagnation: Unemployment, crony capitalism, under-performance turn focus to shareholder value
slide4
Lowered Trade Barriers: To survive, firms need low-cost capital, forcing appeal to investors
  • Privatization: Sales of state-owned enterprises have handed institutional investors new powers
  • Pension Bomb: Demographic pressure on equity-driven pension funds to boost returns
key trends in oecd corporate governance
Key Trends in OECD Corporate Governance
  • Benchmarks
  • Convergence
  • Disclosure
  • Shareowner Intervention
  • Fund Governance
benchmarks international
Benchmarks: International
  • G7—Richest nations name corporate governance newest pillar of global economic architecture
  • OECD developed first global standards, but non-compliance by members is found common
  • World Bank/IMF/Financial Stability Forum—Good corporate governance part of emerging market recovery
  • Asia-Pacific Economic Cooperation Forum,PECC, Asian Corporate Governance Assoc.
slide7
IOSCO
  • IFAC
  • International Corporate Governance Network
  • Commonwealth Assoc for Corporate Gov.
  • EBRD
  • EASD
  • Euroshareholders Guidelines
  • Private sector: S&P, Déminor, ISS Australia, GovernanceMetrics, State Street
convergence shareowners stakeholders
Convergence:Shareowners & Stakeholders
  • OECD found common ground
  • UK: DTI rule forces funds to address social investing; Turnbull forces firms to weigh and disclose social risks; law reform will re-write directors’ duties
  • Germany, Japan, Korea: recognition of shareowner value
  • Future Solution: Accounting will measure human capital for better valuation of firms
disclosure
Disclosure

Race to overhaul company law, listing rules

  • Accounting Standards (Germany, Japan)
  • Audit Oversight/Integrity (US, Canada, Japan, Italy, Korea)
  • Executive Pay (UK, Ireland, Australia, France)
  • Corporate Governance Statements
shareholder intervention
Shareholder Intervention
  • Consensus among investors: Activism pays
  • Emerging view among governments and corporate boards: More rights bring more capital, better performance
recent evidence
Recent Evidence
  • ANZ study: Poor governance cost NZ 7%
  • Kang: Activist institutions associated with positive corporate performance
  • Stiglitz/World Bank: Privatization only works in combination with good corporate governance
  • Millstein/MacAvoy: Good boards=premium
  • McKinsey: 11% premium on governance
  • Wilshire: CalPERS reaped $609m for $2.5m
trends in activism
Trends in Activism
  • Focus Funds: Target under-performing, under-governed companies or tilt toward well-governed (AV, Hermes Lens, Relational Investors, ABF Euro VA, Russia fund)
  • Routine Voting: More monitoring, less expense
  • Benchmarks: Pressure on indexers and analysts
  • International Alliances—CalPERS/Hermes, ICGN, World Bank/OECD GCGF Investor Taskforce, ACGA
  • Cross-Pollination of Tactics, Ideas—Web
  • Stakeholder Issues, Unions—ICFTU, Rio Tinto
expanding rights
Expanding Rights
  • Company law reform: Expanding shareowner communication
  • Greater ballot powers—Canada, UK (though Japan is debating limits)
  • Electronic voting near: UK steps (NAPF panel, e-commerce bill, commercial ventures); laws in Australia, the Netherlands, France, Germany; pressure on EU
fund governance
FundGovernance
  • How many fund managers would pass standards?
  • Few fund governance rules: PIAC, U.S. CII, IFSA
  • UK: Financial equivalent of a nutrition label. Theory: Accountable owners will be activist
  • Kirby Canadian Senate report on accountability
  • AFL-CIO tactics are a taste of the future
what shareowners expect of public policy
What Shareowners Expect of Public Policy
  • Local benchmarks reflecting global standards
  • Disclosure rules to allow application of benchmarks and promote integrity
  • Law & regulation empowering shareowners—easier voting and communication, protection of minorities
  • Tax and statutes to spur shareowner value—share options, end to cross-holdings, fair takeover rules
what shareowners expect of company practice
What Shareowners Expect of Company Practice
  • Prepare a corporate governance balance sheet.
  • Put R&D into governance. Incorporate the best new ideas and emerging standards.
  • Overhaul voting agenda as a critical link to investors. Utilize the Internet.
  • Collect information as much as disseminate it. Early intelligence of worldwide shareholder concerns allows management to anticipate criticism and best compete for international equity capital.
conclusion
Conclusion
  • Assume there are no borders in corporate governance. Institutional investors from any part of the globe are monitoring markets and companies everywhere and basing decisions, in part, on how they rank with global competitors on governance criteria..
slide22
Davis Global Advisors, Inc.

57 Hancock Street Newton MA 02466-2308 USA

T+1 617 630 8792F +1 617 630 0398E dga@davisglobal.comwww.davisglobal.com