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Revision of the Takeover Revision of the Takeover directive directive
Eddy Wymeersch
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OverviewOverviewPart 1. Is a revision needed ?Part 2. Two types of takeoversPart 3 Anti-takeover defences
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Part 1. Is a revision Part 1. Is a revision needed ?needed ?Filling blanks and updating needed
7 years after adoption, 5 years after entry into force◦See role of implementing instruments
In-depth review ?
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What has changed?What has changed? Markets
interconnection, multiple trading venues; MTF
HFT, Hedge Funds, ‘Admission to listing’ is obsolete Hidden ownership issues ESMA: new rulemaking
mechanisms Company Law changes
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Company Law changes
Corporate governance was ignored in TOD Increase of transparency Shareholder Rights Directive: voting Role of independent directors Efficient Market Hypothesis is ? Role of private equity Role of institutional investors: Stewardship,
role of block holders LT perspective v. HFT; call for LT
perspective
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Part 2. Two types of Part 2. Two types of takeoverstakeoversVoluntary
◦Standard commercial transaction◦Allows for price maximisation◦Disclosure mandated and supervised◦Some rules on market conduct◦TOD: Mainly defensive mechanisms /
neutrality/ entrenchment◦Often consensual: block holders
tender in voluntary bid, no price commitment
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Mandatory bidMandatory bid
Thresholds: 25 to 50+ Price: max pre-bid acquisition or
average price Usually after private block transfer
Includes concert action Includes market acquisitions
No pre-existing control but creates control
Widely accepted rule, part of market pricing
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Effects of mandatory bids Effects of mandatory bids The mandatory bid rule creates
negative externalities◦Is it justified for market acquisitions ?
No premium
◦Are blocks not tendered in voluntary bid? Or are subject of transfer commitments/options ?
◦Bidders prefer voluntary bids: cheaper ? More flexible, but risk of higher bids
◦Hidden Ownership; to be made transparent
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Effects of mandatory bids Effects of mandatory bids Freezes control blocks?Increases overall price for bidder
◦Reduces willingness to bid◦Effect on future investment
Does one need all shares to exercise control and turn around the company?
Often bid, large response + squeeze out
Makes bids uncontestable: ◦Upward effect on price
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control transactionscontrol transactionsWhy distrust for control
transactions◦From control of selling blockholder to
control by buying blockholder: what is the change?
◦Control or stable shareholdership is useful as the basis for long term investment
◦Issue is mainly private benefits of control
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Private benefits of controlPrivate benefits of controlIs essentially a question of
◦conflicts of interest-related party transaction◦These exist throughout the life of the
company◦Are not always dealt with on an ongoing basis◦Why sanction them in case of transfer of
control?Need to have a robust regulation on
CoI/RPT◦Definitions are difficult; group context◦Transparency, expert opinion, decision by
board, AGM (ex conflicted parties)
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Directive Revision Directive Revision 1. Robust rules on conflicts of interest
◦To be applied on a permanent basis2. Exclude market acquisitions from
the Rule3. If no private benefits, exempt the
private transfer (art.4.5)4. Declare pre-bid transfer
commitments void◦Make bids contestable
5. = Restrict the scope to the rule
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Part 2 Institutional changePart 2 Institutional changeMultistate transactions – art. 4
State of incorporation; who is competent authority?
State of admission to listing; obsolete concept
Trading in numerous venues, outside control of issuer
Most significant trading venue should have lead responsibility, other venues to be heard
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ESMAESMACooperation of national authoritiesESMA regulation
◦Allows for supervisory colleges: cooperation, common decision making
Mediation in case of conflicts: binding Rulemaking; Regulatory Technical
Standards◦On proposal by ESMA, endorsed by
Commission◦Oversight by Council/Parliament: revoke
delegation or call back
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ESMAESMAGuidance and recommendationsAppropriate decision making
procedures for non-ESMA members
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Directive RevisionDirective RevisionESMA’s formal competence for the TOD
2Rulemaking for present blanks,
◦e.g. art 13, squeeze out and sell outCoordination of national rules and
practices◦Guidance and recommendations
Affirm competence for all markets concerned◦College of supervisors
Provide for mediation competence 16
Part 3 Anti-takeover Part 3 Anti-takeover defencesdefencesShould we review this matter?
◦Compromise was not real; most states used art.12
◦Neutrality has better survived◦Breakthrough was nice idea, but not
practisedWhy oppose defences?
◦Entrenchment of the board TOB as disciplining instrument
◦Entrenchment of the block-holder◦Defences can be used to defend the
shareholders See US law
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Disciplining instrumentsDisciplining instrumentsDifficult subject: see remuneration
debateDisciplining Techniques have
improved◦Independent board members◦Stronger role for shareholders
Stewardship and engagement◦Wider use of voting:
shareholders rights directive, record date, electronic voting,
◦Activist investors◦Shareholder committees
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Disciplining Disciplining The unsolicited Takeover is the
strongest, most brutal, and most expensive, but also the most risky disciplining instrument
Activism is useful but often short time minded
Engagement should be more useful in a long term perspective
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Reaffirm the role of the Reaffirm the role of the AGMAGMA takeover is a form of decision
making◦Whether to keep the company as it is,
or change it, usually radically◦It is based on individual decisions by
each shareholder◦There is no company strategy or view
that is developed; it is usually the board versus the bidder, the shareholder not being involved, but deciding
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Reaffirm the role of the Reaffirm the role of the AGMAGMWhy not allow for defensive
mechanisms but make them subject to a vote in the AGM
The individual decision replaced by a collective one; “maintain the defences or not”
At least some debate about the future of the company, in full clarity
Majority: the usual supermajority, bringing Takeover in line with merger decisions and rules on significant disposals
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