4/29/2029

Shareholder Activism in Asia Drives Global Total to Record High

Nikkei Asia (04/29/29) Shikata, Masayuki

Activist shareholders had their busiest year on record in 2024, with the Asia-Pacific region making up a fifth of campaigns worldwide, pushing some companies higher in the stock market and spurring others to consider going private. The worldwide tally of activist campaigns rose by six to 258, up by half from three years earlier, according to data from financial advisory Lazard. Campaigns in the Asia-Pacific tripled over that period to 57, growing about 30% on the year. Japan accounted for more than 60% of the regional total with 37, an all-time high. Activity is picking up this year as well in the run-up to general shareholders meetings in June. South Korea saw 14 campaigns, a jump of 10 from 2023. Critics say South Korean conglomerates are often controlled by minority investors that care too little about other shareholders. Australia and Hong Kong saw increases of one activist campaign each. North America made up half the global total, down from 60% in 2022 and 85% in 2014. Europe had 62 campaigns last year. The upswing in Japan has been fueled by the push for corporate governance reform since 2013 and the Tokyo Stock Exchange's 2023 call for companies to be more mindful of their share prices. The bourse has encouraged corporations to focus less on share buybacks and dividends than on steps for long-term growth, such as capital spending and the sale of unprofitable businesses. Demands for capital allocation to improve return on investment accounted for 51% of activist activity in Japan last year, significantly higher than the five-year average of 32%. U.S.-based Dalton Investments called on Japanese snack maker Ezaki Glico (2206) to amend its articles of incorporation to allow shareholder returns to be decided by investors as well, not just the board of directors. Though the proposal was rejected, it won more than 40% support, and Glico itself put forward a similar measure that was approved at the following general shareholders meeting in March. U.K.-based Palliser Capital took a stake last year in developer Tokyo Tatemono (8804) and argued that more efficient use of its capital, such as selling a cross-held stake in peer Hulic, would boost corporate value. Activist investors are increasingly seeking to lock in unrealized gains from rising land prices, reaping quick profits from property sales that can go toward dividends. Companies in the Tokyo Stock Exchange's broad Topix index had 25.88 trillion yen ($181 billion at current rates) in unrealized gains on property holdings at the end of March 2024, up about 20% from four years earlier. After buying into Mitsui Fudosan (8801) in 2024, U.S.-based Elliott Investment Management this year took a stake in Sumitomo Realty & Development (8830) and is expected to push for the developer to sell real estate holdings. This month, Dalton sent a letter to Fuji Media Holdings (4676), parent of Fuji Television, calling for it to spin off its real estate business and replace its board of directors. Activist campaigns have sparked share price rallies at some companies. Shares of elevator maker Fujitec (6406) were up roughly 80% from March 2023, when it dismissed Takakazu Uchiyama -- a member of the founding family -- as chairman under pressure from Oasis Management. The rise in demands from activists "creates a sense of tension among management, including at companies that don't receive such proposals," said Masatoshi Kikuchi, chief equity strategist at Mizuho Securities. Previously tight cross-shareholdings are being unwound, and reasonable proposals from minority investors are more likely to garner support from foreign shareholders. Some companies are going private to shield themselves from perceived pressure. Investments by buyout funds targeting mature companies in the Asia-Pacific were the highest in three years in 2024, according to Deloitte Touche Tohmatsu. Toyota Industries (6201) is considering going this route after facing pressure from investment funds last year to take steps such as dissolving a parent-child listing with a subsidiary and buying back more shares. Toyota Industries holds a 9% stake in Toyota Motor (7203). The automaker "may have proposed having [Toyota Industries] go private as a precautionary measure," said a source at an investment bank.

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12/23/2025

Foreign Activist Funds Step Up Pressure on Korean Companies

Pulse - Maeil Business News Korea (12/23/2025) Jeong-suk, Kim; Yubin, Han

Foreign hedge funds are stepping up actions ahead of the first regular shareholders’ meeting season under the Lee Jae-myung administration, which emphasizes the rights of minority shareholders. James Smith, founder and chief investment officer of UK-based Palliser Capital, said in an interview with Maeil Business on Monday that LG Chem must address what he described as a deep undervaluation or face increased scrutiny at its upcoming shareholder meeting. Smith noted that if LG Chem (051910) does not formally acknowledge its unprecedented undervaluation, the regular shareholders’ meeting will become a stage to rally the market. Palliser urged LG Chem to use proceeds from the sale of its stake in LG Energy Solution Ltd (373220) to repurchase its own shares. The fund said it holds more than 1% of LG Chem’s shares, placing it among the company’s top 10 shareholders. Smith added that it is maintaining a stake sufficient to submit a shareholder proposal or to actively cooperate with other shareholders who share our concerns. Market participants expect Palliser Capital to raise governance issues at LG Chem’s shareholder meeting, including the appointment of audit committee members. Under revised Korean commerce rules, listed companies with assets of more than 2 trillion won ($1.35 billion) must appoint two outside directors to their audit committees. Many large companies are expected to make additional audit committee appointments at their regular shareholder meetings next year, a process that activists could use to push for board representation through shareholder proposals. “The upcoming proxy season is likely to see a sharp rise in shareholder activism,” said an asset management executive who asked to be unnamed. “Next year’s shareholder meetings are expected to see a significant increase in shareholder proposals compared with previous years.”

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12/22/2025

Opinion: SEC Suspicion of Shareholder Proposals Hurts Corporate Democracy

Bloomberg Law (12/22/25) Stone, Daniel

Daniel M. Stone, counsel at Olshan Frome Wolosky, writes that the Trump administration’s view is that companies should prioritize increasing shareholder value rather than address stockholder proposals—particularly those related to environmental, social, and governance issues. The White House issued an executive order in December to limit the ability of these proxy advisers to make shareholder recommendations. The Securities and Exchange Commission (SEC) appears to have adopted that view in recent public statements, but that position could undermine corporate democracy by curtailing shareholder proposals to comport with that view. SEC Chair Paul Atkins explained his goal to refocus shareholder meetings on “significant corporate matters” during a keynote address in October. He argued that non-binding stockholder proposals consume substantial management time and impose unnecessary costs on a company. Atkins’ comments presuppose that a company’s directors and managers’ views on what constitute “significant corporate matters” should carry more weight than the company’s stockholders. He presumes that many stockholders—the actual owners of the business to whom directors owe fiduciary duties—are provocateurs seeking to distract directors. This view is outdated. Shareholder proposals, once primarily used by social activists, are now a common tool for institutional investors who want to promote good corporate governance. Such proposals provide a cost-effective way for stockholders to voice their opinions without launching a costly and complex campaign to replace board members. They’re an efficient tool for shareholders to communicate with directors that is much more nuanced than the blunt instrument of directorial elections. Despite this, the SEC under Atkins appears to view all shareholder proposals with suspicion. Its Division of Corporation Finance last month announced a substantial change to how it is approaching Rule 14a-8, which normally restricts a company’s ability to exclude procedurally valid shareholder proposals. For the 2025–2026 proxy season, the Division of Corporate Finance will accept any company’s representation that it had a “reasonable basis” to exclude a proposal and won’t object to that exclusion. This effectively gives companies unrestricted power to reject shareholder proposals without SEC review. It means management’s perspective on corporate policy will be the only one expressed during the upcoming proxy season. SEC Commissioner Caroline Crenshaw said the announcement “is the latest in a parade of actions by this Commission that will ring the death knell for corporate governance and shareholder democracy, deny voice to the equity owners of corporations, and elevate management to untouchable status.” Crenshaw’s summary is apt—the SEC’s new stance reverses the traditional notion that management is accountable to shareholders. Although Rule 14a-8 proposals are typically non-binding and can’t force directors to act, they serve an important purpose: They allow shareholders to give directors guidance on their preferred course of action. Most shareholder proposals provide directors with valuable information at a fraction of the cost of a contested board election. This upcoming proxy season, with likely fewer shareholder proposals, will produce valuable data. If the SEC’s policy causes proposals to plummet, we can better assess the validity of concerns about management distraction and costs. For example, companies can compare the costs of managing their annual meetings this year, with fewer shareholder proposals, with the cost of annual meetings with numerous shareholder proposals, and actually determine just how marginally expensive shareholder proposals are for companies. Likewise, directors claims of distraction, while subjective, can be put to the test. However, shareholders who disagree with the directors’ managerial decisions may be forced into more expensive and distracting proxy fights to replace directors. It will be interesting to see whether the decision to effectively eliminate shareholder proposals leads to closer collaboration between directors and those shareholders with large shareholdings or personal relationships to directors, who can still communicate their managerial preferences to the board with a shareholder vote. Assuming companies provide unbiased reports on cost differences from shareholder meetings and board impacts, this data will be crucial. With trustworthy information on the actual costs and benefits of shareholder proposals, both sides can have a better educated debate on whether these proposals are a legitimate tool for corporate democracy or a method of harassing corporate boards.

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12/19/2025

The Man Flown In to Make Amends for the Deals Scandal of the Year

Australian Financial Review (12/19/25)

There are listening tours, and then there are listening tours like Nigel Stein’s, a softly spoken 69-year-old Scotsman tasked with cleaning up Australia’s biggest corporate mess. Stein was spotted darting between fund managers’ offices in Sydney this week, on his first trip to Australia as the new chairman of James Hardie (JHX). He told investors he had come from London to listen. And listen, he had to. His Australian investors have a long list of gripes: James Hardie’s $14 billion Azek acquisition – so much bigger than expected, structured to avoid a shareholder vote, an inferior business to the core fiber cement operations; its cash-heavy remuneration structure; its yo-yo-like quarterly earnings updates; its greedy price increases in the US; and its antagonistic approach to long-term Australian shareholders. There wasn’t a lot of apologizing or contrition, even after James Hardie’s year from hell that culminated in chairwoman Anne Lloyd and two other non-executive directors being voted off the board at the AGM seven weeks ago. Apparently, Stein and others on the board had not realized how hot the temperature got or the lengths James Hardie had gone to antagonize its Australian shareholders. Stein backed his chief executive, Aaron Erter – who is hugely controversial with Australian investors because of the way he’s paid (quantum and structure), his management style, and that fateful Azek deal – and promised to be back with his remuneration people early next year to talk about how to pay Erter long-term, according to three investors with knowledge of the meetings. He told them he’d been to James Hardie’s Rosehill manufacturing plant – not long ago, the bedrock of its operations – and even wrote down a few investor suggestions on who could fill the vacant “Australian director” seat at his $25 billion (including debt) company’s boardroom table. He said it was important that James Hardie keep growing (or any business keep growing for that matter), as one source put it. The verdict? Five out of 10, which is an improvement. Two investors say they would’ve preferred Stein had said Erter was “on notice” rather than backing him unreservedly, at least until the Azek acquisition proves itself. They liked that he was straight about chief financial officer Rachel Wilson’s resignation last month. One investor called him thoughtful and respectful. At least he isn’t American, said another. But the main thing is he turned up, as he should when more than 70% of the company’s shares still trade on the ASX and his share register is rioting. Stein said Erter would also do the rounds with fund managers early next year, as he also should. If nothing else, that’s a change from the old guard. Former chairwoman Lloyd, from North Carolina, didn’t make it to Australia to fight for her job ahead of the AGM, which proved to be the final blow for pissed-off fund managers and their proxy advisers after a big and controversial M&A deal, subsequent earnings downgrade and some remuneration target tinkering that made a mockery of its growth spiel. It got so antagonistic between James Hardie’s board and shareholders that Australian fund managers couldn’t get more than a short group meeting at an ungodly hour with management or the board. As the situation deteriorated, the board treated them like hostile activists, not long-term active shareholders, and was poorly advised by bankers and lawyers in the United States, who wouldn’t know Greencape from Greenland or WaveStone from Blackstone. Ironically, the Aussies voted off the one director they did have – former Bunnings chief operating officer Peter-John Davis – and were OK to see James Hardie’s board flooded by Azek types, even though they thought their company had overpaid and hated the deal. So what started as a popular U.S. growth play trading at a healthy 23 times forecast profit, even in a soft housing market with what investors thought were supposed to be small M&A plans, turned into Australia’s corporate and deals story of the year. It has got the Australian exchange operator, the ASX, proposing listing rule changes that would make it harder for ASX-listed companies to indiscriminately do large M&A deals, and reignited tensions between large active fund managers and boards and their investment bankers about acquisitions, full stop. It has also kick-started a conversation about corporate governance and boards, management remuneration, shareholder activism, quarterly reporting, a company’s responsibility to manage consensus, the shrinking ASX and why companies want to leave the exchange, and proxy advisers. Four big proxy advisers came out hard against director re-elections for the same reasons and using almost identical language, which is unheard of in the Australian market, and contributed to the demise of Lloyd and her two fellow directors.

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12/18/2025

Opinion: Lululemon Is Feeling the Hedge Fund Burn

Bloomberg (12/18/25) Felsted, Andrea

Bloomberg Opinion Columnist Andrea Felsted says Elliott Investment Management is sweating Lululemon Athletica Inc. (LULU). Elliott Management has taken a more than $1 billion stake in the fancy gym-wear pioneer, and is working with a chief executive officer candidate, former Ralph Lauren Corp. finance director Jane Nielsen. This intervention isn’t about a breakup or financial engineering, some of the other weapons in the Elliott arsenal. It’s about trying to make Lululemon cool again. Top of the list is designing clothes that women want to wear, restoring some brand sparkle and reconnecting with customers who’ve abandoned the chain. There’s a vociferous founder in the form of Chip Wilson to handle too. To that end Elliott’s gambit looks like the position it took in Starbucks Corp. (SBUX) 18 months ago, when the company was struggling with long queues and cautious consumers, and Howard Schultz — who built the coffeehouse we know today — was sniping from the sidelines. Lululemon clearly needs a change of direction after it announced last week it would part company with CEO Calvin McDonald. It’s facing a crowd of nimbler “athleisure” upstarts such as Alo Yoga, and SoftBank Group Corp. (SFTBY)-backed Vuori. Nielsen looks like an effective operator. She spent more than eight years at Ralph Lauren (RL), first as finance director, then adding chief operating officer to her remit. She also played an integral part in the turnaround at Coach (TPR). She should be able to get to grips with the core of Lululemon’s appeal, which is athletic wear, and jettison some of the more peripheral ventures including a tie-up with the National Football League. After all, one element of Ralph Lauren’s recent success has been concentrating on its “hero” products — especially its sweaters, which are having a moment. Nielsen also looks qualified to tackle Lululemon’s operational snafus, such as matching demand from shoppers with its supply of leggings, sports bras and other basics. This would help make the shops, which have become too cluttered with markdowns, more appealing places. Better profits would follow. But fixing and executing on the retail nuts and bolts isn’t Lululemon’s only challenge. It needs a leader who can help it delight its affluent customers. The brand has strong skills in fit and fabric, but its styles have become boring. It must become trendier to compete with Kim Kardashian’s Skims, which has tied up with Nike Inc. (NKE). There’s an untapped market for work clothing that’s smart yet comfortable. Nielsen’s experience with Ralph Lauren’s sophisticated casual ranges should help. Lululemon’s marketing has lost its early pizazz and needs livening up, particularly to lure younger customers. It appointed Jonathan Cheung as creative director last year, and McDonald said last week that new lines would arrive in 2026. If Nielsen takes the helm, she’d need to build on this. Ralph Lauren is a good model. The executive team, including Nielsen, polished its image and cut discounting, but the founder’s vision was never compromised. The marketing budget rose sharply, an encouraging sign for an exec with a finance background. Elliott, and potentially Nielsen, face their own founder challenge: Wilson has kept sniping even after McDonald’s departure. His aims and that of Paul Singer's activist hedge fund may be at odds. While Wilson has had contact with Nielsen, he's trained his fire on changing the company's board. Lululemon said on Thursday that it was expanding its international operations, but didn't comment on Elliott's stake. If the investor manages to install Nielsen, and she can both improve operational performance and reimagine its product and brand, the rewards could be rich. Before the announcement of McDonald's departure, shares in Lululemon had fallen more than 50% in the space of a year. Even after a recent recovery, they're only priced at about 17 times future earnings. That's roughly in line with mass-market retailers such as American Eagle Outfitters Inc. (AEO) and Victoria's Secret & Co. (VSCO). But it's well below Lululemon's five-year average of 27 times and Nike's 31 times. If it gets its premium cachet back for the stuff it sells, its rating should follow. Ralph Lauren shares, for comparison, have almost quadrupled since 2016. You can see why Elliott is pinning its hopes on one of the architects of that success. Lululemon stock was trading more than 6% higher Thursday. There are some grounds for caution, though. Elliott’s bet on Starbucks is yet to pay off. The coffee chain is probably a more complicated turnaround, with CEO Brian Niccol needing to tackle a byzantine product range and making its sites less off-putting for customers. Starbucks shares have given up most of the gains made after his hiring. Revitalizing Lululemon won’t be an easy workout session either. Fashion is notoriously fickle and the whole athleisure concept is losing its edge as people smarten up again. With an activist on the register, it’ll be feeling the burn a little while longer.

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12/18/2025

Opinion: US Minerals Quest Steps Into Korea Governance Mess

Reuters Breakingviews (12/18/25) Mak, Robyn

Breaking Views columnist Robyn Mak says when U.S. President Donald Trump signed an executive order to rebrand the Department of Defense as the Department of War, he was probably not thinking of corporate governance battles in South Korea. Nevertheless, his administration's decision to build a new zinc refinery stateside has dragged it into one of the country's messiest takeover feuds. The saga is another reminder of the pitfalls of state meddling in private firms. There's little to fault the strategic rationale of joining forces with Korea Zinc's (010130) $7.4 billion refining project. The United States is keen to cut its reliance on China for materials vital to chips, electronics and weapons. The $18 billion Korean company is the world's top zinc smelter and produces 14 of the 54 critical minerals designated by Washington as essential to national and economic security. The latest agreement envisages Korea Zinc building and operating a large-scale facility in Tennessee that will begin producing zinc, lead and copper before expanding to strategic minerals like antimony and germanium. Commerce Secretary Howard Lutnick hailed the initiative as a “big win for America." The financial small print is messier. Korea Zinc will get access to up to $4.7 billion of loans plus $210 million in subsidies for the project. But in an odd move, it is also creating a joint venture that will inject $1.9 billion into Korea Zinc in return for a roughly 10% stake. The company will in turn take a similar shareholding in the joint venture, in which the Department of Defense will hold a 40% voting stake. The new unit will not directly own or operate the U.S. refinery, which will be wholly owned by Korea Zinc. The company has yet to explain the reason for diluting investors or for creating a new circular shareholding of the type that many of South Korea's family-controlled conglomerates are unwinding. True, this joint venture would allow Korea Zinc to keep full control of the U.S. smelter, according to someone familiar with the matter. But the biggest beneficiary may be Chair Yun B. Choi, who since October last year has been locked in a fierce battle for control with the company's top shareholders, Young Poong and private equity giant MBK Partners. Issuing shares to a potential ally might tip the balance of power in Choi's favor. It's not clear that the U.S. government realized it was potentially picking sides in a bitter corporate dispute. The Department of Defense did not respond to a request for comment. However, Young Poong and MBK are legally challenging the share issue, partly on grounds that it is designed to "preserve" Choi's grip over the company. The project's fate will now be decided by a court in Seoul. The outcome could be an embarrassing hitch for Trump's administration, which is eager to buy shares in companies it deems strategic. In August, for example, the government took a 10% stake in ailing chipmaker Intel (INTC). Korea Zinc is a reminder that sometimes the art of the deal is not so different from the art of war.

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12/16/2025

Shareholder Activism Targeting South Korean Companies Surges 6.6 Times in 5 Years

Asia Business Daily (12/16/25) HyeongMin, Kim

Shareholder activism targeting Korean companies has increased nearly sevenfold over the past five years. With the KOSPI index surpassing 4,000 on November 27 and the stock market experiencing a boom, there is growing support for the need for legal and institutional measures to preemptively address the potential side effects of heightened shareholder activism. The Korea Economic Research Institute announced on the 16th that it had commissioned Choi Joon-sun, Professor Emeritus at Sungkyunkwan University Law School, to prepare a report titled "Trends in Shareholder Activism and Response Tasks." Citing data compiled by global research firm Diligent Market Intelligence, the report pointed out that shareholder activism targeting Korean companies surged from 10 companies in 2020 to 66 companies last year. The methods of shareholder activism varied, including sending public letters, proxy battles, shareholder proposals, demands for ESG (Environmental, Social, and Governance) policies, strengthening shareholder returns through dividends or share buybacks, as well as lawsuits and attempts at hostile mergers and acquisitions (M&A). As shareholder activism has increased, shareholder proposals have also become more active. According to disclosures from the Financial Supervisory Service, a total of 164 shareholder proposals were submitted to 42 listed companies at this year's regular general shareholders' meetings. This represents a 20% increase compared to the 137 proposals recorded the previous year. The expansion of shareholder activism has been attributed to an increase in individual investors. According to data from the Korea Securities Depository, the number of individual investors rose significantly from approximately 6 million in 2019 to 14.1 million at the end of last year. The report also noted that individual shareholders are increasingly gathering through online platforms utilizing IT technology, further promoting shareholder activities. As of the end of July, the combined membership of the two major minority shareholder IT platforms, ACT and Heyholder, reached 165,000. Through these IT platforms, minority shareholders can exchange information at much lower costs than before and effectively consolidate their shares and exercise voting rights. Professor Choi analyzed, "Depending on the degree of shareholder consolidation, it has become possible for shareholders to stand on an equal footing with the largest shareholder, and there have been cases where they have succeeded in asserting their interests against target companies." He added, "Hedge funds, instead of investing large sums to secure stakes, can now easily carry out activism by aligning with various shareholder groups." Professor Choi also pointed out that these changes could undermine the function and role of the board of directors. Following the first and second amendments to the Commercial Act-such as the duty of loyalty of directors to shareholders, the parallel holding of electronic general meetings, and the mandatory cumulative voting system-the third amendment currently pending in the National Assembly (mandatory cancellation of treasury shares and advisory shareholder proposals) could, if passed, make it impossible for companies to defend management rights using treasury shares. He further noted that agenda items that should be decided at the board's discretion would have to be addressed at general shareholders' meetings under the pretext of "advisory shareholder proposals," potentially shifting the center of corporate management from the board of directors to the general shareholders' meeting. This could ultimately weaken the authority and autonomy of the board of directors guaranteed by the Commercial Act. He also warned, "The general shareholders' meeting could deviate from its essence as the highest decision-making body of a corporation and become a venue for sharp confrontation among shareholders over social issues." The business community is calling for legislative improvements to prevent such side effects. There is a need for prior oversight and the establishment of clear regulations in the process of shareholder proposals for director nominations and proxy solicitation. Regarding shareholder proposals for director nominations, Professor Choi stated that, just as with the largest shareholder, candidates for director nominated by ordinary shareholders should also disclose detailed information. The independence of directors must be ensured regardless of who the nominator is, but currently, candidates nominated by ordinary shareholders are only required to indicate whether there is a "conflict of interest" with the nominator, which is insufficient. He emphasized that detailed information and transaction relationships should be disclosed in advance so that the independence of both the nominator and nominee is clearly demonstrated. He also argued that prior oversight and clear regulations are necessary to address circumvention and illegalities in the proxy solicitation process. There have been cases where some shareholders collect proxies in the so-called "gray areas" where financial authorities find it difficult to intervene, often without any formal reporting. Given the heavy responsibility of shareholders who secure more than a 5% stake and deeply intervene in corporate management through shareholder proposals, there is growing support for strictly applying the large shareholding reporting system (the 5% rule) and the joint ownership requirements under the Capital Markets Act to shareholder activism involving coalitions of individual investors. There are also suggestions that when certain shareholders' involvement in management runs counter to the interests of the company or infringes upon the interests of other stakeholders, they should be held accountable for abusing shareholder rights. This is because there may be cases where shareholders obtain important information through activist activities and provide it to third parties for private gain. There is also a demand for a monitoring system to prevent market-disrupting behaviors such as unfair trading or the dissemination of false information via online platforms. Professor Choi urged, "With legislative improvements, companies should establish or revise board operation rules to clearly define and disclose in advance the requirements that apply to both board-nominated and shareholder-nominated director candidates."

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