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Found! Great Investor at Work: Warren Buffett’s Annual Letter
to Shareholders
Every year Berkshire Hathaway CEO Warren Buffett writes an open letter
to his shareholders. And every year Buffett generously
shares his no-nonsense wisdom about business and investing.
This year’s missive is no exception. His topics included how Berkshire
goes about reinsuring the risk of other insurers, philanthropy, and how
he plans to replace himself. For margin of safety investors, Buffett’s
discussion of executive compensation as well as his discussion of friend
and fellow money manager Walter Schloss are especially fascinating.
Executive Compensation
In his letter Buffett notes that he has sat as a director on 19 boards
of directors unaffiliated with Berkshire and calls himself the Typhoid
Mary of compensation committees. “At only one company was I assigned
to comp committee duty, and then I was promptly outvoted on the most crucial
decision that we faced.”
For Buffett, sound executive compensation is part and parcel of good allocation
of capital. Either CEO compensation is linked to that employee’s
actual contribution (good) or it isn’t (look out). Here’s
the Buffett view:
When we use incentives – and these can be large – they are
always tied to the operating results for which a given CEO has authority.
We issue no lottery tickets that carry payoffs unrelated to business performance.
If a CEO bats .300, he gets paid for being a .300 hitter, even if circumstances
outside of his control cause Berkshire to perform poorly. And if he bats
.150, he doesn’t get a payoff just because the successes of others
have enabled Berkshire to prosper mightily. An example: We now
own $61 billion of equities at Berkshire, whose value can easily rise
or fall by 10% in a given year. Why in the world should the pay of our
operating executives be affected by such $6 billion swings, however important
the gain or loss may be for shareholders?
You’ve read loads about CEOs who have received astronomical compensation
for mediocre results. Much less well-advertised is the fact that America’s
CEOs also generally live the good life. Many, it should be emphasized,
are exceptionally able, and almost all work far more than 40 hours
a week. But they are usually treated like royalty in the process.
CEO perks at one company are quickly copied elsewhere. “All the
other kids have one” may seem a thought too juvenile to use as a
rationale in the boardroom. But consultants employ precisely this argument,
phrased more elegantly of course, when they make recommendations to comp
committees. Irrational and excessive comp practices will not be materially
changed by disclosure or by “independent” comp committee members.
Indeed, I think it’s likely that the reason I was rejected for
service on so many comp committees was that I was regarded as too independent.
Compensation reform will only occur if the largest institutional
shareholders – it
would only take a few – demand a fresh look at the whole
system. The consultants’ present drill of deftly selecting “peer” companies
to compare wth their clients will only perpetuate present excesses.
Walter Schloss
Buffett is a financial storyteller par excellence and this sketch of his
friend and colleague Walter Schloss conveys some of the reasons why superior
investing tends to stand apart from predominant thinking.
Here’s Buffett on Schloss:
Let me end this section by telling you about one of the good guys of Wall
Street, my long-time friend Walter Schloss, who last year turned 90. From
1956 to 2002, Walter managed a remarkably successful investment partnership,
from which he took not a dime unless his investors made money. My admiration
for Walter, it should be noted, is not based on hindsight. A full fifty
years ago, Walter was my sole recommendation to a St. Louis family who
wanted an honest and able investment manager.
Walter did not go to business school, or for that matter, college. His
office contained one file cabinet in 1956; the number mushroomed
to four by 2002. Walter worked without a secretary, clerk or bookkeeper,
his only associate being his son, Edwin, a graduate of the North
Carolina School of the Arts. Walter and Edwin never came within a mile
of inside information. Indeed, they used “outside” information
only sparingly, generally selecting securities by certain simple statistical
methods Walter learned while working for Ben Graham. When Walter and
Edwin were asked in 1989 by Outstanding Investors Digest,
“How would you summarize your approach?” Edwin replied, “We
try to buy stocks cheap.” So much for Modern Portfolio Theory,
technical analysis, macroeconomic thoughts and complex algorithms.
Following a strategy that involved no real risk – defined as permanent
loss of capital – Walter produced results over his 47 partnership
years that dramatically surpassed those of the S&P 500. It’s
particularly noteworthy that he built this record by investing in about
1,000 securities, mostly of a lackluster type. A few big winners did not
account for his success. It’s safe to say that had millions of
investment managers made trades by a) drawing stock names from a hat;
b) purchasing these stocks in comparable amounts when Walter made a purchase;
and then c) selling when Walter sold his pick, the luckiest of them would
not have come close to equaling his record. There is simply no possibility
that what Walter achieved over 47 years was due to chance.
I first publicly discussed Walter’s remarkable record in 1984. At
that time “efficient market theory” (EMT) was the centerpiece
of investment instruction at most major business schools. This
theory, as then most commonly taught, held that the price of any stock
at any moment is not demonstrably mispriced, which means that no investor
can be expected to
overperform the stock market averages using only publicly-available
information (though some will do so by luck). When I talked about Walter
23 years ago, his record forcefully contradicted this dogma.
And what did members of the academic community do when they were exposed
to this new and important evidence? Unfortunately, they reacted in all-too-human
fashion: Rather than opening their minds, they closed their eyes. To my
knowledge no business school teaching EMT made any attempt to
study Walter’s performance and what it meant for the school’s
cherished theory.
Instead, the faculties of the schools went merrily on their way presenting
EMT as having the certainty of scripture. Typically, a finance instructor
who had the nerve to question EMT had about as much chance of major promotion
as Galileo had of being named Pope.
Tens of thousands of students were therefore sent out into life believing
that on every day the price of every stock was “right” (or,
more accurately, not demonstrably wrong) and that attempts to evaluate
businesses – that is, stocks – were useless. Walter meanwhile
went on over-performing, his job made easier by the misguided instructions
that had been given to those young minds. After all, if you are in the
shipping business, it’s helpful to have all of your potential competitors
be taught that the earth is flat.
Maybe it was a good thing for his investors that Walter didn’t
go to college.
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