U.S. Corporate Scandals and The Laws of Unintended Consequences Michael Hennigan The revelations of U.S. corporate excess in the 1990’s have inevitably produced a clamour for new regulations and controls. The huge destruction of shareholder value for many Americans combined with revelations of top executives massively enriching themselves, has prompted speedy legislative action from the Congress and White House, in this election year. Time will however tell what unintended consequences will follow from the Sarbanes-Oxley Act of 2002, which President Bush signed into law on July 30th. In the early 1990’s, in response to concerns about the growth of top executive pay, the U.S. Congress provided the spur to the central role of stock option grants in executive pay. CEO’s were given huge incentives to boost their stock prices and many resorted to various accounting tricks when required. There was seldom a downside and even when fired, the price of failure was usually counted in millions of dollars. When Lucent Technologies fired its then chief executive Richard McGinn in 2000, he walked away with more than $12m in cash and stock. Each decade produces its poster boys of U.S. corporate excess. Junk bond king Michael Milliken and the character of the ruthless Gordon Gekko as played by actor Michael Douglas in the movie Wall Street, represent the 1980’s. Gekko’s mantra greed is good has not faded from public consciousness and a variation was recently used as the title of a Sunday Telegraph editorial which claimed that ‘the greedy are least harmfully occupied in money-making ventures which create products and services that other people want.’ As with all these rationalisations of self-interest being common interest, tolerance generally only extends to its application by the already powerful in society. There is no fear that the newspaper would extol for example, the self-interest of striking low paid public service workers. There will be no shortage of characters vying for the 1990’s role of poster boy. ExCEO of the bankrupt energy trader Enron, Jeffrey Skilling could fill the bill. During the recent hearings on Capitol Hill, Skilling induced a ripple of laughter when he said that he could not recall receiving a $5 million bonus. His memory lapse may well have been genuine as the top executives had cashed in over $1 billion worth of shares, in the past few years while many workers were prevented from selling the company’s stock, that was held in their retirement saving accounts. There’s Bernie Ebbers, ex-CEO of WorldCom and more that we will likely hear of in coming months. Apart from the characters, what is stunning about the 1990’s in the U.S. is how top executive pay as a multiple of the earnings of the average worker jumped from 45 times in 1980 to 458 times in 2000. Average Pay of CEOs and Workers 1980-2000 * (In 2000 dollars) 1980 1990 1995 1996 1997 1998 1999 2000 CEO $1.306m 2.635m 4.242m 6.345m 8.362m 11.198m 12.817m 13.100m Production and Nonsupervisory Worker $28,950 27,432 26,863 26,983 27,404 28,083 28,465 28,579 CEO-Worker Pay Ratio 45 96 160 236 305 399 450 458 * Worker pay: production and nonsupervisory workers (four-fifths of private, nonfarm workforce) working full time based on average hourly wage (U.S. Bureau of Labor Statistics). CEO pay: average compensation of CEOs at major corporations including salary, bonus and other compensation such as exercised stock options (Business Week). Ratio not equivalent to past Business Week ceo-worker pay ratios, which are based on factory worker pay. Source: Holly Sklar, Laryssa Mykyta and Susan Wefald, Raise the Floor 2002 (Ms. Foundation for Women). Many of the CEO’s who were richly rewarded were hired hands as distinct from individuals like for example Bill Gates who built up great companies from scratch. Robert Goizueta,who was CEO of Coca Cola from 1981 until his death in 1997, accumulated company stock worth $1 billion-America's first corporate manager to achieve billionaire status through owning stock in a company he didn't help found or take public. Under Goizueta's leadership, the value of Coca-Cola's stock increased by more than 7,200 percent. What marked Goizueta apart from other corporate managers was that it was reported on his death that he hadn’t cashed in one company share in the previous two decades. That record was certainly a rare exception as so many others made huge fortunes through selling their share grants while so many investors ultimately lost hugely by holding onto stock. The story of the software company Computer Associates vividly illustrates the gulf between those at the top who needed huge work incentives and the rest of their employees. In 1999 Charles Wang, CEO of Computer Associates topped Business Week magazine’s 1999 annual survey of CEO’s pay with a staggering 12-month earnings total of $655.4 million. In 1995, the Computer Associates board granted the top executives a total of 20.3 million shares in free stock if the company's share price recorded a 20 percent increase for sixty days in any 12-month period during the contract's five-year period. As the rally in tech stocks took off, the bar looked far from challenging. Just 2 months after the payout bonanza of $1.1 billion to the executives, the company issued a warning of slowing demand. In October 2000, Computer Associates adopted a more conservative accounting standard. According to a New York Times report, in January 2001 the company began firing hundreds of workers for what it claimed were performance reasons, which allowed it to avoid paying severance pay. In an article that was published 8 months before Enron collapsed, under the headline 'A Software Company Runs Out of Tricks', the newspaper accused the company of 'accounting tricks' to cover up a 'mirage' of revenue growth. The report said that: ‘Over the years, it has gained a reputation as a callous employer that dismisses workers without warning while top executives take home eight- and sometimes nine-figure pay packages. The runner up to Charles Wang on the 1999 Business Week list was the then Tyco International CEO Dennis Kozlowski, who got a $170 million payout. Kozlowski, who was indicted for tax fraud in June this year, claimed in 1999 that he was worth every penny of his compensation. "The way I calculate it," he told the magazine, "while I gained $139 million [in stock options], I created about $37 billion in wealth for our shareholders." Nobody else or the general bull market apparently had nothing to do with it. In 1993, the U.S. Congress had capped the amount of CEO pay that could be tax deductible and boards shifted the weight of executive pay to stock options. It appeared that management incentives would be aligned with that of shareholders but executives suffered no penalty when the stock declined. Compliant boards were generally at the ready to reduce the exercise price of the stock options to maintain their incentive value. Besides the benefits for the executives, options which could be eventually worth up to hundreds of millions of dollars, were not charged as an expense, thereby masking their real cost to the company and its shareholders. With the pressure of quarterly reporting, in particular a fall in the stock price if there was to be any decline from pre-published analyst expectations, the pressure to manipulate was strong. There was also the strong incentive as a ‘gun-for-hire’ to cash in the chips before things turned sour. Once the exercise price of the stock options had been reached there was seldom a restriction on selling the stock. Besides, there would always be more option grants on the way. Detached ownership under the control of fund managers, compliant boards, conflicted analysts and auditors, and stock options schemes ripe for abuse, are issues to be addressed by regulators and legislators. However, in the first year of the Clinton Administration when the U.S. Congress tried to control runaway executive pay, it hadn’t bargained for the likes of Mr. Charles Wang’s pay bonanza incentive of $655.4 million, five years later. The laws of unintended consequences will inevitably produce some new gem again, in response to the latest period of corporate excess. Click for Barons of Bankruptcy Scoop $3.3 bn from Failure FT ranking of the stunning gains by the masters of failure From Fortune Magazine's September 2002 Issue: THE GREEDY BUNCH You Bought. They Sold. Meet the 25 companies with the greediest executives. Of the big companies whose stocks dropped 75% or more from their boom-time peak, these are the ones where officers and directors took out the most money via stock sales from January 1999 through May 2002. An exclusive study by FORTUNE, Thomson Financial, and the University of Chicago’s Center for Research in Securities Pricing. Click for Fortune Magazine's Rankings