What do you believe will be the three most significant issues influencing corporate governance trends over the next two years?

Corporate Governance

Austria Small Flag Austria

Apart from the impact of the implementation of Directive (EU) 2017/828 on the encouragement of long-term shareholder engagement, we expect the following issues to impact corporate governance over the next years: encouraging Board diversity, sustainability-related risk mitigation and director knowledge. Further, cyber security, digitalization as well as agile methodologies in corporate management will have an impact on the work of the supervisory boards and corporate governance.

Brazil Small Flag Brazil

We expect the biggest trends for the next few years to include the escalation of proxy voting and the battle over the implementation by listed companies of the practices provided for in the Brazilian Corporate Governance Code, as well as an increase in widely-held corporations in Brazil. Also, it is expected that the government implements an ambitious privatization program that will see many of the current government controlled companies being transferred to private players. The current government also has tried to isolated government controlled companies from political influence, appointing highly regarded market executives to the management of such companies. Moreover, considering the increase on the number of IPOs and follow-ons in the pipeline, we expect that it will be important for companies to pursue the highest level in terms of corporate governance rules in order to be well evaluated by investors and, therefore, be successful in their offerings.

France Small Flag France

Besides increased compliance with the many corporate-governance rules described above (including gender parity on governing bodies), issues which could be significant in France over the next two years include the following:

  • the extent to which factors other than maximising profit for shareholders will be genuinely taken into account in decision-making by publicly traded and other companies;
  • continued efforts to curb agency effects (excessive benefits and prerogatives for management), including via executive compensation transparency, accountability and limits;
  • whether non-French institutional investors will continue to accept the French corporate-governance model as it evolves.

Germany Small Flag Germany

  • Increasing influence of shareholders (e.g. say on pay), shareholder activism and Supervisory Boards under scrutiny
  • Focus on sustainability
  • Artificial intelligence and its influence on management decisions and liability

Greece Small Flag Greece

The Greek financial crisis brought fundamental changes to the business environment and the structure of the Greek economy. One of these changes is the effort of the Greek businesses to adopt a more sustainable business model. The adversities they faced the previous years showcased the need for a new management and internal audit model that sets clearly the lines between shareholders, the management, the board of directors and other stakeholders. Greek businesses still have a long way to go to reach the international corporate governance standards but they are expected to move steadily towards that direction in the future as the Greek economy is reshaped.

Recent scandals around public companies have caught the attention of the authorities and other organisations which push for stricter corporate governance rules and more scrutiny of public companies. The Hellenic Federation of Enterprises, the Hellenic Bank Association and Athens Exchange Group are some of the stakeholders that support a new stricter corporate governance regime.

Finally, the financing needs of Greek businesses combined with the current situation of the country’s banking sector create the need for alternative sources of funding for businesses. Institutional investors can emerge to cover this financing gap. These much-needed alternative sources, however, will be attracted only by companies with high corporate governance standards.

Hong Kong Small Flag Hong Kong

Upcoming trends of corporate governance in Hong Kong is likely to be influenced by the following three regulatory and legislative changes.

  • Permitting weighted-voting rights capital structure: The permission of weighted-voting rights capital structure in Hong Kong as mentioned in Question 18 is expected to bring significant impact to listing applicants, especially for those in the technology or innovative field where founders would wish to hold a class of share that enables them to retain control of the listed company.
  • Tightening the independence requirement of non-executive director: The Hong Kong Stock Exchange has announced amendments to the Listing Rules with effect from January 1, 2019 to tighten the independence requirement of non-executive director (Hong Kong Stock Exchange, “Consultation Conclusions – Review of the Corporate Governance Code and Related Listing Rules”, July 2018). After the amendment, the level of independence of a director will be questioned if an individual or his/her immediate family member “is or was a director, partner or principal of a professional adviser which currently provides or has within two years [Note: as compared to the previous one year] immediately prior to the date of his proposed appointment provided services, or is or was an employee of such professional adviser who is or has been involved in providing such services during the same period”.
  • Requiring the disclosure of country-by-country report: Pursuant to the standard formulated by the OECD, the Inland Revenue (Amendment) (No. 6) Ordinance 2018 gazetted on July 13, 2018 requires multinational enterprise group to file country-by-country reports if the group has constituent entities or operations in two or more jurisdictions, and where the consolidated group revenue for the preceding accounting period is at least EUR750 million (or HK$6.8 billion). By requiring multinational enterprise groups to disclose financial information relating to the global allocation of the income and the taxes paid, and a list of all the constituent entities for which financial information is reported, including the jurisdiction of incorporation of each of the constituent entities (if different from the tax jurisdiction of residence) and the main business activities carried out by that entity, the level of corporate transparency will be highly increased to prevent tax avoidance.

Japan Small Flag Japan

First, it is very important for listed companies to improve the contents of their disclosures. While the form and requirements regarding disclosure have been expanded or modified year to year, each listed company should keep in mind what information shareholders and investors really want.

Second, the role of independent directors will become more important. Based on recent discussions on corporate governance in Japan, it will be indispensable for them to be actively involved in discussions regarding appointment and dismissal of top management such as CEOs, and remuneration for members of the governing body.

Third, the role of shareholders is becoming more important, encouraging them to review company disclosure material more carefully and to engage in fruitful dialogue with the company for the sustainable growth and the creation of mid- to long-term corporate value.

Portugal Small Flag Portugal

Over the next years, we expect to witness a growing importance given to board composition, evaluation and remuneration, shareholders meetings rules and supervisory bodies’ and auditors’ role (e.g., on related parties transactions).

South Korea Small Flag South Korea

(1) Shareholder activism and the Stewardship Code

Shareholder activism and the successful implementation of the Stewardship Code described in Item 23 will be major corporate governance issues in the near future. It has become increasingly important to develop various corporate strategies in response to requests of shareholder activism funds, which tend to be more active when there are important corporate actions such as corporate restructuring. Passive institutional investors should be monitored and in particular, the extent of market intervention of the National Pension Service, which holds a large number of shares in major corporations, is a matter of nation-wide interest.

(2) Amendments to the KCC

In connection with corporate governance structure, a number of proposed amendments to the KCC, which mainly concern matters such as “introduction of the multi-step derivative action,” “mandatory cumulative voting system,” and “separate elections for audit committee members,” is currently pending at the National Assembly. Whether any amendments to the KCC will be passed by the National Assembly and the impact of such amendments on corporate governance will be key issues in 2019.

(3) Amendments to the MRFTL

On August 24, 2018, the Korea Fair Trade Commission issued a pre-announcement on the legislation of the proposal for a major amendment to the MRFTL. This proposal extensively covers past discussions regarding regulations concerning the MRFTL. If passed by the National Assembly, the proposal will significantly affect governance structures of corporate groups as well as overall corporate activities, including internal transactions, holding company structures, and disclosures.

Switzerland Small Flag Switzerland

First, new developments are expected to arise from several legal proposals that are currently in parliament. This includes a general corporate law reform, which would fine-tune shareholder rights and the shareholders' meeting process in particular, as well as several proposals in the area of corporate social responsibility (see question 28). Second, we expect that influence of proxy advisors and shareholders activism continues to increase (see questions 23 and 26). Third, and partially as a response to such challenges, the trend towards non-executive, mostly independent boards and towards more sophisticated and formalized governance arrangements is going on (see questions 7 and 15). Finally, we see a certain political pressure to impose foreign investment controls on the horizon. Although such a change is far from being certain and while it would mainly impact the M&A market, it might also give rise to new, creative governance structures to mitigate its consequences.

United States Small Flag United States

We believe corporate governance trends will focus on the following issues over the next two years: (1) corporate social responsibility and environmental matters, with a particular emphasis on sustainability, (2) board diversity, (3) management accountability and continued transparency and shareholder engagement from boards of directors, (4) the role of index funds in governance, and (5) a continued focus on long-term perspectives over short-term goals.

United Kingdom Small Flag United Kingdom

In addition to executive compensation, which continues to be a topical issue in the UK, we believe that corporate governance trends over the next two years will focus on (i) board and management diversity, (ii) corporate social responsibility and increased transparency and (iii) shareholder activism and engagement.

Canada Small Flag Canada

Diversity

Since 2014, the CSA have required TSX-listed issuers to disclose whether they have adopted a written policy relating to the nomination of women directors and executive officers and, if so, how the board or its nominating committee measures the effectiveness of such policy. If no policy has been adopted, issuers must disclose why not. Gender diversity continues to be an important issue for Canadian boards.

To further support diversity on boards and in senior management of federal companies, recent amendments to the CBCA (implementation of these amendments is pending) will require public companies to annually disclose their diversity policies and targets, if any, as well as statistics regarding representation of “designated groups” (such as women, visible minorities and Aboriginal peoples) on the board and at the executive officer level.

Say-on-Pay

“Say-on-pay” is an advisory vote whereby shareholders are provided with the right to approve, on a non-binding basis, the approach to executive management compensation disclosed in the corporation’s management proxy circular for the previous fiscal year. Unlike the U.S. and the U.K., Canadian corporate and securities laws do not obligate companies to hold say-on-pay votes. The Canadian Coalition for Good Governance has recommended that companies hold an annual say-on-pay advisory vote and that the board take the results into account when considering compensation policies, procedures and decisions. The results of a vote can also be useful to determine whether there has been sufficient shareholder engagement.

Majority Voting

Recent amendments to the CBCA (implementation of these amendments is pending) will permit shareholders to vote against the election of individual directors (rather than just withholding their voting support) and provide that a director is only elected to the board if he or she receives more votes in their favour than votes against. The imposition of this majority voting standard will be a significant departure from past practice in Canada.

Italy Small Flag Italy

Italian financial markets experienced a significant growth in shareholder activism and engagement in the past years. We expect that the upcoming national implementation of Shareholder Rights Directive 2 will encourage even greater activism and engagement of institutional investors.

Should M&A continue to be as strong as in the past months, corporate governance reshaping and restructuring within newly formed groups will be of pivotal importance, including internal control systems and regulatory/compliance schemes.

Finally, many companies – especially listed and/or supervised – have implemented or are assessing whether to opt-in for the one-tier system, in search for a stronger and more efficient corporate governance. We expect this trend to continue.

Updated: February 19, 2019