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© Copyright 2002
Rogers Media. The following article first appeared in the March 2002 edition of
BENEFITS CANADA magazine.
The
Law
Learning from Enron
There is much to learn from the Enron Corp.
debacle. The pension industry should reconsider accounting structures, corporate
governance and stock option plans.
By Murray Gold
The Enron Corp. scandal has raised a number of legal and
capital market issues for institutional investors. Here are some of them.
> The
markets. Enron has promoted skepticism in reported financial results across
a range of industries and companies. Accounting restatements and irregularities
occurred before Enron. But now, investors and markets are more skittish than
ever.
Without a restoration of confidence in the financial
disclosure of publicly traded companies, there is every possibility that the
markets will, at a minimum, build a discount into the prices of these securities
to reflect uncertainty over accounting practices. Large pension funds will turn
increasingly towards direct investments after they have reviewed the books and
records, relying less on transactions in the public markets.
> Insider
trading. Although securities statutes have rules against insider trading,
Enron reportedly promoted its limited partnerships partly on the basis that
investors would benefit through privileged access to valuable information. The
apparent openness with which Enron promoted the economic benefits of privileged
access to inside information suggests that respect for regulatory authorities
does not run as deep as it might, and that the oversight role of securities
regulators needs to be strengthened.
> Stock
options. Stock options are increasingly dominating executive compensation
arrangements. In principle, stock options can effectively align management's
interest with those of shareholders. All stockholders have an interest in stock
price appreciation. However, the Enron case makes us consider whether stock
options have gone too far, and whether they create such a powerful incentive to
manipulate prices in the short term that a company's very existence can be put
in peril.
> Accounting
firms. Audits by professional accountants were supposed to be the seal of
approval on corporate financial statements. Leaders in the pension community
have long argued that auditing firms which also provide consulting services to
management are not independent. They say auditing and consulting services should
be provided by different firms, and a firm should not provide both internal and
external audits to the same client.
Institutional investors have also raised questions about
how accountants are professionally regulated and the kinds of incentives their
compensation arrangements create. Until now, the movement to separate audit and
consulting functions has been resisted by management, and, of course, by the
accounting firms themselves. In the wake of Enron's collapse, reform is urgently
needed, but its extent remains unclear.
> Corporate
governance. The Enron case highlights the costs of bad corporate governance.
Plan administrators and money managers need to pay closer attention to corporate
governance structures. In recent years, the industry has not focused enough
attention on corporate governance concerns. Yet, due to their size and
sophistication, pension funds are well suited to play this role.
> The role of
large funds. The U.S. media has reported that the California Public
Employees' Retirement System (CalPERS) rejected the opportunity to participate
in one of Enron's limited partnerships. CalPERS protected its own interests by
refusing to make the investment. But questions have been raised as to whether it
had a broader obligation to disclose what was learned about Enron to the
investing public and regulatory authorities. Such questions probably would not
be asked of private investors. But institutional investors may find themselves
under greater pressure to act in the public interest.
Enron is a massive scandal, and there is no reason to
think it could not occur in Canada. Institutional investors cannot simply allow
others to address the issues at hand. Their fiduciary obligations compel them to
become involved in the solutions. BC
Murray Gold is a
partner with Koskie Minsky in Toronto. mgold@koskieminsky.com.
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