Filtered by Tag: Jennifer Pafiti

Do Those Billions of Dollars Left on the Table Belong to You?

POMERANTZ MONITOR | MAY JUNE 2021

By Jennifer Pafiti

In 2020, as courts and law firms adapted to operating during the pandemic, the number of securities class actions filed in federal and state courts was 22% lower than in 2019, according to Cornerstone Research. Its report, Securities Class Action Filings: 2020 Year in Review, reveals that “the 2020 total [334 new cases], however, is still 49% higher than the 1997-2019 average.”

In the last decade, there has been a significant spike in securities class actions brought outside the United States, in response to the U.S. Supreme Court’s 2010 decision in Morrison v. National Australia Bank, which barred recovery for losses in foreign-traded securities under the U.S. federal securities laws. This trend continues to expand. Canada, Australia, and the Netherlands are becoming experienced in the class action process. Other jurisdictions, such as Poland, the U.K., Japan, Israel, and Saudia Arabia are moving towards that end by enacting class action or collective action laws to protect shareholders. Germany and Brazil, as well as other juris- dictions, have become host to opt-in litigations.

According to ISS Securities Class Action Services LLC, there were 133 approved monetary securities-related settlements worldwide in 2020, with a total of $5.84 billion recovered for defrauded investors. Investors, however, do not receive any money from a settlement unless they file a claim as part of the settlement administration process. In 2005, Professors James Cox and Randall Thomas, in a seminal article in the Stanford Law Review, reported that, as evidenced by their empirical research, more than two-thirds of large institutional investors failed to file claims in securities class action settlements. Although the number of institutional investors that do file claims is likely larger today, billions of dollars continue to be left on the table.

Due to the opt-out nature of American securities class actions—in which individuals and entities that fall within the class definition are automatically class members unless they take affirmative steps to opt out—damaged investors frequently have their rights vindicated in court without even knowing they are members of the class or, indeed, anything else about the litigation. That is why it is essential that institutions have access to a robust research and monitoring system to ensure they do not miss out on opportunities to recover assets.

Once an investor is aware that a potentially recoverable claim exists, navigating the claims filing process requires knowledge, experience and patience. To successfully recover assets in securities related actions requires expertise beyond simply gathering all one’s holdings and transactions into a spreadsheet and filling out a form.

Even with a favorable settlement in hand, investors should assess the fairness of its terms, particularly where their losses are significant. In some instances, the plan of allocation may not adequately compensate certain class members whose claims may be stronger than those of other class members. A classic example would involve claims arising under both Section 10(b) of the Securities Exchange Act of 1934 and Section 11 of the Securities Act of 1933. Section 10(b) prohibits any act or omission resulting in fraud or deceit in connection with the purchase or sale of any security. Section 11 imposes strict liability against newly public companies for misstatements, even unintentional, in their registration statements and permits recovery for any decline below the stock’s initial offering price. Since Section 11 claims, unlike Section 10(b) claims, do not require proof of scienter—that is, the intent or knowledge of wrongdoing—they are stronger and should be treated more favorably under a plan of allocation. However, this is not always the case, and, in such situations, a fund may be well-advised to file an objection to the plan of allocation.

Pomerantz’s keen oversight of settlements’ fairness to our clients has, over the years, led to concrete results. For example, in the St. Paul Travelers Companies securities fraud litigation, Pomerantz challenged the formulae used to calculate recognized losses in the settlement terms. Consequently, lead counsel revised the plan of allocation, resulting in a 60% increase in recognized losses for our client.

If a fund’s damages are significant, it might choose to opt out of the class to pursue its own, individual claims. To reach this decision, it must weigh the likelihood of increased recovery against giving up a guaranteed payout from successful litigation, the risk of no recovery if the case fails, and the costs of litigation.

To properly monitor portfolios and to receive maximum recovery, at least a basic understanding of the substantive laws involved in the class action is necessary. This has become increasingly complex, as nontraditional case allegations emerge: for example, antitrust class actions in which the underlying anticompetitive conduct impacted the price of publicly traded securities and complex financial products; litigation related to the trading of credit-default swaps and foreign exchange products; and claims concerning cybersecurity, cryptocurrency, special purpose acquisition companies (SPACs), and #MeToo allegations.

For many institutional investors, the task of professional, active portfolio monitoring is too complex, too time-consuming, and too expensive to do in-house. In response to their needs, Pomerantz offers our clients PomTrack®, a proprietary, complimentary global portfolio monitoring service that notifies fiduciaries when assets they oversee suffer a loss that may be attributable to financial misconduct.

Spearheaded by Partner and Head of Client Services Jennifer Pafiti, PomTrack® provides one of the largest global portfolio monitoring services in the United States—currently monitoring for over 100 of the most influential institutional investors worldwide with combined assets in excess of $6.8 trillion. The PomTrack® team comprises attorneys and forensic economists, damage analysts, claims filing specialists, and paralegals, as well as a dedicated team of senior and junior support staff.

For nearly two decades, Pomerantz has been providing this portfolio monitoring service at no cost to our clients. The service includes the preparation of customized, monthly PomTrack® Reports that advise clients of every settlement in which they might be eligible to participate, and the deadlines for objecting and filing proofs of claims.

For a modest fee—a percent of the assets a client recovers in a settlement—the PomTrack® team also offers expert claims filing services for all stages of the process: filing the claim, working with the Claims Administrator to cure any deficiencies, and ensuring that the client receives the recovery to which it is entitled. If the client does not recover from the settlement, no fee is charged.

To learn how PomTrack may assist your fund in portfolio monitoring and claims filing, please contact Jennifer Pafiti: jpafiti@pomlaw.com

Q&A: Louise Howard, Interviewed by Jennifer Pafiti

POMERANTZ MONITOR | JANUARY FEBRUARY 2021

By Jennifer Pafiti

Partner and Head of Client Services Jennifer Pafiti interviewed Louise Howard, the Chief Legal Officer for Universities Superannuation Scheme (Ltd). The USS pension scheme manages over £67 billion on behalf of over 400,000 active and retired academic and academic-related staff from universities in the United Kingdom. USS served as a highly engaged and effective lead plaintiff on behalf of the class in the historic Petrobras settlement, helping achieve a $3 billion recovery for defrauded investors.

Jennifer Pafiti: Please share a little bit about your journey and what led you to your role today at USS.

Louise Howard: I began my professional life as a pensions lawyer. On qualification, it was a toss-up between property finance or pensions and, in the fool-hardiness of youth, I choose the most difficult of the two “so that I’ll never get bored.” I couldn’t have appreciated quite how right that prediction would be! In all my 16 years in private practice, I genuinely do not think I was ever asked the same question twice, and so every new request was a complete greenfield. As for my move to USS, like most good things, it came by chance. Around 2003, “Fiduciary Management” was a rapidly growing new business area being marketed to UK defined benefit pension funds. I found several of my clients approached with differing levels of information about what the trustees of these funds were actually buying into. So that trustees could make informed decisions, I became active on the conference circuit, speaking about how particular fiduciary management models may impact their legal duties. That led to me being approached for the newly created role at USS. I’ll always remember the call as I was on the beach with my young daughter, who had just been stung by a wasp moments before, so when I answered, I think I was probably the most “no-nonsense” version of me!

It was a fantastic opportunity as, even though USS had been established in 1974, it had not had any internal legal support at all until the end of the noughties, and that was then just focused on investment management activity. From 2014 onwards, there was a move to strengthen the control environment in general and broaden the internal legal support to the pensions business in particular. We now have a 15-strong legal team that covers everything from in- vestment legal work to pension fund administration, commercial and contractual work to employment and data protection law. And the rest is history ...

JP: Can you take us to the Car Wash?

LH: The Car Wash is so-called because it was inspired by the car valet business inside my local shopping mall. They have a set of giant posters detailing each of the levels of cleaning you can buy — bronze, silver or gold — each detailing the specific services you would get and, of course, the price you pay for each. I thought to myself that we could categorize the different work we are asked to do, just like the car wash, and then be very clear with our business colleagues what level of engagement they could expect from us. It means we operate transparently and consistently. There are other benefits, of course as well. It can help us plan our resourcing — if the business wants lawyers on more than just a handful of gold standard deals or projects, we will need some extra pairs of hands, or the business might need to prioritize. It’s all very logical, and as such, people can engage with it well, both in the team and in the business.

JP: What is the most important takeaway for institutional investors from the newly revised 2020 U.K. Stewardship Code?

LH: The key takeaway for me is how much further this goes in terms of reach. Asset owners will no longer be able to remain well-meaning but essentially sedentary. The ambit of the Code, now stretching beyond just-listed equities, as well as the granular level of detailed narrative reporting that will be required, represent excellent improvements. But I’d caution that institutional investors should not underestimate the effort that will be involved.

JP: On a related note, what has been the Financial Conduct Authority’s biggest impact on USS?

LH: The Trustee Company’s subsidiary, USS Investment Management Limited, created in 2012, is the entity authorized and regulated by the FCA. It is a special category of firm with a more limited range of permissions than a full scale, multi-client investment manager would have due to having only one client, the Trustee Company. Due to the size of assets under management, USSIM became subject to the new Senior Managers & Certification regime as an “Enhanced Firm.” There are fewer than 1% of firms in that category, and it means that we are subject to the most onerous set of requirements, broadly equivalent to those in force for banks.

A tremendous amount of effort over 12 months went into preparing for the introduction of the new regime, which focusses on senior managers, and a broader population of certification staff, each of whom must be certified as “fit and proper” to perform their role. At the end of that period, we had identified USSIM’s Senior Managers, created a Management Responsibility Map and Statements of Responsibilities, ensuring there were appropriate ‘reasonable steps frameworks’ in place. In addition, we had identified our Certified Persons and prepared for their annual fit and proper assessments and trained all relevant staff on what the regime means for each individual.

JP: Can you speak a little about the effort that goes into the valuation process that the fund is mandated to go through every three years?

LH: It seems a distant memory now, and almost like a fairy tale, but at the start of my career, my work was largely around helping employers access the huge excess reserves that had built up in defined benefits funds as legislation at the time required them to be reduced. Things changed very quickly at the turn of the century, and we started facing deficits in these pension plans. Now UK funds are required by law to undertake a valuation every three years and put in place the contributions revealed by that valuation to be necessary to fund future benefit provision and also fund any deficit concerning historic liabilities. For most plans, this has become an increasingly difficult job, not just because of the inherent uncertainty that comes with trying to price today a benefit that will be paid out many, many years in the future. But we have seen in investment cycles the resulting contribution numbers becoming increasingly painful because of the lack of certainty. The scale of a valuation for a scheme of our size, with close to £70 billion in assets (as of March 2019) and over 400 employers, is immense, and the volume of work and the complexity of the challenges are relentless.

JP: What do you see as the biggest issue facing public pension funds today or in the near future?

LH: It has to be affordability. And I mean for all, sponsors and members. We all still would like the comfort of financial security in the future, but, in my view, with the levels of uncertainty we are facing, that seems an even greater uphill struggle than it has ever in the past. A sobering thought, but we just must keep on doing the best we can for our members.