Director tenure, or “board refreshment,” is a corporate governance flashpoint at the moment for institutional investors, boards of directors and proxy advisory firms. One of the top takeaways from the 2016 proxy season, according to EY, is that “board composition remains a key focus—with director tenure and board leadership coming under increased investor scrutiny.”1 Many investors and shareholder activists view director tenure as integral to issues of board composition, succession planning, diversity, and, most of all, independence.
Fortunately, term limits for directors is an idea that, in the United States, appears to have more appeal in theory than in practice. Term limits are in place at only three percent of S&P 500 companies—a decrease from five percent in 2010. Although the sample size is small, term limits in this group range from 10 to 20 years.2 And, despite the seeming popularity of term limits among investors, during the 2016 proxy season, there were no shareholder proposals regarding director term limits, and during the 2015 proxy season, there were only two.3 The small number of boards that have mandatory term limits indicates that the vast majority of directors—though they may appreciate the arguments in favor of term limits—determine, as a practical matter, that director tenure is best evaluated on a case-by-case basis, both at the company level and at the level of individual directors. The best way to achieve healthy board turnover is not term limits or retirement ages but a robust director evaluation process combined with an ongoing director succession process.
