Wilson, who had helped engineer GM's bankruptcy on behalf of the US government in 2009, popped up a month ago asking for a board seat and a promise by Detroit's industry leader to repurchase $8 billion of stock within a year of the 2015 annual meeting. Wilson withdrew his board-seat demand on Monday, and the company agreed to buy back $5 billion by the end of next year.
If it looks like a tactical win for GM, think again. The company led by Chief Executive Mary Barra set parameters that should enforce greater fiscal discipline on the company than ever before. GM said a "foundational element of its approach will be to return all available free cash flow to shareholders" while maintaining a balance sheet, with a cash pile of $20 billion, to ensure an investment-grade credit rating.
This is as good an outcome as shareholders could have wanted. Rather than following the scorched-earth entrenchment playbook championed by attorney Marty Lipton and Goldman Sachs in response to the arrival of Wilson and the four funds he was working with - Appaloosa, Taconic, Hayman and HG Vora - Barra and her deputy, President Dan Ammann, chose a course of active engagement.
Having Wilson on the board would have been a bonus. His presence, in the form of very clear capital allocation targets, nevertheless will linger inside the boardroom like a personal trainer, keeping the company from overspending too much and reverting to its flabby mean.
Finally, having precise fiscal commitments in response to shareholder pressure gives GM a better bargaining position with members of the United Auto Workers, which owns 8.7 per cent of the stock. GM and the union, which opposed Wilson's $8 billion figure, will enter contract negotiations later this year. Wilson just gave GM some leverage, and shareholders a bonus.
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