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Director Risk Mgmt October 2009

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This program was developed to assist individual directors in managing the risk of being a public company director in today's difficult economic and regulatory environment.

Published in: Business, Economy & Finance
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Director Risk Mgmt October 2009

  1. 1. Director Risk Management: Planning for the End Game Prepared by W ayne Wilson for A Board of Directors Retreat
  2. 2. Disclaimer <ul><li>The material presented herein is intended for informational purposes and as a basis for discussion among fellow directors, and it does not constitute accounting, tax or other professional advice. </li></ul><ul><li>The author is not an attorney nor is he engaged in the business of providing professional advice or related services to boards of directors of publicly traded companies other than through his service as a member of various such boards of directors. </li></ul><ul><li>Please seek appropriate professional advice before acting upon any information presented herein. </li></ul>
  3. 3. My Vantage Point <ul><li>Director of 4 public companies </li></ul><ul><li>Former public company CFO, and then President & COO </li></ul><ul><li>Former Big 4 audit partner </li></ul><ul><li>I’ve run special investigations </li></ul><ul><li>I’ve been sued </li></ul>
  4. 4. Begin with the END in Mind.
  5. 5. Are you strolling through a beautiful garden filled with: <ul><li>Colleagues </li></ul><ul><li>Connections </li></ul><ul><li>Directors' Fees </li></ul><ul><li>Equity appreciation </li></ul><ul><li>Prestige </li></ul><ul><li>Professional & community standing? </li></ul>
  6. 6. Or, are you stumbling through an alley littered with IEDs*? <ul><li>Regulatory actions </li></ul><ul><li>Special investigations </li></ul><ul><li>Financial re-statements </li></ul><ul><li>Director resignations / Loss of reputation </li></ul><ul><li>Litigation / derivative actions </li></ul><ul><li>Inadequate D&O insurance </li></ul><ul><li>Potential personal liability? </li></ul><ul><li>*Improvised explosive devices </li></ul>
  7. 7. Defining Enterprise Risk <ul><li>Types of Risk </li></ul><ul><ul><li>Strategic </li></ul></ul><ul><ul><li>Execution </li></ul></ul><ul><ul><li>Reputation </li></ul></ul><ul><ul><li>Compliance/Fraud </li></ul></ul><ul><ul><li>Legal </li></ul></ul><ul><li>Source: Dr. Krishna Palepu, HBS </li></ul><ul><li>Sources of Risk </li></ul><ul><ul><li>Internal </li></ul></ul><ul><ul><ul><li>Pressure to perform </li></ul></ul></ul><ul><ul><ul><li>Incentives </li></ul></ul></ul><ul><ul><ul><li>Rationalization </li></ul></ul></ul><ul><ul><li>External </li></ul></ul><ul><ul><ul><li>Competition/markets </li></ul></ul></ul><ul><ul><ul><li>Regulatory changes </li></ul></ul></ul><ul><ul><ul><li>Technology </li></ul></ul></ul><ul><ul><ul><li>Society </li></ul></ul></ul>
  8. 8. Mergers & Acquisitions <ul><li>Are especially treacherous whether you are: </li></ul><ul><ul><li>Buying businesses, </li></ul></ul><ul><ul><li>Selling businesses, or </li></ul></ul><ul><ul><li>Selling the company. </li></ul></ul><ul><li>And, oh by the way, </li></ul>
  9. 9. Fair Value Accounting <ul><li>Is coming to a bank near you – FASB proposal would require fair value for all financial instruments including loans : </li></ul><ul><ul><li>Fair value is a probability estimate </li></ul></ul><ul><ul><li>Fair values go up and down </li></ul></ul><ul><ul><li>Squishy accounting estimates could become quicksand for officers & directors </li></ul></ul>
  10. 10. Liability is in the Eye of the Beholder.
  11. 11. Themes <ul><li>Shareholders come first. </li></ul><ul><li>Conflicts of interest can be killers. </li></ul><ul><li>Process, process, process… </li></ul><ul><li>Indemnification agreements </li></ul><ul><li>D&O value is in the Terms & Conditions </li></ul>
  12. 12. Shareholders come first. <ul><li>Duty of care </li></ul><ul><li>Duty of loyalty </li></ul><ul><ul><li>Duty of good faith </li></ul></ul><ul><li>Duty of disclosure (candor) </li></ul><ul><li>Duty to monitor </li></ul><ul><ul><li>Duty of Oversight </li></ul></ul>
  13. 13. Conflicts of interest <ul><li>Real & perceived: </li></ul><ul><ul><li>Personal / institutional relationships </li></ul></ul><ul><ul><li>> Oracle Board Special Committee </li></ul></ul><ul><li>Related party transactions: </li></ul><ul><ul><li>Valuation </li></ul></ul><ul><ul><li>Accounting </li></ul></ul><ul><ul><li>> Who is benefiting? Ex – Conrad Black </li></ul></ul>
  14. 14. Process, process, process… <ul><li>It’s not about being right. </li></ul><ul><li>Advisors matter: </li></ul><ul><ul><li>Multiple advisors; -> multiple fairness opinions </li></ul></ul><ul><li>Material / major decisions require: </li></ul><ul><ul><li>Adequate information </li></ul></ul><ul><ul><li>Adequate deliberations over multiple meetings </li></ul></ul><ul><ul><li>Adequate documentation – minutes, other materials </li></ul></ul><ul><li>--> Benefit of the Business Judgment Rule </li></ul>
  15. 15. Indemnification agreements <ul><li>Individual contractual rights </li></ul><ul><li>Supplement charter & by-law provisions </li></ul><ul><li>Cannot be changed after you leave </li></ul><ul><li>Should be regularly reviewed & updated </li></ul><ul><li>Schoon v. Troy Corp ( Delaware 3/28/08 ) </li></ul><ul><ul><li>(Effectively overturned by subsequent legislation) </li></ul></ul>
  16. 16. When you need it, <ul><li>Will your D&O insurance look like Swiss cheese? </li></ul><ul><ul><li>Do you use an Independent broker? </li></ul></ul><ul><ul><li>Have you assessed the Carriers’ strength? </li></ul></ul><ul><ul><li>Have you reviewed all of your policy’s Terms and Conditions? </li></ul></ul>
  17. 17. D&O - T’s and C’s <ul><li>Change in control provision </li></ul><ul><li>Priority of payments endorsement </li></ul><ul><li>Waiver of automatic stay provision </li></ul><ul><li>Full severability provision </li></ul><ul><li>Nonrescindable Side A coverage </li></ul><ul><li>Separate Side A-only policies </li></ul>
  18. 18. D&O - T’s and C’s (cont.) <ul><li>Side A excess difference in conditions </li></ul><ul><li>Insured vs. insured exclusion with a carve-out </li></ul><ul><li>Fraud/crime exclusion fine print </li></ul><ul><li>Extended reporting period (tail) coverage </li></ul><ul><li>Regulatory exclusion </li></ul><ul><li>Hammer clauses </li></ul>
  19. 19. My Personal Guidelines
  20. 20. Screening Boards <ul><li>Is this a business that I understand? </li></ul><ul><li>Does the company have good growth prospects? </li></ul><ul><li>Is it financially sound? </li></ul><ul><li>Does the management have a reputation for integrity? </li></ul><ul><li>Is the board primarily composed of independent directors as opposed to insiders? </li></ul><ul><li>Is there an opportunity for me to make a contribution to the company’s success? </li></ul>
  21. 21. Once on the Board <ul><li>Was everything as it seemed? </li></ul><ul><li>Did I miss anything significant? </li></ul><ul><li>Is the board actively engaged? </li></ul><ul><li>Do the numbers add up? </li></ul><ul><li>Do the explanations make sense? </li></ul>
  22. 22. My Three Cardinal Rules <ul><li>Know what you are doing </li></ul><ul><li>Pay attention </li></ul><ul><li>Ask LOTS of questions </li></ul>
  23. 23. Q & A

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