This blog previously has discussed developments relating to company stock pledging arrangements (refer to “The Evolution of Companies' and Investors' Views of Company Stock Pledging Arrangements in 2013,” among others). Last month, Glass Lewis released its updated 2014 proxy voting guidelines, forcing us to once again revisit the issue. Among the modest changes from Glass Lewis’ 2013 policies, was the statement below on the pledging of shares, which I have fully quoted, as it is fairly easy to read:

PLEDGING OF SHARES

Glass Lewis believes that shareholders should examine the facts and circumstances of each company rather than apply a one-size-fits-all policy regarding employee stock pledging. Glass Lewis believes that shareholders benefit when employees, particularly senior executives have “skin-in-the-game” and therefore recognizes the benefits of measures designed to encourage employees to both buy shares out of their own pocket and to retain shares they have been granted; blanket policies prohibiting stock pledging may discourage executives and employees from doing either.

However, we also recognize that the pledging of shares can present a risk that, depending on a host of factors, an executive with significant pledged shares and limited other assets may have an incentive to take steps to avoid a forced sale of shares in the face of a rapid stock price decline. Therefore, to avoid substantial losses from a forced sale to meet the terms of the loan, the executive may have an incentive to boost the stock price in the short term in a manner that is unsustainable, thus hurting shareholders in the long-term. We also recognize concerns regarding pledging may not apply to less senior employees, given the latter group’s significantly more limited influence over a company’s stock price. Therefore, we believe that the issue of pledging shares should be reviewed in that context, as should policies that distinguish between the two groups.

Glass Lewis believes that the benefits of stock ownership by executives and employees may outweigh the risks of stock pledging, depending on many factors. As such, Glass Lewis reviews all relevant factors in evaluating proposed policies, limitations and prohibitions on pledging stock, including:

  • The number of shares pledged;
  • The percentage executives’ pledged shares are of outstanding shares;
  • The percentage executives’ pledged shares are of each executive’s shares and total assets;
  • Whether the pledged shares were purchased by the employee or granted by the company;
  • Whether there are different policies for purchased and granted shares;
  • Whether the granted shares were time-based or performance-based;
  • The overall governance profile of the company;
  • The volatility of the company’s stock (in order to determine the likelihood of a sudden stock price drop);
  • The nature and cyclicality, if applicable, of the company’s industry;
  • The participation and eligibility of executives and employees in pledging;
  • The company’s current policies regarding pledging and any waiver from these policies for employees and executives; and
  • Disclosure of the extent of any pledging, particularly among senior executives.

We previously suggested that companies adopt policies on share pledging by officers and directors. The foregoing is a useful list of factors that a Board might consider in creating such a policy.