Comply or explain in corporate governance codes in need of greater regulatory oversight

@article{Keay2014ComplyOE,
  title={Comply or explain in corporate governance codes: in need of greater regulatory oversight?},
  author={Andrew R. Keay},
  journal={Legal Studies},
  year={2014},
  volume={34},
  pages={279 - 304}
}

At the heart of the voluntary corporate governance code in the UK and elsewhere is the concept of ‘comply or explain’. It provides that a company is to comply with a code's provision; but if it does not do so, then it is to state that it does not and explain why it does not. There is no provision in the UK for any statements by companies to be assessed by any regulatory body. It is incumbent on the markets generally and the company's shareholders specifically to determine whether the response… 

Abstract

At the heart of the voluntary corporate governance code in the UK and elsewhere is the concept of ‘comply or explain’. It provides that a company is to comply with a code's provision; but if it does not do so, then it is to state that it does not and explain why it does not. There is no provision in the UK for any statements by companies to be assessed by any regulatory body. It is incumbent on the markets generally and the company's shareholders specifically to determine whether the response of the company to code provisions does enough, and then to take some action if they do not. The aim of comply or explain is to empower shareholders to make an informed evaluation as to whether non-compliance is justified, given the company's circumstances. This paper assesses whether the present scheme, which relies on the stewardship of shareholders and the efficiency of the markets, should continue, or whether a regulatory body should be empowered to determine whether companies are in fact complying with code provisions or, if not, whether they are providing adequate explanations for not complying.

References

1. Karlsson-Vinkhuyzen, S and Vihma, AComparing the legitimacy and effectiveness of global hard and soft law: an analytical framework’ (2009) 3 Reg & Gov 400.CrossRefGoogle Scholar ‘Soft law’ is defined by Francis Snyder as ‘rules of conduct which, in principle, have no legally binding force but which nevertheless may have practical effects’: Snyder, FSoft law and institutional practice in the European Community’, Law Working Paper 93/5 (Florence: European University Institute, 1993) at 2.Google Scholar

2. Weil, Gotshal and Manges, LLP International Comparison of Selected Corporate Governance Guidelines and Codes of Best Practice (New York, 2003).Google Scholar

3. Seidl, DStandard setting and following in corporate governance: an observation-theoretical study of the effectiveness of governance codes’ (2007) 14 Org'n Stud 705 at 708;Google Scholar Aguilera, R and Cuervo-Cazurra, ACodes of good governance’ (2009) 17 Corp Gov Int'l Rev 376.CrossRefGoogle Scholar

4. 1 December 1992; Gee, under the chairmanship of Sir Adrian Cadbury (and known as ‘the Cadbury Report’).

5. Coombes, P and Wong, SWhy codes of corporate governance work’ (2004) 2 McKinsey Q 48.Google Scholar

6. S Arcot and V Bruno ‘One size does not fit all, after all: evidence from corporate governance’ (15 January 2007), available at http://ssrn.com/abstract=887947 (accessed 20 February 2012).

8. It must be noted that there have been some interesting developments in other EU Member States. Some of these are discussed later in the paper.

9. For a broad discussion, see above 7 Moore, M ‘“Whispering sweet nothings”: the limitations of informal conformance in Uk corporate governance’ (2009) 9 J Corp Law Stud 95 at 101.Google Scholar

10. Arcot, S, Bruno, V and Faure-Grimaud, ACorporate governance in the Uk: is the comply or explain approach working?’ (2010) 30 Int'l Rev Law Econ 193; an earlier version of the paper (July 2009) is available at http://ssrn.com/abstract=1532290 (accessed 9 March 2012).CrossRefGoogle Scholar

14. See eg Company Law Review Modern Company Law for a Competitive Economy: Completing the Structure (London: DTI, 2000) para 12.50; Company Law Review Modern Company Law for a Competitive Economy: Final Report (HMSO, London, 2001) para 3.49.

16. The Directive has been implemented by the vast majority of Member States.

18. Above 16, pp 12, 167.

21. Cadbury Report para 8 under ‘Preface’ at 3.

22. FRC, above 12, para 8.

23. Easterbrook, F and Fischel, D The Economic Structure of Corporate Law (Cambridge, MA: Harvard University Press, 1996);Google Scholar A Anand ‘Voluntary vs mandatory corporate governance: towards an optimal regulatory framework’ (2005) at 10, available at http://law.bepress.com/15th/baszaar/art44 (accessed 12 September 2012);

25. SeidlD, SandersonP and RobertsJ ‘Applying the ‘comply-or-explain principle’: discursive legitimacy tactics with regard to codes of corporate governance’, paper presented at the 4th Cambridge International Regulation and Governance Conference, Queen's College, Cambridge, 6 September 2012. Any reduction in the share price of a company is known as an ‘illegitimacy discount’: Zuckerman E. ‘The categorical imperative: securities analysts and the illegitimacy discount’ (1999) 104 Am J Sociol 1398).

27. Mallin, CCorporate governance and the bottom line’ (2001) 9(2) Corp Gov Int'l Rev 77.CrossRefGoogle Scholar

28. Hooghiemstra, R and Ees, HUniformity as response to soft law: evidence from compliance and non-compliance with the Dutch corporate governance code’ (2011) 5 Reg & Gov 480 at 483.CrossRefGoogle Scholar

29. SandersonP etal ‘Flexible or not? the comply-or-explain principle in Uk and German corporate governance’ Working Paper 407, Centre for Business Research, University of Cambridge (June 2010), available at www.cbr.cam.ac.uk/pdf/wp407.pdf (accessed 22 June 2012).

31. Seidl etal, above 24. Interestingly, the study found that only 15% of the 130 largest German companies were fully compliant with the German code (Cromme Code).

35. Seidl etal, above 24.

38. Gregory and Simmelkjaer, above 25; Moore, above 10, pp 135–136.

40. Coombes and Wong, above 6, p 51.

41. Andres, C and Thiessen, ESetting a fox to keep the geese – Does the company-or-explain principle work?’ (2008) 14 J Corp Finance 289.CrossRefGoogle Scholar

43. See Keay, A and Adamopoulou, RShareholder value and Uk companies: a positivist inquiry’ (2012) 13 Eur Bus Org Law Rev 1.CrossRefGoogle Scholar

45. To improve shareholder engagement, Eva Micheler has suggested that the establishment of an Internet-based review and rating facility would be a way to facilitate shareholder engagement: above 24.

47. Sands, above 38. Mr Sands was the Chief Executive of the Financial Services Authority at the time.

52. Moore, above 10, p 103.

54. MacNeil and Li, above 35, p 492. This view appears to be affirmed by ArcotS and BrunoV ‘In letter but not in spirit: an analysis of corporate governance in the Uk’ (May 2006), available at http://ssrn.com/abstract=819784 (accessed 22 February 2012).

56. According to the latest available report from the Office for National Statistics in Ownership of Uk Quoted Shares 2010 (28 February 2012) p 3, available at http://www.ons.gov.uk/ons/dcp171778_257476.pdf (accessed 13 April 2012).

57. See Cheffins, BThe stewardship code's Achilles’ heel’ (2010) 73 MLR 1004, 1013, 1016.CrossRefGoogle Scholar

58. For instance, above 16, pp 47–52. Also, see Goergen M, Renneboog L and Zhang C ‘Do Uk institutional shareholders monitor their investee firms?’ [2008] 8 J Corp Law Stud 39; Santella P etal, ‘Legal obstacles to institutional investor activists in the Eu and in the Us’ [2012] Eur Bus Law Rev 257.

61. Arcot and Bruno, above 55.

62. In fairness, the researchers do recognise these reasons.

63. For greater discussion, see Keay A ‘Company directors behaving poorly: disciplinary options for shareholders’ [2007] JBL 656.

64. This might well be embraced by small investors, but those holding larger volumes might not be able to do so because of specific investment policies, contractual limitations or because disposing of a significant block of shares could lead to a substantial loss that the investor is not willing to sustain. See above 16, p 71.

65. But unless a shareholder is a substantial investor or able to cobble together a coalition of like-minded shareholders, then this is not likely to be very effective.

66. But shareholders might feel that their shareholding is too small to warrant a monitoring strategy to enable them to exercise their voting rights to their advantage.

67. This provision states that directors have a duty to act in accordance with the company's constitution.

68. But to continue a derivative action, shareholders need the permission of the court, and the case-law suggests that obtaining the permission of the court is not an easy task. See Keay A and Loughrey J ‘Derivative proceedings in a brave new world for company management and shareholders’ [2010] JBL 151.

70. PIRC Corporate Governance Annual Review (2004).

71. ThorntonGrant Ftse 350 Corporate Governance Review (2003).

72. ThorntonGrant, above 31, at 6.

73. A study of 257 listed UK companies by David Seidl, Paul Sanderson and John Roberts seems to have found something similar: above 26.

75. Arcot and Bruno, above 62.

76. Arcot etal, above 11, p 193.

78. Seidl etal, above 24.

79. Arcot and Bruno, above 62.

83. Seidl etal, above 24. This also seems to be the case in Belgium: De ClynS ‘Compliance of companies with corporate governance codes’ (2008) 3 J Bus Systems, Gov & Ethics 1 at 12–13.

84. ThorntonGrant, above 31, at 6.

86. Ibid. Both the RMG Study and director institute and business associations studies found the UK to be in the top four countries as far as disclosure was concerned.

88. Ibid. The respondent was the Investment Management Association.

89. Ibid, p 38. The respondent was Railpen Investments.

90. Moore, above 10, p 103; above 16, p 152.

92. Moore, above 10, p 127.

93. Arcot etal, above 11.

94. FRC, above 88, pp 37, 38.

98. TaylorP ‘Enlightened shareholder value and the Companies Act 2006’, unpublished PhD thesis, Birkbeck College, University of London (May 2010) at 186; VilliersC ‘Narrative reporting and enlightened shareholder value under the Companies Act 2006’ in LoughreyJ (ed) Directors’ Duties and Shareholder Litigation in the Wake of the Financial Crisis (Cheltenham: Edward Elgar, 2012) at 118.

99. Taylor, above 99, p 196.

100. Hooghiemstra, RWhat determines the informativeness of firms’ explanations for deviations from the Dutch corporate governance code?’ (2012) 42 Account & Bus Res 1 at 6–7.CrossRefGoogle Scholar

101. Healy, P and Palepu, KInformation asymmetry, corporate disclosure and the capital markets: a review of the empirical disclosure literature’ (2001) 31 J Account & Econ 405.CrossRefGoogle Scholar

102. MacNeil and Li, above 35, pp 489–490.

108. Arcot etal, above 11.

110. Seidl etal, above 24.

111. Belcher, ARegulation by the market: the case of the Cadbury code and compliance statement’ [1995] JBL 321 at 331.Google Scholar

116. Arcot and Bruno, above 62.

118. Arcot etal, above 11.

120. Arcot etal, above 11, p 194.

125. For instance, see A Keay ‘Company directors behaving poorly: disciplinary options for shareholders’ [2007] J Bus Law 656.

132. Abma, R and Olaerts, MIs the comply or explain principle a suitable mechanism for corporate governance throughout the Eu? the Dutch experience’ (2012) 9 Eur Company Law 286 at 298.Google Scholar

133. Above 88, p 3. The comment was made by Timothy Boatman.

143. MacNeil and Li, above 35, p 488.

148. Ibid, p 28 (Annex 1).

154. These included Grant Thornton and the Chartered Institute of Management Accountants.

155. FRC, above 88, p 39.

156. See Winter, RState law, shareholder protection, and the theory of the corporation’ (1977) 6 J Legal Stud 251 at 258.CrossRefGoogle Scholar

165. Hooghiemstra and H van Ees, above 29, p 481.

168. Armour, above 38. This approach has been successful in Australia: Welsh M ‘New sanctions and increased enforcement activity in Australian corporate law: impact and implications’ (2012) 41 Common Law Wld Rev 134 at 140.

169. For discussion of the pyramid, see AyresJ and BraithwaiteJ Responsive Regulation: Transcending the Deregulation Debate (New York: Oxford University Press, 1992).

170. A measure supported in the European Company Law Experts’ Response to the European Commission's Green Paper: Davies etal, above 150, p 24.

171. Karlsson-Vinkhuyzen and Vihma, above 2, p 406.

172. This is something that was raised in the ‘Study on monitoring and enforcement practices in corporate governance in the member states’: above 16, p 69.

173. ThorntonGrant, above 31, at 6.

175. Welsh, above 173, p 136.

176. Hooghiemstra and van Ees, above 29, pp 481, 493.

186. MacNeil and Li, above 35, p 489.

188. Cadbury, A Corporate Governance and Chairmanship: A Personal View (Oxford: Oxford University Press, 2008) p 28.Google Scholar

Why should companies comply with corporate governance code?

Good corporate governance ensures that an organisation's board of directors meet regularly, retain control over the business and have clearly defined responsibilities. It also ensures a robust risk management system. Corporate governance is one of the cornerstones of any good business.

What is the comply and explain approach what is the purpose of having this idea in codes of good governance?

The aim of comply or explain is to empower shareholders to make an informed evaluation as to whether non-compliance is justified, given the company's circumstances.

What is comply or model of corporate governance?

Comply or explain principle offers flexibility to companies in the sense that they can decide whether to comply with certain directives of the Code or not. Comply or explain essentially requires that companies hold true to good governance without being compelled by a regulatory body.

What are the aims of the new code of corporate governance?

Using best practices as its foundation, the Corporate Governance Code outlines the standards for the expectations for corporate boards in protecting shareholder investments. The code refers to standards for good practices relating to: Board composition. Board development.