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Published on : Jun 04, 2015
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Slide 1 - February 26 2004 Sophie L’Hélias Role and Responsibilities of the Board of Directors Fiduciary Duties and Independence of the Board
Slide 2 - Fiduciary Duties vs. Director Duties
Slide 3 - Directors’ Fiduciary Duties A legal concept that is pillar in Anglo-American corporate governance A legal concept that does not exist per se in many developed markets Shouldn’t we be addressing director duties?
Slide 4 - Director Duties Vary Economic environment Legal environment Cultural environment Shareholder base: a result of the above
Slide 5 - Economic Environment Role of government Sources of capital Role of capital markets in economic development
Slide 6 - Legal Environment Regulators, codes and laws Courts and enforcement Civil vs. criminal actions
Slide 7 - Cultural Environment Perception of capital markets by society (population, courts, media, government) Proportion of population “tied” to capital markets (retirement, investment) Free market vs. planed economy
Slide 8 - Shareholder Base Government agencies Public institutional (pension funds) Private individual Family Domestic institutional Pension funds, mutual funds, alternative funds Foreign institutional: Pension funds, mutual funds, alternative funds
Slide 9 - Comparing Shareholder Base Anglo-American Domestic institutional: large Private individual: large Public institutional: large Foreign institutional: limited Continental European Domestic institutional: limited Private individual: limited Public institutional: limited Foreign institutional: large
Slide 10 - Investor Remedies Anglo-American Offers remedy to investors who have been wronged Numerous investor law suits Class action suits action Large punitive damages Extensive civil director liability Limited criminal liability Continental European Balances interests of the company with other interests Few investor law suits No class actions No punitive damages Limited civil director liability Extensive criminal liability
Slide 11 - Convergence of Duties ? Global investors’ expectations & demands Media exposure: domestic & international Competing for funds: domestic investors Corporate governance codes Laws (voting, proxies, etc)
Slide 12 - Director Independence
Slide 13 - Why is Independence Important? Conflicts of interest hinder judgment and affect decision-making Judgment and decision-making are what directors are asked to do Directors must feel free to think, express, question and decide in the interest of those they represent
Slide 14 - Box-Ticking vs. Effective Independence Current definitions are based on Ownership of shares Contracts and services rendered Relationships Family ties What about effective independence? “Independent minded” Commitment (time and knowledge)
Slide 15 - Importance of Selection Who selects directors? How are they selected (pool, resources, interviews)? Who determines their independence? Who elects directors? Who evaluates directors? Who removes directors?
Slide 16 - Independence of Directors Disclosing conflicts of interest: Does the Board have clear guidelines of conflicts that must be disclosed? Who discloses conflicts? To whom are conflicts disclosed? What happens if conflicts are not disclosed? How is independence enforced? What if conflicts are disclosed later? good faith vs. bad faith What is disclosed to the Board and/or to shareholders?
Slide 17 - Board Committees What is their purpose? What is their power? How are members selected, renewed or removed?
Slide 18 - How Committees Operate Process: Setting the agenda Discussion, debate, vote, minutes Recommendation, decision, report Constraints: Budgetary and resources Access to outsiders: management, advisors, suppliers, etc. What happens to committee findings and recommendations?
Slide 19 - Conclusion: Several Models with Converging Objectives Prevent (and react to) wrong-doing by management, directors, advisors/suppliers, partners and shareholders Ensure protection of shareholder interests and rights Ensure the long term growth of the company