Canada Proxy Voting Guidelines for TSX-Listed Companies

Total Page:16

File Type:pdf, Size:1020Kb

Canada Proxy Voting Guidelines for TSX-Listed Companies CANADA Proxy Voting Guidelines for TSX-Listed Companies Benchmark Policy Recommendations TITLE Effective for Meetings on or after February 1, 2021 Published November 19, 2020 ISS GOVERNANCE .COM © 2020 | Institutional Shareholder Services and/or its affiliates C A N A D A T S X - LISTED COMPANIES PROXY VOTING GUIDELINES TABLE OF CONTENTS COVERAGE ............................................................................................................................................................. 4 1. Routine/Miscellaneous ................................................................................................................................. 5 Audit-Related ............................................................................................................................................................ 5 Financial Statements/Director and Auditor Reports ............................................................................................ 5 Ratification of Auditors ......................................................................................................................................... 5 Other Business ...................................................................................................................................................... 5 2. Board of Directors ......................................................................................................................................... 6 Voting on Director Nominees in Uncontested Elections ........................................................................................... 6 Fundamental Principles ........................................................................................................................................ 6 TSX Listing Requirements ..................................................................................................................................... 7 Slate Ballots (Bundled Director Elections) ............................................................................................................ 7 ISS Canadian Definition of Independence............................................................................................................. 8 Board Structure and Independence.................................................................................................................... 10 Non-Independent Directors on Key Committees ............................................................................................... 10 Policy Considerations for Majority Owned Companies ...................................................................................... 11 Audit Fee Disclosure ........................................................................................................................................... 12 Excessive Non-Audit Fees ................................................................................................................................... 12 Persistent Problematic Audit Related Practices ................................................................................................. 12 Director Attendance ........................................................................................................................................... 13 Overboarded Directors ....................................................................................................................................... 14 Board Gender Diversity ....................................................................................................................................... 14 Former CEO/CFO on Audit/Compensation Committee ...................................................................................... 15 Voting on Directors for Egregious Actions .......................................................................................................... 16 Board Responsiveness ........................................................................................................................................ 16 Unilateral Adoption of an Advance Notice Provision ......................................................................................... 17 Other Board-Related Proposals ............................................................................................................................... 18 Classification/Declassification of the Board ....................................................................................................... 18 Independent Chair (Separate Chair/CEO) ........................................................................................................... 18 Majority of Independent Directors/Establishment of Committees .................................................................... 18 Majority Vote Standard for the Election of Directors ......................................................................................... 18 Proxy Access ....................................................................................................................................................... 18 Proxy Contests - Voting for Director Nominees in Contested Elections ............................................................. 19 Reimbursing Proxy Solicitation Expenses ........................................................................................................... 19 3. Shareholder Rights & Defenses ................................................................................................................... 20 Advance Notice Requirements ........................................................................................................................... 20 Exclusive Forum Proposals .................................................................................................................................. 21 Enhanced Shareholder Meeting Quorum for Contested Director Elections ...................................................... 21 Appointment of Additional Directors Between Annual Meetings ...................................................................... 22 Article/By-law Amendments ............................................................................................................................... 23 Cumulative Voting .............................................................................................................................................. 24 Confidential Voting ............................................................................................................................................. 25 Poison Pills (Shareholder Rights Plans) ............................................................................................................... 26 Reincorporation Proposals ................................................................................................................................. 28 Supermajority Vote Requirements ..................................................................................................................... 28 4. Capital/Restructuring .................................................................................................................................. 29 Mergers and Corporate Restructurings .............................................................................................................. 29 ISSGOVERNANCE.COM 2 o f 48 C A N A D A T S X - LISTED COMPANIES PROXY VOTING GUIDELINES Increases in Authorized Capital .......................................................................................................................... 29 Private Placement Issuances............................................................................................................................... 30 Blank Cheque Preferred Stock ............................................................................................................................ 31 Dual-class Stock .................................................................................................................................................. 31 Escrow Agreements ............................................................................................................................................ 31 5. Compensation ............................................................................................................................................. 32 Executive Pay Evaluation ......................................................................................................................................... 32 Advisory Vote on Executive Compensation (Say-on-Pay) Management Proposals ................................................ 32 Primary Evaluation Factors for Executive Pay ................................................................................................ 33 Voting Alternatives ......................................................................................................................................... 33 Pay for Performance Evaluation ......................................................................................................................... 33 Step I: Quantitative Screen ............................................................................................................................. 34 Step II: Qualitative Analysis ............................................................................................................................ 34 Problematic Pay Practices ..................................................................................................................................
Recommended publications
  • Say on Pay Votes and CEO Compensation: Evidence from the UK
    Say on Pay Votes and CEO Compensation: Evidence from the UK Fabrizio Ferri* David Maber Harvard Business School Abstract: We examine the effect on CEO pay of new legislation introduced in the United Kingdom at the end of 2002 that mandates an annual, advisory shareholder vote (“say on pay”) on the executive pay report prepared by the board of directors. We find no evidence of a change in the level and growth rate of CEO pay after the adoption of say on pay. However, we document an increase in its sensitivity to poor performance. The effect is more pronounced in firms with high voting dissent but extends more generally to firms with excess CEO pay, regardless of the voting dissent, suggesting that some firms responded to threat of a negative vote by acting ahead of the annual meeting. Evidence on explicit changes to CEO pay contracts made in response to specific shareholder requests confirms a shift toward greater sensitivity of CEO pay to poor performance. These findings are consistent with calls to eliminate “rewards for failure” that led to the introduction of say on pay and may be of interest to regulators and investors who are pondering the merits of say on pay in the US and other countries. * Corresponding Author: Harvard Business School, Harvard University, Soldiers Field, Boston, MA 02138, phone: (617) 495-6925, email: [email protected] We thank Gennaro Bernile, Brian Cadman, Brian Cheffins, Shijun Cheng, Joe Gerakos, Jeffrey Gordon, Yaniv Grinstein, Dhinu Srinivasan, Laura Starks, Randall Thomas and discussants and participants at
    [Show full text]
  • Outrage and Camouflage – an Empirical Examination of the Managerial Power Theory
    TECHNISCHE UNIVERSITÄT MÜNCHEN TUM School of Management Chair for Management Accounting Outrage and Camouflage – An Empirical Examination of the Managerial Power Theory Iris Carola Pfeiffer Vollständiger Abdruck der von der Fakultät für Wirtschaftswissenschaften der Technischen Universität München zur Erlangung des akademischen Grades eines Doktors der Wirtschaftswissenschaften (Dr. rer. pol.) genehmigten Dissertation. Vorsitzender: Prof. Dr. Jürgen Ernstberger Prüfer der Dissertation: 1. Prof. Dr. Gunther Friedl 2. Prof. Dr. Michael Kurschilgen Die Dissertation wurde am 19.09.2017 bei der Technischen Universität München eingereicht und durch die Fakultät für Wirtschaftswissenschaften am 15.12.2017 angenommen. Contents List of Tables ...................................................................................................................... IV List of Figures...................................................................................................................... V List of Abbreviations .......................................................................................................... VI 1 Introduction .................................................................................................................. 1 1.1 Motivation ................................................................................................................ 1 1.2 Positioning of the dissertation within compensation research .................................. 2 1.3 Research gap and research questions ...................................................................
    [Show full text]
  • The Regulatory Framework of Executive Remuneration: Contributions from Shareholder Activism and Board Accountability Jingchen Zhao
    Hastings Business Law Journal Volume 15 Article 2 Number 2 Summer 2019 Summer 2019 The Regulatory Framework of Executive Remuneration: Contributions from Shareholder Activism and Board Accountability Jingchen Zhao Zhihui Li Follow this and additional works at: https://repository.uchastings.edu/ hastings_business_law_journal Part of the Business Organizations Law Commons Recommended Citation Jingchen Zhao and Zhihui Li, The Regulatory Framework of Executive Remuneration: Contributions from Shareholder Activism and Board Accountability, 15 Hastings Bus. L.J. 203 (2019). Available at: https://repository.uchastings.edu/hastings_business_law_journal/vol15/iss2/2 This Article is brought to you for free and open access by the Law Journals at UC Hastings Scholarship Repository. It has been accepted for inclusion in Hastings Business Law Journal by an authorized editor of UC Hastings Scholarship Repository. For more information, please contact [email protected]. 1 - EXECRENUMERATIONMACROFINAL SL.DOCX (DO NOT DELETE) 4/19/2019 10:56 AM The Regulatory Framework of Executive Remuneration: Contributions from Shareholder Activism and Board Accountability Professor Jingchen Zhao and Dr. Zhihui Li INTRODUCTION The economist Roger Bootle once argued that “the level of executive pay is a total and complete scandal. There is a real crisis of capitalism about all this. Where people are paying themselves tens of millions of pounds, it adds up to a form of expropriation.”1 The High Pay Commission in the UK emphasized that excessively high pay is “a
    [Show full text]
  • Pursuing Long-Term Value for Our Clients
    Pursuing long-term value for our clients BlackRock Investment Stewardship A look into the 2020-2021 proxy voting year Executive Contents summary 03 By the Voting outcomes numbers Board quality and effectiveness Incentives aligned with value creation 18 Climate and natural capital Strategy, purpose, and financial resilience Company impacts on people Appendix 71 21 This report covers BlackRock Investment Stewardship’s (BIS) stewardship activities — focusing on proxy voting — covering the period from July 1, 2020 to June 30, 2021, representing the U.S. Securities and Exchange Commission’s 12-month reporting period for U.S. mutual funds, including iShares. Throughout the report we commonly refer to this reporting period as “the 2020-21 proxy year.” While we believe the information in this report is accurate as of June 30, 2021, it is subject to change without notice for a variety of reasons. As a result, subsequent reports and publications distributed may therefore include additional information, updates and modifications, as appropriate. The information herein must not be relied upon as a forecast, research, or investment advice. BlackRock is not making any recommendation or soliciting any action based upon this information and nothing in this document should be construed as constituting an offer to sell, or a solicitation of any offer to buy, securities in any jurisdiction to any person. References to individual companies are for illustrative purposes only. BlackRock Investment Stewardship 2 SUMMARY NUMBERS OUTCOMES APPENDIX Executive summary BlackRock Investment Stewardship Our Investment Stewardship (BIS) advocates for sound corporate toolkit governance and sustainable business Engaging with companies models that can help drive the long- How we build our term financial returns that enable our understanding of a clients to meet their investing goals.
    [Show full text]
  • PERSONNEL and COMPENSATION COMMITTEE CHARTER As of April 28, 2021
    CITIGROUP INC. PERSONNEL AND COMPENSATION COMMITTEE CHARTER As of April 28, 2021 Mission The Personnel and Compensation Committee (the “Committee”) of the Board of Directors (the “Board”) of Citigroup Inc. (the “Company”) has been delegated broad authority to oversee compensation of employees of the Company and its subsidiaries and affiliates (“Citi”). The Committee will regularly review Citi’s management resources and the performance of senior management. The Committee is responsible for determining the compensation for the Chief Executive Officer (“CEO”) and approving the compensation of other executive officers of the Company and members of Citi’s Executive Management Team. The Committee is also responsible for approving the incentive compensation structure for other members of senior management and certain highly compensated employees (including discretionary incentive awards to covered employees as defined in applicable bank regulatory guidance), in accordance with guidelines established by the Committee from time to time. The Committee also has broad oversight over compliance with bank regulatory guidance governing Citi’s incentive compensation. Membership The Committee shall consist of at least three members of the Board, each of whom shall (a) meet the independence requirements of the New York Stock Exchange corporate governance rules and all other applicable laws, rules, regulations and guidance governing director independence, as determined by the Board; (b) qualify as “non-employee directors” as defined under Section 16 of the Securities Exchange Act; and (c) qualify as “outside directors” under Section 162(m) of the Internal Revenue Code. A majority of the members of the Committee shall constitute a quorum. Members of the Committee and the Committee Chair shall be appointed by and may be removed by the Board on the recommendation of the Nomination, Governance and Public Affairs Committee.
    [Show full text]
  • Say on Pay: Do Shareholders Care?
    ISSN 0956-8549-751 Say on Pay: do shareholders care? By Carsten Gerner-Beuerle* and Tom Kirchmaier DISCUSSION PAPER NO 751 DISCUSSION PAPER SERIES March 2016 1 Say On Pay: Do Shareholders Care? Carsten Gerner-Beuerle* and Tom Kirchmaier† First draft: 22 January 2016 This draft: 17 March 2016 Abstract This paper examines the impact of enhanced executive remuneration disclosure rules under UK regulations introduced in 2013 on the voting pattern of shareholders. Based on a hand-collected dataset on the pay information disclosed by FTSE 100 companies, we establish that shareholders guide their vote by top line salary, and appear to disregard the remaining substantial body of information provided to them. Analyzing the unique British feature of two votes, one forward looking and one backward looking, we establish that shareholders differentiate between the two dimensions in about 23% of the cases. In contrast to the rationale of the legislation that introduced the two votes, however, differentiating voting behavior is not driven by characteristics of the executive’s remuneration policy, but mainly by exceptionally positive future performance expectations. JEL classifications: G34, G38, K22 Keywords: executive remuneration, say-on-pay, disclosure regulation, shareholder voting * Law Department, London School of Economics and Political Science. E: [email protected]. † Financial Markets Group, London School of Economics and Political Science. E: [email protected]. 2 1. Introduction In spite of numerous policy initiatives to reform executive remuneration, the compensation packages received by directors of listed companies continue to attract attention and controversy in the UK and abroad (see e.g.
    [Show full text]
  • Is Say on Pay an Effective Governance Tool? Analysis and Recommendations
    Is Say on Pay An Effective Governance Tool? Analysis and Recommendations Report submitted to the Institute for the Governance of Public and Private Organizations Michel Magnan, Ph.D., FCA Claudine Mangen, Ph.D. PRELIMINARY DRAFT FOR DISCUSSION PURPOSES ONLY : PLEASE DO NOT QUOTE OR MENTION WITHOUT PERMISSION FROM THE AUTHORS Is Say on Pay an Effective Governance Tool? Executive Summary This report examines whether Say on Pay is a useful tool to ensure that executive compensation plans are designed in a way that is consistent with the firm’s best interests. It addresses five related questions: 1) What is Say on Pay? 2) What does Say on Pay imply about governance? 3) What means are available to provide shareholders with Say on Pay? 4) What is the impact (the impact on whom or what?) of providing shareholders with Say on Pay? 5) Should Canada consider Say on Pay? What is Say on Pay? Say on Pay is a commonly used expression to reflect the concept that shareholders have an opportunity once a year to hold a vote on the pay of a firm’s executives. The vote can either be non-binding (Australia, U.K., Canada and the U.S.) or binding to directors (Netherlands, Sweden). What does Say on Pay imply about governance? Say on Pay implicitly implies that the underlying governance, most notably the board of directors, is ineffective. Say on Pay may then be useful if one assumes that shareholders are more adept than the board of directors in dealing with executive pay issues, and have less conflict of interests then the directors in doing so.
    [Show full text]
  • Say-On-Pay: Less May Be More
    Corporate Governance WWW. NYLJ.COM ©2009 ALM MONDAY, NOVEMBER 30, 2009 Say-on-Pay: Less May Be More BY JANET FISHER, ARTHUR KOHN AND KATIE SYKES Microsoft, Prudential Financial and Pfizer all recently adopted alternative formulations that call for less frequent votes (triennial for Microsoft; bi-annual for Prudential and Pfizer), which they would couple with better shareholder outreach.1 This multi-year approach may be more effective in promoting pay accountability, while alleviating some of the disadvantages and practical difficulties of annual votes. Say on pay votes have been gaining momentum in the United States for several years, particularly as experience with them has grown in other countries, such as the United Kingdom.2 In 2006, the American Federation of State, County and Municipal Employees (AFSCME) began advocating for say on pay votes in the United States through the shareholder proposal process. In each proxy season since then, shareholder say on © ISTOCK pay proposals have been submitted at a growing number governance processes and the nature of a company’s In making compensation decisions, considerable of companies: over 50 in 2007, over 70 in 2008 and over 3 compensation programs. judgment is required to strike a reasonable balance 90 in 2009. On average, the proposals have generally The way a vote is designed could mean the difference among the varying and often conflicting factors in garnered support of upwards of 40 percent, with the between undifferentiated feedback and constructive play and the company’s overall risk profile. The more average favorable vote increasing year to year, and at engagement on compensation matters.
    [Show full text]
  • Executive Pay in the FTSE 100: Is Everyone Getting a Fair Slice of the Cake?
    in association with Executive pay in the FTSE 100 Is everyone getting a fair slice of the cake? RESEARCH REPORT August 2019 The CIPD is the professional body for HR and people development. The not-for-profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. It has 150,000 members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those working in HR and learning and development. The High Pay Centre is an independent, non-partisan think tank focused on the causes and consequences of economic inequality, with a particular interest in top pay. It runs a programme of research, events and policy analysis involving business, trade unions, investors and civil society focused on achieving an approach to pay practices that enjoys the confidence of all stakeholders. Executive pay in the FTSE 100: is everyone getting a fair slice of the cake? Research report Executive pay in the FTSE 100 Is everyone getting a fair slice of the cake? Contents Foreword 2 Summary of key findings 3 Our recommendations 6 In-depth analysis of executive pay CEO pay trends 8 The disconnect between CEO pay and employee pay 11 The disconnect between CEO pay and performance 16 The effects of shareholder dissent on CEO pay 19 Exposing the layer of other top earners 22 What makes up CEO pay packages? 25 Gender diversity 31 Individual remuneration packages 33 Our methodology 35 Appendix 37 Notes 41 Acknowledgements This report was written by Elena Kalinina, Database Marketing Analyst, Louisa Shand, Governance and Risk Adviser at the CIPD, and Ashley Walsh, Head of Policy and Research, at the High Pay Centre.
    [Show full text]
  • Say on Pay Votes and CEO Compensation: Evidence from the UK
    Say on Pay Votes and CEO Compensation: Evidence from the UK Fabrizio Ferri * Columbia University David A. Maber University of Southern California Review of Finance, Forthcoming Abstract: We examine the effect of say on pay regulation in the United Kingdom (UK). Consistent with the view that shareholders regard say on pay as a value-creating mechanism, the regulation’s announcement triggered a positive stock price reaction at firms with weak penalties for poor performance. UK firms responded to negative say on pay voting outcomes by removing controversial CEO pay practices criticized as rewards for failure (e.g., generous severance contracts) and increasing the sensitivity of pay to poor realizations of performance. JEL classification: G34, G38, J33, M12 * Corresponding Author: Columbia Business School. Columbia University, Uris Hall 618, 3022 Broadway, New York, NY 10027, phone: (212) 854-0425, email: [email protected] We thank an anonymous reviewer, Gennaro Bernile, Brian Cadman, Brian Cheffins, Shijun Cheng, Martin Conyon, Merle Ederhof, Joseph Gerakos, Jeffrey Gordon, Yaniv Grinstein, Kevin J. Murphy, Marco Pagano (the editor), Dhinu Srinivasan, Laura Starks, Randall Thomas, and discussants and participants at the 2007 Shareholders and Corporate Governance Conference at the Said Business School, the 2007 IMO Conference at the Harvard Business School, the 2008 National Bureau of Economic Research (NBER) meeting, the 2008 International Accounting Symposium at Columbia University, the 2008 London Business School Accounting Symposium,
    [Show full text]
  • Shareholder Derivative Suits on Executive Compensation
    M - Truong_10 (Teixeira) (Do Not Delete) 5/26/2014 10:52 AM Say-on-Pay with Bite: Shareholder Derivative Suits on Executive Compensation Louis Truong* The Dodd-Frank Wall Street Reform and Consumer Protection Act of 2010 mandated shareholder advisory voting for executive compensation in public corporations. This vote, known as “say-on-pay,” enables shareholders to provide input on the size and nature of executive compensation packages. The impetus behind mandating say-on-pay is the concern that corporate executive pay has grown increasingly excessive. To that end, say-on-pay has not been successful, as the first three years of voting have not produced a significant effect on executive pay. However, the voting results have suggested changes in other ways, indicating that shareholders can be influenced in the decisionmaking process for executive pay. Due to the advisory nature of say-on-pay, shareholders have few methods of recourse in the event that a corporation chooses to ignore shareholder input. Shareholders generally lack sufficient power to influence corporations and their boards. Shareholders have had little success through litigation, as courts have been reluctant to consider a say-on-pay vote as the basis for establishing demand futility, a pleading requirement for shareholder derivative suits. This Note argues that a say-on-pay vote should be sufficient for establishing demand futility in limited circumstances. Courts should apply a stricter standard of judicial review when directors ignore a say-on-pay vote, placing the onus on the directors to show that they properly considered the vote, and that the compensation packages for executives were reasonable.
    [Show full text]
  • The First Year of Say-On-Pay Under Dodd-Frank: an Empirical Analysis and Look Forward
    The First Year of Say-on-Pay Under Dodd-Frank: An Empirical Analysis and Look Forward James F. Cotter* Alan R. Palmiter** Randall S. Thomas*** ABSTRACT Using voting data from the first year of say-on-pay votes under Dodd- Frank, we look at the patterns of shareholder voting in advisory votes on exec- utive pay. Consistent with the more limited say-on-pay voting before Dodd- Frank, we find that shareholders in the first year under Dodd-Frank generally gave broad support to management pay packages. But not all pay packages received strong shareholder support. At some companies, management suf- fered the embarrassment of failed say-on-pay votes—that is, less than fifty per- cent of their company’s shareholders voted in favor of the proposal. In particular, we find that poorly performing companies with high levels of “ex- cess” executive pay, low total shareholder return, and negative Institutional Shareholder Services (“ISS”) voting recommendations experienced greater shareholder “against” votes than at other firms. Although say-on-pay votes are non-binding and corporate boards need not take action even if the proposal fails, most companies receiving negative ISS recommendations or experiencing low levels of say-on-pay support under- took additional communication with shareholders or made changes to their pay practices, reflecting a shift in the management-shareholder dynamic. Dur- ing 2012, the second year of say-on-pay under Dodd-Frank, we find similar patterns, with companies responding proactively to an unfavorable ISS rec- ommendation or a prior failed (or even weak) say-on-pay vote in 2011.
    [Show full text]