48 Wall Street, 22nd Floor, New York, New York
|
10005
|
(Address of principal executive offices)
|
(Zip code)
|
AST Fund Solutions, LLC, 48 Wall Street, 22nd Floor, New York, New York
|
10005
|
Date of fiscal year end:
|
December 31, 2014
|
Date of reporting period:
|
December 31, 2014
|
ITEM 1.
|
REPORTS TO STOCKHOLDERS.
|
Portfolio Summary
|
1
|
Schedule of Investments
|
2
|
Statement of Assets and Liabilities
|
8
|
Statement of Operations
|
9
|
Statement of Changes in Net Assets
|
10
|
Financial Highlights
|
11
|
Notes to Financial Statements
|
12
|
Report of Independent Registered Public Accounting Firm
|
17
|
Results of Special Meeting of Stockholders
|
18
|
2014 Tax Information
|
19
|
Additional Information Regarding the Fund’s Directors and Corporate Officers
|
20
|
Description of Dividend Reinvestment Plan
|
22
|
Proxy Voting and Portfolio Holdings Information
|
24
|
Privacy Policy Notice
|
25
|
Summary of General Information
|
28
|
Stockholder Information
|
28
|
Cornerstone Strategic Value Fund, Inc.
Portfolio Summary – as of December 31, 2014 (unaudited) |
Sector
|
Percent of
Net Assets
|
Closed-End Funds
|
41.6
|
Information Technology
|
11.3
|
Financials
|
9.3
|
Health Care
|
8.2
|
Consumer Discretionary
|
6.9
|
Industrials
|
5.7
|
Consumer Staples
|
5.2
|
Energy
|
4.8
|
Materials
|
1.7
|
Telecommunication Services
|
1.5
|
Utilities
|
1.2
|
Exchange-Traded Funds
|
1.2
|
Other
|
1.4
|
Holding
|
Sector
|
Percent of
Net Assets
|
|
1.
|
BlackRock Resources & Commodities Strategy Trust
|
Closed-End Funds
|
4.6
|
2.
|
Apple Inc.
|
Information Technology
|
3.2
|
3.
|
ClearBridge Energy MLP Fund Inc.
|
Closed-End Funds
|
2.9
|
4.
|
CBRE Clarion Global Real Estate Income Fund
|
Closed-End Funds
|
2.8
|
5.
|
Exxon Mobil Corporation
|
Energy
|
2.2
|
6.
|
Cohen & Steers Quality Income Realty Fund, Inc.
|
Closed-End Funds
|
2.1
|
7.
|
Wal-Mart Stores, Inc.
|
Consumer Staples
|
2.0
|
8.
|
Alpine Global Premier Properties Fund
|
Closed-End Funds
|
1.6
|
9.
|
General Electric Company
|
Industrials
|
1.6
|
10.
|
Oracle Corporation
|
Information Technology
|
1.5
|
Cornerstone Strategic Value Fund, Inc.
Schedule of Investments – December 31, 2014 |
Description
|
No. of
Shares |
Value
|
||||||
EQUITY SECURITIES — 98.57%
|
||||||||
CLOSED-END FUNDS — 41.54%
|
||||||||
CORE — 1.37%
|
||||||||
Adams Express Company (The)
|
39,756
|
$
|
543,862
|
|||||
Gabelli Equity Trust Inc.
|
72,907
|
471,708
|
||||||
General American Investors Company, Inc.
|
1,859
|
65,065
|
||||||
Guggenheim Enhanced Equity Strategy Fund
|
3,408
|
60,424
|
||||||
Liberty All-Star Equity Fund
|
162,917
|
974,244
|
||||||
Tri-Continental Corporation
|
8,553
|
183,120
|
||||||
2,298,423
|
||||||||
CORPORATE DEBT INVESTMENT GRADE-RATED — 0.10%
|
||||||||
Transamerica Income Shares, Inc.
|
8,490
|
171,668
|
||||||
DEVELOPED MARKET — 0.85%
|
||||||||
Aberdeen Australia Equity Fund, Inc.
|
129,666
|
889,509
|
||||||
Aberdeen Israel Fund, Inc.
|
2,700
|
44,307
|
||||||
Aberdeen Japan Equity Fund, Inc. (The)
|
23,892
|
161,749
|
||||||
Aberdeen Singapore Fund, Inc.
|
21,618
|
257,687
|
||||||
New Ireland Fund, Inc. (The)
|
1,400
|
17,668
|
||||||
Swiss Helvetia Fund, Inc. (The)
|
5,700
|
63,498
|
||||||
1,434,418
|
||||||||
EMERGING MARKETS — 2.32%
|
||||||||
Mexico Fund, Inc. (The)
|
37,301
|
775,861
|
||||||
Morgan Stanley China A Share Fund, Inc.
|
60,100
|
1,825,237
|
||||||
Morgan Stanley Eastern Europe Fund, Inc.
|
3,971
|
54,760
|
||||||
Templeton Emerging Markets Fund
|
3,200
|
49,344
|
||||||
Description
|
No. of
Shares |
Value
|
||||||
EMERGING MARKETS (continued)
|
||||||||
Voya Emerging Markets High Dividend Equity Fund
|
115,767
|
$
|
1,199,346
|
|||||
3,904,548
|
||||||||
EMERGING MARKETS DEBT — 1.21%
|
||||||||
Global High Income Fund Inc.
|
70,031
|
617,673
|
||||||
Western Asset Emerging Markets Income Fund Inc.
|
111,805
|
1,224,265
|
||||||
Western Asset Worldwide Income Fund Inc.
|
17,096
|
195,065
|
||||||
2,037,003
|
||||||||
ENERGY MLP — 6.04%
|
||||||||
ClearBridge Energy MLP Fund Inc.
|
177,611
|
4,902,064
|
||||||
ClearBridge Energy MLP Opportunity Fund Inc.
|
62,315
|
1,471,257
|
||||||
ClearBridge Energy MLP Total Return Fund Inc.
|
82,786
|
1,770,793
|
||||||
First Trust MLP and Energy Income Fund
|
93,535
|
2,015,679
|
||||||
10,159,793
|
||||||||
GENERAL & INSURED LEVERAGED — 0.96%
|
||||||||
Invesco Municipal Opportunity Trust
|
101,199
|
1,301,419
|
||||||
Invesco Value Municipal Income Trust
|
0
|
6
|
||||||
Nuveen Dividend Advantage Municipal Fund 3
|
21,409
|
295,016
|
||||||
Nuveen Dividend Advantage Municipal Income Fund
|
1,302
|
18,371
|
||||||
1,614,812
|
||||||||
GENERAL BOND — 1.42%
|
||||||||
Deutsche Multi-Market Income Trust
|
199,705
|
1,701,487
|
||||||
Deutsche Strategic Income Trust
|
58,724
|
678,849
|
||||||
2,380,336
|
Cornerstone Strategic Value Fund, Inc.
Schedule of Investments – December 31, 2014 (Continued) |
Description
|
No. of
Shares |
Value
|
||||||
GLOBAL — 2.01%
|
||||||||
Alpine Global Dynamic Dividend Fund
|
18,851
|
$
|
185,494
|
|||||
Clough Global Allocation Fund
|
44,722
|
660,097
|
||||||
Clough Global Equity Fund
|
19,667
|
284,778
|
||||||
Clough Global Opportunities Fund
|
99,274
|
1,272,693
|
||||||
Delaware Enhanced Global Dividend and Income Fund
|
33,556
|
378,176
|
||||||
GDL Fund (The)
|
59,148
|
605,084
|
||||||
3,386,322
|
||||||||
HIGH CURRENT YIELD (LEVERAGED) — 2.34%
|
||||||||
BlackRock Corporate High Yield Fund VI, Inc.
|
63,000
|
718,200
|
||||||
BlackRock Debt Strategies Fund, Inc.
|
232,600
|
865,272
|
||||||
Deutsche High Income Opportunities Fund, Inc.
|
65,888
|
924,409
|
||||||
Deutsche High Income Trust
|
18,298
|
159,925
|
||||||
First Trust Strategic High Income Fund II
|
16,705
|
242,222
|
||||||
Franklin Universal Trust
|
59,582
|
423,032
|
||||||
Neuberger Berman High Yield Strategies Fund Inc.
|
46,181
|
568,026
|
||||||
Prudential Short Duration High Yield Fund, Inc.
|
1,926
|
32,126
|
||||||
Western Asset Global Partners Income Fund Inc
|
927
|
9,085
|
||||||
3,942,297
|
||||||||
HIGH YIELD — 0.21%
|
||||||||
Credit Suisse Asset Management Income Fund, Inc.
|
31,750
|
104,457
|
||||||
Description
|
No. of
Shares |
Value
|
||||||
HIGH YIELD (continued)
|
||||||||
Western Asset High Yield Defined Opportunity Fund Inc.
|
12,000
|
$
|
189,240
|
|||||
Western Asset Managed High Income Fund Inc.
|
12,227
|
62,480
|
||||||
356,177
|
||||||||
HIGH YIELD MUNICIPAL DEBT — 0.02%
|
||||||||
MFS High Income Municipal Trust
|
4,200
|
20,496
|
||||||
MFS Municipal Income Trust
|
2,777
|
18,439
|
||||||
38,935
|
||||||||
INCOME & PREFERRED STOCK — 0.02%
|
||||||||
Nuveen Quality Preferred Income Fund 3
|
4,147
|
34,544
|
||||||
LOAN PARTICIPATION — 1.95%
|
||||||||
Blackstone / GSO Senior Floating Rate Term Fund
|
16,900
|
282,906
|
||||||
Eaton Vance Floating-Rate Income Trust
|
31,100
|
431,979
|
||||||
Eaton Vance Senior Floating-Rate Trust
|
15,309
|
209,580
|
||||||
Eaton Vance Senior Income Trust
|
22,998
|
143,508
|
||||||
Invesco Senior Income Trust
|
325,459
|
1,484,093
|
||||||
Nuveen Credit Strategies Income Fund
|
27,092
|
237,597
|
||||||
Nuveen Floating Rate Income Opportunity Fund
|
21,172
|
238,608
|
||||||
Voya Prime Rate Trust
|
46,358
|
246,161
|
||||||
3,274,432
|
||||||||
NATURAL RESOURCES — 7.72%
|
||||||||
BlackRock Resources & Commodities Strategy Trust
|
797,642
|
7,745,104
|
Cornerstone Strategic Value Fund, Inc.
Schedule of Investments – December 31, 2014 (Continued) |
Description
|
No. of
Shares |
Value
|
||||||
NATURAL RESOURCES (continued)
|
||||||||
First Trust Energy Income and Growth Fund
|
39,911
|
$
|
1,456,751
|
|||||
First Trust Energy Infrastructure Fund
|
99,811
|
2,373,506
|
||||||
Petroleum & Resources Corporation
|
59,335
|
1,414,546
|
||||||
12,989,907
|
||||||||
OPTION ARBITRAGE/OPTIONS STRATEGIES — 0.39%
|
||||||||
BlackRock Global Opportunities Equity Trust
|
50,000
|
656,500
|
||||||
PACIFIC EX JAPAN — 0.01%
|
||||||||
Aberdeen Greater China Fund, Inc.
|
1,013
|
10,049
|
||||||
REAL ESTATE — 12.08%
|
||||||||
Alpine Global Premier Properties Fund
|
369,165
|
2,661,680
|
||||||
CBRE Clarion Global Real Estate Income Fund
|
524,536
|
4,715,579
|
||||||
Cohen & Steers Preferred Securities and Income Fund, Inc.
|
96,815
|
1,838,517
|
||||||
Cohen & Steers Quality Income Realty Fund, Inc.
|
287,186
|
3,500,797
|
||||||
Cohen & Steers Total Return Realty Fund, Inc.
|
191,017
|
2,521,424
|
||||||
LMP Real Estate Income Fund Inc.
|
88,934
|
1,116,122
|
||||||
Neuberger Berman Real Estate Securities Income Fund Inc.
|
379,693
|
2,008,576
|
||||||
Nuveen Real Estate Income Fund
|
55,172
|
634,478
|
||||||
Description |
No. of
Shares |
Value
|
||||||
REAL ESTATE (continued)
|
||||||||
RMR Real Estate Income Fund
|
63,887
|
$
|
1,330,127
|
|||||
20,327,300
|
||||||||
SECTOR EQUITY — 0.32%
|
||||||||
Gabelli Healthcare & WellnessRx Trust (The)
|
3,503
|
36,501
|
||||||
John Hancock Financial Opportunities Fund
|
21,516
|
506,917
|
||||||
543,418
|
||||||||
U.S. MORTGAGE — 0.01%
|
||||||||
First Trust Mortgage Income Fund
|
1,600
|
23,776
|
||||||
UTILITY — 0.16%
|
||||||||
Gabelli Global Utility & Income Trust (The)
|
14,150
|
274,510
|
||||||
VALUE FUNDS — 0.03%
|
||||||||
Nuveen Tax-Advantaged Total Return Strategy Fund
|
3,500
|
46,620
|
||||||
TOTAL CLOSED-END FUNDS
|
69,905,788
|
|||||||
CONSUMER DISCRETIONARY — 6.87%
|
||||||||
CBS Corporation - Class B
|
5,000
|
276,700
|
||||||
Comcast Corporation - Class A
|
27,655
|
1,604,267
|
||||||
Delphi Automotive PLC
|
3,000
|
218,160
|
||||||
DIRECTV *
|
5,000
|
433,500
|
||||||
Ford Motor Company
|
40,000
|
620,000
|
||||||
Gap, Inc. (The)
|
4,000
|
168,440
|
||||||
Home Depot, Inc. (The)
|
19,600
|
2,057,412
|
||||||
Johnson Controls, Inc.
|
8,500
|
410,890
|
||||||
Lowe's Companies, Inc.
|
8,000
|
550,400
|
||||||
Macy's, Inc.
|
6,000
|
394,500
|
||||||
News Corporation - Class B *
|
1,250
|
18,850
|
Cornerstone Strategic Value Fund, Inc.
Schedule of Investments – December 31, 2014 (Continued) |
Description
|
No. of
Shares |
Value
|
||||||
CONSUMER DISCRETIONARY (continued)
|
||||||||
Time Inc.
|
1,362
|
$
|
33,519
|
|||||
Time Warner Cable Inc.
|
2,000
|
304,120
|
||||||
Time Warner Inc.
|
10,900
|
931,078
|
||||||
TJX Companies, Inc. (The)
|
14,000
|
960,120
|
||||||
Twenty-First Century Fox, Inc.
|
5,000
|
184,450
|
||||||
Viacom Inc. - Class B
|
3,950
|
297,238
|
||||||
Walt Disney Company (The)
|
22,200
|
2,091,018
|
||||||
11,554,662
|
||||||||
CONSUMER STAPLES — 5.20%
|
||||||||
Altria Group, Inc.
|
8,800
|
433,576
|
||||||
Archer-Daniels-Midland Company
|
8,000
|
416,000
|
||||||
Costco Wholesale Corporation
|
5,000
|
708,750
|
||||||
CVS Caremark Corporation
|
10,430
|
1,004,513
|
||||||
Kellogg Company
|
5,000
|
327,200
|
||||||
Kraft Foods Group, Inc.
|
4,000
|
250,640
|
||||||
Kroger Co. (The)
|
7,000
|
449,470
|
||||||
Mondelēz International, Inc. - Class A
|
14,000
|
508,550
|
||||||
PepsiCo, Inc.
|
6,000
|
567,360
|
||||||
Walgreens Boots Alliance, Inc.
|
10,000
|
762,000
|
||||||
Wal-Mart Stores, Inc.
|
38,700
|
3,323,556
|
||||||
8,751,615
|
||||||||
ENERGY — 4.80%
|
||||||||
ConocoPhillips
|
13,974
|
965,044
|
||||||
Devon Energy Corporation
|
7,000
|
428,470
|
||||||
EOG Resources, Inc.
|
7,000
|
644,490
|
||||||
Exxon Mobil Corporation
|
39,936
|
3,692,083
|
||||||
Phillips 66
|
7,487
|
536,818
|
||||||
Schlumberger Limited
|
18,000
|
1,537,380
|
||||||
Valero Energy Corporation
|
5,000
|
247,500
|
||||||
Description
|
No. of
Shares |
Value
|
||||||
ENERGY (continued)
|
||||||||
WPX Energy, Inc. *
|
1,666
|
$
|
19,376
|
|||||
8,071,161
|
||||||||
EXCHANGE-TRADED FUNDS — 1.22%
|
||||||||
iShares Core S&P 500 ETF
|
5,000
|
1,034,500
|
||||||
SPDR S&P 500 ETF Trust
|
5,000
|
1,027,500
|
||||||
2,062,000
|
||||||||
FINANCIALS — 9.32%
|
||||||||
AFLAC, Inc.
|
5,500
|
335,995
|
||||||
American International Group, Inc.
|
9,000
|
504,090
|
||||||
Aon plc
|
5,500
|
521,565
|
||||||
Berkshire Hathaway Inc. - Class B *
|
11,000
|
1,651,650
|
||||||
BlackRock, Inc. - Class A
|
1,500
|
536,340
|
||||||
Capital One Financial Corporation
|
4,500
|
371,475
|
||||||
Citigroup, Inc.
|
38,000
|
2,056,180
|
||||||
Fifth Third Bancorp
|
11,500
|
234,312
|
||||||
Franklin Resources, Inc.
|
5,000
|
276,850
|
||||||
Goldman Sachs Group, Inc. (The)
|
7,000
|
1,356,810
|
||||||
JPMorgan Chase & Co.
|
34,132
|
2,135,980
|
||||||
MetLife, Inc.
|
14,000
|
757,260
|
||||||
Morgan Stanley
|
23,000
|
892,400
|
||||||
PNC Financial Services Group, Inc. (The)
|
8,000
|
729,840
|
||||||
Principal Financial Group, Inc.
|
4,000
|
207,760
|
||||||
Prudential Financial, Inc.
|
6,000
|
542,760
|
||||||
SunTrust Banks, Inc.
|
6,000
|
251,400
|
||||||
Wells Fargo & Company
|
37,800
|
2,072,196
|
||||||
Weyerhaeuser Company
|
7,000
|
251,230
|
||||||
15,686,093
|
||||||||
HEALTH CARE — 8.21%
|
||||||||
Abbott Laboratories
|
13,200
|
594,264
|
||||||
AbbVie Inc.
|
13,200
|
863,808
|
||||||
Actavis plc *
|
2,000
|
514,820
|
Cornerstone Strategic Value Fund, Inc.
Schedule of Investments – December 31, 2014 (Continued) |
Description
|
No. of
Shares |
Value
|
||||||
HEALTH CARE (continued)
|
||||||||
Aetna Inc.
|
5,000
|
$
|
444,150
|
|||||
Allergan, Inc.
|
4,500
|
956,655
|
||||||
Amgen Inc.
|
9,800
|
1,561,042
|
||||||
Anthem, Inc.
|
4,500
|
565,515
|
||||||
Baxter International Inc.
|
7,000
|
513,030
|
||||||
Biogen Idec Inc. *
|
2,000
|
678,900
|
||||||
Cigna Corporation
|
2,500
|
257,275
|
||||||
Express Scripts Holding Company *
|
6,000
|
508,020
|
||||||
Johnson & Johnson
|
20,000
|
2,091,400
|
||||||
McKesson Corporation
|
1,800
|
373,644
|
||||||
Merck & Company, Inc.
|
35,267
|
2,002,813
|
||||||
Pfizer Inc.
|
30,000
|
934,500
|
||||||
St. Jude Medical, Inc.
|
5,000
|
325,150
|
||||||
Thermo Fisher Scientific Inc.
|
5,000
|
626,450
|
||||||
13,811,436
|
||||||||
INDUSTRIALS — 5.73%
|
||||||||
Caterpillar Inc.
|
8,000
|
732,240
|
||||||
CSX Corporation
|
12,000
|
434,760
|
||||||
Deere & Company
|
6,500
|
575,055
|
||||||
Delta Air Lines, Inc.
|
9,000
|
442,710
|
||||||
General Dynamics Corporation
|
3,000
|
412,860
|
||||||
General Electric Company
|
104,000
|
2,628,080
|
||||||
Honeywell International Inc.
|
10,000
|
999,200
|
||||||
Lockheed Martin Corporation
|
4,000
|
770,280
|
||||||
Norfolk Southern Corporation
|
3,000
|
328,830
|
||||||
Northrop Grumman Corporations
|
2,000
|
294,780
|
||||||
Precision Castparts Corporation
|
2,000
|
481,760
|
||||||
Union Pacific Corporation
|
13,000
|
1,548,690
|
||||||
9,649,245
|
||||||||
Description
|
No. of
Shares |
Value
|
||||||
INFORMATION TECHNOLOGY — 11.25%
|
||||||||
Apple Inc.
|
48,300
|
$
|
5,331,354
|
|||||
Cisco Systems, Inc.
|
60,000
|
1,668,900
|
||||||
Cognizant Technology Solutions Corporation *
|
10,000
|
526,600
|
||||||
eBay Inc. *
|
10,000
|
561,200
|
||||||
Facebook, Inc. *
|
25,000
|
1,950,500
|
||||||
Google Inc. - Class A *
|
2,000
|
1,061,320
|
||||||
Google Inc. - Class C *
|
2,000
|
1,052,800
|
||||||
Hewlett-Packard Company
|
12,000
|
481,560
|
||||||
Intel Corporation
|
46,000
|
1,669,340
|
||||||
International Business Machines Corporation
|
13,100
|
2,101,764
|
||||||
Oracle Corporation
|
56,272
|
2,530,552
|
||||||
18,935,890
|
||||||||
MATERIALS — 1.73%
|
||||||||
Air Products & Chemicals, Inc.
|
2,000
|
288,460
|
||||||
Dow Chemical Company (The)
|
15,000
|
684,150
|
||||||
Ecolab Inc.
|
2,500
|
261,300
|
||||||
International Paper Company
|
4,000
|
214,320
|
||||||
LyondellBasell Industries N.V.
|
4,000
|
317,560
|
||||||
Newmont Mining Corporation
|
5,000
|
94,500
|
||||||
PPG Industries, Inc.
|
2,000
|
462,300
|
||||||
Praxair, Inc.
|
4,500
|
583,020
|
||||||
2,905,610
|
||||||||
TELECOMMUNICATION SERVICES — 1.47%
|
||||||||
AT&T, Inc.
|
25,039
|
841,060
|
||||||
Verizon Communications, Inc.
|
35,000
|
1,637,300
|
||||||
2,478,360
|
||||||||
UTILITIES — 1.23%
|
||||||||
AES Corporation (The)
|
8,000
|
110,160
|
||||||
American Electric Power Company, Inc.
|
4,000
|
242,880
|
Cornerstone Strategic Value Fund, Inc.
Schedule of Investments – December 31, 2014 (Concluded) |
Description
|
No. of
Shares |
Value
|
||||||
UTILITIES (continued)
|
||||||||
Exelon Corporation
|
10,000
|
$
|
370,800
|
|||||
PG&E Corporation
|
6,000
|
319,440
|
||||||
PPL Corporation
|
6,000
|
217,980
|
||||||
Public Service Enterprises Group, Inc.
|
6,500
|
269,165
|
||||||
Southern Company (The)
|
8,000
|
392,880
|
||||||
Xcel Energy Inc.
|
4,000
|
143,680
|
||||||
2,066,985
|
||||||||
TOTAL EQUITY SECURITIES
|
||||||||
(cost - $137,832,910)
|
165,878,845
|
|||||||
SHORT-TERM INVESTMENTS — 1.27%
|
||||||||
MONEY MARKET FUNDS — 1.27%
|
||||||||
Fidelity Institutional Money Market Government Portfolio - Class I, 0.01%^ (cost - $2,145,952)
|
2,145,952
|
2,145,952
|
||||||
TOTAL INVESTMENTS — 99.84%
|
||||||||
(cost - $139,978,862)
|
168,024,797
|
|||||||
OTHER ASSETS IN EXCESS OF LIABILITIES — 0.16%
|
262,534
|
|||||||
NET ASSETS — 100.00%
|
$
|
168,287,331
|
* | Non-income producing security. |
^ | The rate shown is the 7-day effective yield as of December 31, 2014. |
Cornerstone Strategic Value Fund, Inc.
Statement of Assets and Liabilities – December 31, 2014 |
ASSETS
|
||||
Investments, at value (cost – $139,978,862) (Notes B and C)
|
$
|
168,024,797
|
||
Receivables:
|
||||
Investments sold
|
1,157,989
|
|||
Dividends
|
318,681
|
|||
Prepaid expenses
|
15,766
|
|||
Total Assets
|
169,517,233
|
|||
LIABILITIES
|
||||
Payables:
|
||||
Investments purchased
|
908,253
|
|||
Investment management fees (Note D)
|
141,715
|
|||
Directors’ fees and expenses
|
48,608
|
|||
Administration fees (Note D)
|
10,169
|
|||
Other accrued expenses
|
121,157
|
|||
Total Liabilities
|
1,229,902
|
|||
NET ASSETS (applicable to 8,194,717 shares of common stock)
|
$
|
168,287,331
|
||
NET ASSET VALUE PER SHARE ($168,287,331 ÷ 8,194,717)
|
$
|
20.54
|
||
NET ASSETS CONSISTS OF
|
||||
Common stock, $0.001 par value; 8,194,717 shares issued and outstanding (100,000,000 shares authorized)
|
$
|
8,195
|
||
Paid-in capital
|
140,281,121
|
|||
Accumulated net realized gain/(loss) on investments
|
(47,920
|
)
|
||
Net unrealized appreciation in value of investments
|
28,045,935
|
|||
Net assets applicable to shares outstanding
|
$
|
168,287,331
|
Cornerstone Strategic Value Fund, Inc.
Statement of Operations – for the Year Ended December 31, 2014 |
INVESTMENT INCOME
|
||||
Income:
|
||||
Dividends
|
$
|
4,916,943
|
||
Expenses:
|
||||
Investment management fees (Note D)
|
1,755,166
|
|||
Administration fees (Note D)
|
131,638
|
|||
Directors’ fees and expenses
|
116,764
|
|||
Reverse stock split expenses
|
88,086
|
|||
Accounting fees
|
49,354
|
|||
Legal and audit fees
|
46,727
|
|||
Printing
|
46,267
|
|||
Custodian fees
|
40,891
|
|||
Transfer agent fees
|
24,845
|
|||
Stock exchange listing fees
|
10,789
|
|||
Insurance
|
7,101
|
|||
Miscellaneous
|
18,240
|
|||
Total Expenses
|
2,335,868
|
|||
Net Investment Income
|
2,581,075
|
|||
NET REALIZED AND UNREALIZED GAIN ON INVESTMENTS
|
||||
Net realized gain from investments
|
11,329,698
|
|||
Capital gain distributions from regulated investment companies
|
978,775
|
|||
Net change in unrealized appreciation in value of investments
|
4,601,426
|
|||
Net realized and unrealized gain on investments
|
16,909,899
|
|||
NET INCREASE IN NET ASSETS RESULTING FROM OPERATIONS
|
$
|
19,490,974
|
Cornerstone Strategic Value Fund, Inc.
Statement of Changes in Net Assets |
For the Years Ended December 31,
|
||||||||
2014
|
2013
|
|||||||
INCREASE/(DECREASE) IN NET ASSETS
|
||||||||
Operations:
|
||||||||
Net investment income
|
$
|
2,581,075
|
$
|
1,869,677
|
||||
Net realized gain from investments
|
12,308,473
|
8,732,115
|
||||||
Net change in unrealized appreciation in value of investments
|
4,601,426
|
10,911,290
|
||||||
Net increase in net assets resulting from operations
|
19,490,974
|
21,513,082
|
||||||
Dividends and distributions to stockholders (Note B):
|
||||||||
Net investment income
|
(2,581,075
|
)
|
(1,869,677
|
)
|
||||
Net realized gains
|
(12,356,393
|
)
|
(8,732,115
|
)
|
||||
Return-of-capital
|
(22,273,549
|
)
|
(13,777,354
|
)
|
||||
Total dividends and distributions to stockholders
|
(37,211,017
|
)
|
(24,379,146
|
)
|
||||
Common stock transactions:*
|
||||||||
Proceeds from rights offering of 0 and 3,158,284 shares of newly issued common stock, respectively
|
—
|
74,788,165
|
||||||
Offering expenses associated with rights offering
|
—
|
(91,545
|
)
|
|||||
Cash in lieu of 76 fractional shares from the reverse stock split
|
(1,539
|
)
|
—
|
|||||
Proceeds from 258,745 and 126,147 shares newly issued in reinvestment of dividends and distributions, respectively
|
5,636,862
|
2,837,329
|
||||||
Net increase in net assets from common stock transactions
|
5,635,323
|
77,533,949
|
||||||
Total increase/(decrease) in net assets
|
(12,084,720
|
)
|
74,667,885
|
|||||
NET ASSETS
|
||||||||
Beginning of year
|
180,372,051
|
105,704,166
|
||||||
End of year
|
$
|
168,287,331
|
$
|
180,372,051
|
* | Shares are adjusted for the one-for-four reverse stock split that was effective December 29, 2014. |
Cornerstone Strategic Value Fund, Inc.
Financial Highlights |
Contained below is per share operating performance data for a share of common stock outstanding, total investment return, ratios to average net assets and other supplemental data for each year indicated. This information has been derived from information provided in the financial statements and market price data for the Fund’s shares.
|
For the Years Ended December 31,*
|
||||||||||||||||||||
2014
|
2013
|
2012
|
2011
|
2010
|
||||||||||||||||
PER SHARE OPERATING PERFORMANCE
|
||||||||||||||||||||
Net asset value, beginning of year
|
$
|
22.72
|
$
|
22.72
|
$
|
24.52
|
$
|
30.20
|
$
|
32.96
|
||||||||||
Net investment income #
|
0.32
|
0.40
|
0.44
|
0.28
|
0.24
|
|||||||||||||||
Net realized and unrealized gain/(loss) on investments
|
2.10
|
3.80
|
2.76
|
(0.16
|
)
|
3.04
|
||||||||||||||
Net increase in net assets resulting from operations
|
2.42
|
4.20
|
3.20
|
0.12
|
3.28
|
|||||||||||||||
Dividends and distributions to stockholders:
|
||||||||||||||||||||
Net investment income
|
(0.32
|
)
|
(0.40
|
)
|
(1.48
|
)
|
(0.52
|
)
|
(0.28
|
)
|
||||||||||
Net realized capital gains
|
(1.52
|
)
|
(1.76
|
)
|
(0.76
|
)
|
—
|
—
|
||||||||||||
Return-of-capital
|
(2.76
|
)
|
(2.76
|
)
|
(3.08
|
)
|
(5.60
|
)
|
(6.44
|
)
|
||||||||||
Total dividends and distributions to stockholders
|
(4.60
|
)
|
(4.92
|
)
|
(5.32
|
)
|
(6.12
|
)
|
(6.72
|
)
|
||||||||||
Common stock transactions:
|
||||||||||||||||||||
Anti-dilutive effect due to shares issued:
|
||||||||||||||||||||
Rights offering
|
—
|
0.72
|
0.32
|
0.20
|
0.52
|
|||||||||||||||
Reinvestment of dividends and distributions
|
0.00
|
+
|
0.00
|
+
|
0.00
|
+
|
0.12
|
0.16
|
||||||||||||
Total common stock transactions
|
0.00
|
+
|
0.72
|
0.32
|
0.32
|
0.68
|
||||||||||||||
Net asset value, end of year
|
$
|
20.54
|
$
|
22.72
|
$
|
22.72
|
$
|
24.52
|
$
|
30.20
|
||||||||||
Market value, end of year
|
$
|
20.02
|
$
|
26.40
|
$
|
24.00
|
$
|
26.36
|
$
|
35.36
|
||||||||||
Total investment return (a)
|
(6.29
|
)%
|
36.67
|
%
|
13.33
|
%
|
(11.11
|
)%
|
(10.19
|
)%
|
||||||||||
RATIOS/SUPPLEMENTAL DATA
|
||||||||||||||||||||
Net assets, end of year (000 omitted)
|
$
|
168,287
|
$
|
180,372
|
$
|
105,704
|
$
|
88,111
|
$
|
64,266
|
||||||||||
Ratio of expenses to average net assets, net of fee waivers and fees paid indirectly, if any (b)
|
1.33
|
%
|
1.33
|
%
|
1.40
|
%
|
1.55
|
%
|
1.73
|
%
|
||||||||||
Ratio of expenses to average net assets, excluding fee waivers and fees paid indirectly, if any (b)
|
1.33
|
%
|
1.33
|
%
|
1.40
|
%
|
1.55
|
%
|
1.74
|
%
|
||||||||||
Ratio of net investment income to average net assets (c)
|
1.47
|
%
|
1.69
|
%
|
1.83
|
%
|
0.98
|
%
|
0.77
|
%
|
||||||||||
Portfolio turnover rate
|
51.44
|
%
|
48.46
|
%
|
40.75
|
%
|
38.08
|
%
|
25.28
|
%
|
* | Effective December 29, 2014, a reverse split of 1:4 occurred. All per share amounts have been restated according to the terms of the reverse split. |
# | Based on average shares outstanding. |
+ | Amount rounds to less than $0.01. |
(a) | Total investment return at market value is based on the changes in market price of a share during the period and assumes reinvestment of dividends and distributions, if any, at actual prices pursuant to the Fund’s dividend reinvestment plan. Total investment return does not reflect brokerage commissions. |
(b) | Expenses do not include expenses of investments companies in which the Fund invests. |
(c) | Recognition of net investment income by the Fund may be affected by the timing of the declaration of dividends, if any, by investment companies in which the Fund invests. |
Cornerstone Strategic Value Fund, Inc.
Notes to Financial Statements |
Cornerstone Strategic Value Fund, Inc.
Notes to Financial Statements (continued) |
Cornerstone Strategic Value Fund, Inc.
Notes to Financial Statements (continued) |
• | Level 1 – quoted unadjusted prices for identical instruments in active markets to which the Fund has access at the date of measurement. |
• | Level 2 – quoted prices for similar instruments in active markets; quoted prices for identical or similar instruments in markets that are not active; and model-derived valuations in which all significant inputs and significant value drivers are observable in active markets. Level 2 inputs are those in markets for which there are few transactions, the prices are not current, little public information exists or instances where prices vary substantially over time or among brokered market makers. |
• | Level 3 – model derived valuations in which one or more significant inputs or significant value drivers are unobservable. Unobservable inputs are those inputs that reflect the Fund’s own assumptions that market participants would use to price the asset or liability based on the best available information. |
Valuation Inputs
|
Investments
in Securities |
Other
Financial Instruments* |
||||||
Level 1 – Quoted Prices
|
||||||||
Equity Investments
|
$
|
165,878,845
|
$
|
—
|
||||
Short-Term Investments
|
2,145,952
|
—
|
||||||
Level 2 – Other Significant Observable Inputs
|
—
|
—
|
||||||
Level 3 – Significant Unobservable Inputs
|
—
|
—
|
||||||
Total
|
$
|
168,024,797
|
$
|
—
|
* | Other financial instruments include futures, forwards and swap contracts. |
Cornerstone Strategic Value Fund, Inc.
Notes to Financial Statements (continued) |
Shares at beginning of year
|
7,936,048
|
|||
Shares newly issued in reinvestment of dividends and distributions
|
258,745
|
|||
Shares paid cash in lieu of fractional shares from the reverse stock split
|
(76
|
)
|
||
Shares at end of year
|
8,194,717
|
+ | Share amounts reflect the one-for-four reverse stock split that was effective December 29, 2014. |
2014
|
2013
|
|||||||
Ordinary Income
|
$
|
6,774,673
|
$
|
3,415,616
|
||||
Long-Term Capital Gains
|
8,162,795
|
7,186,176
|
||||||
Return-of-Capital
|
22,273,549
|
13,777,354
|
||||||
Total Distributions
|
$
|
37,211,017
|
$
|
24,379,146
|
Net unrealized appreciation
|
$
|
27,998,015
|
||
Total accumulated earnings
|
$
|
27,998,015
|
Cornerstone Strategic Value Fund, Inc.
Notes to Financial Statements (continued) |
Cost of portfolio investments
|
$
|
140,026,782
|
||
Gross unrealized appreciation
|
$
|
30,988,023
|
||
Gross unrealized depreciation
|
(2,990,009
|
)
|
||
Net unrealized appreciation
|
$
|
27,998,015
|
TAIT, WELLER & BAKER LLP
|
(1) | To approve one-for-four reverse stock split and related amendment to the Articles of Incorporation. |
For
|
Withhold
|
Broker Non-Votes
|
||
21,881,900
|
5,336,616
|
603,326
|
SOURCES OF DIVIDENDS AND DISTRIBUTIONS
(Per Share Amounts)+ |
||||||||||||||||||||||||
Payment Dates:
|
1/31/14
|
2/28/14
|
3/31/14
|
4/30/14
|
5/30/14
|
6/30/14
|
||||||||||||||||||
Ordinary Income(1)
|
$
|
0.0175
|
$
|
0.0175
|
$
|
0.0175
|
$
|
0.0175
|
$
|
0.0175
|
$
|
0.0175
|
||||||||||||
Return-of-Capital(2)
|
0.0574
|
0.0574
|
0.0574
|
0.0574
|
0.0574
|
0.0574
|
||||||||||||||||||
Capital Gain(3)
|
0.0210
|
0.0210
|
0.0210
|
0.0210
|
0.0210
|
0.0210
|
||||||||||||||||||
Total
|
$
|
0.0959
|
$
|
0.0959
|
$
|
0.0959
|
$
|
0.0959
|
$
|
0.0959
|
$
|
0.0959
|
||||||||||||
Payment Dates:
|
7/31/14
|
8/29/14
|
9/30/14
|
10/31/14
|
11/28/14
|
12/19/14
|
||||||||||||||||||
Ordinary Income(1)
|
$
|
0.0175
|
$
|
0.0175
|
$
|
0.0175
|
$
|
0.0175
|
$
|
0.0175
|
$
|
0.0175
|
||||||||||||
Return-of-Capital(2)
|
0.0574
|
0.0574
|
0.0574
|
0.0574
|
0.0574
|
0.0574
|
||||||||||||||||||
Capital Gain(3)
|
0.0210
|
0.0210
|
0.0210
|
0.0210
|
0.0210
|
0.0210
|
||||||||||||||||||
Total
|
$
|
0.0959
|
$
|
0.0959
|
$
|
0.0959
|
$
|
0.0959
|
$
|
0.0959
|
$
|
0.0959
|
+ | Per share amounts do not reflect the one-for-four reverse stock split that was effective December 29, 2014. |
(1) | Ordinary Income Dividends – This is the total per share amount of ordinary income dividends and short-term capital gain distributions (if applicable) included in the amount reported in Box 1a on Form 1099-DIV. |
(2) | Return-of-Capital – This is the per share amount of return-of-capital, or sometimes called nontaxable, distributions reported in Box 3 – under the title “Nondividend distributions” – on Form 1099-DIV. This amount should not be reported as taxable income on your current return. Rather, it should be treated as a reduction in the original cost basis of your investment in the Fund. |
(3) | Capital Gains Distributions – This is the total per share amount of capital gain distribution included in the amount reported in Box 2a on Form 1099-DIV. |
Name and
Address* (Birth Date) |
Position(s)
Held with Fund |
Principal Occupation
over Last 5 Years |
Position with Fund Since
|
Ralph W. Bradshaw**
(Dec. 1950) |
Chairman of the Board of Directors and President
|
President, Cornerstone Advisors, Inc.; Financial Consultant; President and Director of Cornerstone Total Return Fund, Inc.; President and Trustee of Cornerstone Progressive Return Fund.
|
1998
|
Robert E. Dean
(Apr. 1951) |
Director; Audit, Nominating and Corporate Governance Committee Member
|
Director, National Bank Holdings Corp.; Director of Cornerstone Total Return Fund, Inc.; Trustee of Cornerstone Progressive Return Fund.
|
November 14, 2014
|
Edwin Meese III
(Dec. 1931) |
Director; Audit, Nominating and Corporate Governance Committee Member
|
Distinguished Fellow, The Heritage Foundation Washington D.C.; Distinguished Visiting Fellow at the Hoover Institution, Stanford University; Senior Adviser, Revelation L.P.; Director of Cornerstone Total Return Fund, Inc.; Trustee of Cornerstone Progressive Return Fund.
|
2001
|
Scott B. Rogers
(July 1955) |
Director; Audit, Nominating and Corporate Governance Committee Member
|
Director, Board of Health Partners, Inc.; Chief Executive Officer, Asheville Buncombe Community Christian Ministry (“ABCCM”); President, ABCCM Doctor's Medical Clinic; Member of North Carolina Governor’s Council on Homelessness (from July 2014); Director of Cornerstone Total Return Fund, Inc.; Trustee of Cornerstone Progressive Return Fund.
|
2000
|
Andrew A. Strauss
(Nov. 1953) |
Director; Chairman of Nominating and Corporate Governance Committee and Audit Committee Member
|
Attorney and senior member of Strauss & Associates, P.A., Attorneys; Director of Cornerstone Total Return Fund, Inc.; Trustee of Cornerstone Progressive Return Fund.
|
2000
|
Glenn W. Wilcox, Sr.
(Dec. 1931) |
Director; Chairman of Audit Committee, Nominating and Corporate Governance Committee Member
|
Chairman of the Board of Tower Associates, Inc.; Chairman of the Board of Wilcox Travel Agency, Inc.; Director of Champion Industries, Inc.; Director of Cornerstone Total Return Fund, Inc.; Trustee of Cornerstone Progressive Return Fund.
|
2000
|
Name and
Address* (Birth Date) |
Position(s)
Held with Fund |
Principal Occupation
over Last 5 Years |
Position with Fund Since
|
Gary A. Bentz
(June 1956) |
Chief Compliance Officer, Secretary, and Assistant Treasurer
|
Chairman and Chief Financial Officer of Cornerstone Advisors, Inc.; Financial Consultant, C.P.A., Chief Compliance Officer, Secretary, and Assistant Treasurer of Cornerstone Total Return Fund, Inc. and Cornerstone Progressive Return Fund.
|
2004, 2008, 2009
|
Frank J. Maresca
(Oct. 1958) |
Treasurer
|
Executive Vice President of AST Fund Solutions, LLC (since February 2012), Executive Vice President of Ultimus Fund Solutions, LLC (from March 2009-February 2012) previous Executive Director, JP Morgan Chase & Co.; Previous President of Bear Stearns Funds Management Inc.; Previous Senior Managing Director of Bear Stearns & Co. Inc.; Treasurer of the Fund, Cornerstone Total Return Fund, nc. and Cornerstone Progressive Return Fund (from May 2009 through February 2012).
|
2013
|
* | The mailing address of each Director and/or Officer with respect to the Fund’s operation is 48 Wall Street, 22nd floor, New York, NY 10005. |
** | Designates a director who is an “interested person” of the Fund as defined by the Investment Company Act of 1940, as amended. Mr. Bradshaw is an interested person of the Fund by virtue of his current position with the Investment Adviser of the Fund. |
• | without charge, upon request, by calling toll-free (866) 668-6558; and |
• | on the website of the Securities and Exchange Commission, http://www.sec.gov. |
FACTS
|
WHAT DOES CORNERSTONE STRATEGIC VALUE FUND, INC. (THE “FUND”) DO WITH YOUR PERSONAL INFORMATION?
|
Why?
|
Financial companies choose how they share your personal information. Federal law gives consumers the right to limit some but not all sharing. Federal law also requires us to tell you how we collect, share, and protect your personal information. Please read this notice carefully to understand what we do.
|
What?
|
The types of personal information we, and our service providers, on our behalf, collect and share depend on the product or service you have with us. This information can include:
• Social Security number
• account balances
• account transactions
• transaction history
• wire transfer instructions
• checking account information
When you are no longer our customer, we continue to share your information as described in this notice.
|
How?
|
All financial companies need to share customers’ personal information to run their everyday business. In the section below, we list the reasons financial companies can share their customers’ personal information; the reasons the Fund, and our service providers, on our behalf, choose to share; and whether you can limit this sharing.
|
Reasons we can share your personal information
|
Does the Fund share?
|
Can you limit this sharing?
|
For our everyday business purposes – such as to process your transactions, maintain your account(s), respond to court orders and legal investigations, or report to credit bureaus
|
Yes
|
No
|
For our marketing purposes – to offer our products and services to you
|
No
|
We don’t share
|
For joint marketing with other financial companies
|
No
|
We don’t share
|
For our affiliates’ everyday business purposes – information about your transactions and experiences
|
Yes
|
No
|
For our affiliates’ everyday business purposes – information about your creditworthiness
|
No
|
We don’t share
|
For our affiliates to market to you
|
No
|
We don’t share
|
For nonaffiliates to market to you
|
No
|
We don’t share
|
What we do
|
|
Who is providing this notice?
|
Cornerstone Strategic Value Fund, Inc. (the “Fund”)
|
How does the Fund and the Fund’s service providers, on the Fund’s behalf protect my personal information?
|
To protect your personal information from unauthorized access and use, we and our service providers use security measures that comply with federal law. These measures include computer safeguards and secured files and buildings.
|
How does the Fund and the Fund’s service providers, on the Fund’s behalf collect my personal information?
|
We collect your personal information, for example, when you:
• open an account
• provide account information
• give us your contact information
• make a wire transfer
We also collect your information from others, such as credit bureaus, affiliates, or other companies.
|
Why can’t I limit all sharing?
|
Federal law gives you the right to limit only
• sharing for affiliates’ everyday business purposes –
information about your creditworthiness
• affiliates from using your information to market to you
• sharing for nonaffiliates to market to you
State laws and individual companies may give you additional rights to limit sharing.
|
Definitions
|
|
Affiliates
|
Companies related by common ownership or control. They can be financial and nonfinancial companies.
• Cornerstone Advisors, Inc.
|
Nonaffiliates
|
Companies not related by common ownership or control. They can be financial and nonfinancial companies.
• The Fund does not share with nonaffiliates so they can market to you.
|
Joint marketing
|
A formal agreement between nonaffiliated financial companies that together market financial products or services to you.
• The Fund does not jointly market.
|
Questions?
|
Call (866) 668-6558
|
Notice is hereby given in accordance with Section 23(c) of the Investment Company Act of 1940, as amended, that Cornerstone Strategic Value Fund, Inc. may from time to time purchase shares of its common stock in the open market.
|
ITEM 2.
|
CODE OF ETHICS.
|
ITEM 3.
|
AUDIT COMMITTEE FINANCIAL EXPERT.
|
ITEM 4.
|
PRINCIPAL ACCOUNTANT FEES AND SERVICES.
|
(a)
|
Audit Fees. The aggregate fees billed for professional services rendered by the principal accountant for the audit of the registrant's annual financial statements or for services that are normally provided by the accountant in connection with statutory and regulatory filings or engagements were $20,000 and $19,000 with respect to the registrant's fiscal years ended December 31, 2014 and 2013, respectively.
|
(b)
|
Audit-Related Fees. No fees were billed in either of the last two fiscal years for assurance and related services by the principal accountant that are reasonably related to the performance of the audit of the registrant's financial statements and are not reported under paragraph (a) of this Item.
|
(c)
|
Tax Fees. The aggregate fees billed for professional services rendered by the principal accountant for tax compliance, tax advice, and tax planning were $4,100 and $4,000 with respect to the registrant's fiscal years ended December 31, 2014 and 2013, respectively. The services comprising these fees are the preparation of the registrant's federal and state income and federal excise tax returns.
|
(d)
|
All Other Fees. $1,550 and $1,550 in fees were billed in with respect to the registrant's fiscal years ended December 31, 2014 and 2013, respectively, related to the review of the registrant’s rights offering registration.
|
(e)(1)
|
Before the principal accountant is engaged by the registrant to render (i) audit, audit-related or permissible non-audit services to the registrant or (ii) non-audit services to the registrant's investment adviser and any entity controlling, controlled by, or under common control with the adviser that provides ongoing services to the registrant, either (a) the audit committee shall pre-approve such engagement; or (b) such engagement shall be entered into pursuant to pre-approval policies and procedures established by the audit committee. Any such policies and procedures must be detailed as to the particular service and not involve any delegation of the audit committee's responsibilities to the registrant's investment adviser. The audit committee may delegate to one or more of its members the authority to grant pre-approvals. The pre-approval policies and procedures shall include the requirement that the decisions of any member to whom authority is delegated under this provision shall be presented to the full audit committee at its next scheduled meeting. Under certain limited circumstances, pre-approvals are not required if certain de minimus thresholds are not exceeded, as such thresholds are determined by the audit committee in accordance with applicable Commission regulations.
|
(e)(2)
|
None of the services described in paragraph (b) through (d) of this Item were approved by the audit committee pursuant to paragraph (c)(7)(i)(C) of Rule 2-01 of Regulation S-X.
|
(f)
|
Less than 50% of hours expended on the principal accountant's engagement to audit the registrant's financial statements for the most recent fiscal year were attributed to work performed by persons other than the principal accountant's full-time, permanent employees.
|
(g)
|
During the fiscal years ended December 31, 2014 and 2013, aggregate non-audit fees of $5,650 and $5,550, respectively, were billed by the registrant's principal accountant for services rendered to the registrant. No non-audit fees were billed in either of the last two fiscal years by the registrant's principal accountant for services rendered to the registrant's investment adviser (not including any sub-adviser whose role is primarily portfolio management and is subcontracted with or overseen by another investment adviser), and any entity controlling, controlled by, or under common control with the adviser that provides ongoing services to the registrant.
|
(h)
|
The principal accountant has not provided any non-audit services to the registrant's investment adviser (not including any sub-adviser whose role is primarily portfolio management and is subcontracted with or overseen by another investment adviser), and any entity controlling, controlled by, or under common control with the investment adviser that provides ongoing services to the registrant.
|
ITEM 5.
|
AUDIT COMMITTEE OF LISTED REGISTRANTS.
|
(a)
|
The registrant has a separately-designated standing audit committee established in accordance with Section 3(a)(58)(A) of the Securities and Exchange Act of 1934. Robert E. Dean, Glenn W. Wilcox, Sr., (Chairman), Edwin Meese III, Andrew A. Strauss and Scott B. Rogers are the members of the registrant's audit committee.
|
(b)
|
Not applicable
|
ITEM 6.
|
SCHEDULE OF INVESTMENTS.
|
(a)
|
Not required
|
ITEM 7.
|
DISCLOSURE OF PROXY VOTING POLICIES AND PROCEDURES FOR CLOSED-END MANAGEMENT INVESTMENT COMPANIES.
|
ITEM 8.
|
PORTFOLIO MANAGERS OF CLOSED-END MANAGEMENT INVESTMENT COMPANIES.
|
ITEM 9.
|
PURCHASES OF EQUITY SECURITIES BY CLOSED-END MANAGEMENT INVESTMENT COMPANY AND AFFILIATED PURCHASERS.
|
ITEM 10.
|
SUBMISSION OF MATTERS TO A VOTE OF SECURITY HOLDERS.
|
ITEM 11.
|
CONTROLS AND PROCEDURES.
|
ITEM 12.
|
EXHIBITS.
|
Exhibit 99.CODE ETH
|
Code of Ethics
|
Exhibit 99.VOTEREG
|
Proxy Voting Policies and Procedures
|
Exhibit 99.CERT
|
Certifications required by Rule 30a-2(a) under the Act
|
Exhibit 99.906CERT
|
Certifications required by Rule 30a-2(b) under the Act
|
By (Signature and Title)*
|
/s/ Ralph W. Bradshaw
|
|
|
|
|
Ralph W. Bradshaw, Chairman and President
|
|
|
|
(Principal Executive Officer)
|
|
|
|
|
|
Date
|
February 24, 2015
|
|
|
By (Signature and Title)*
|
/s/ Ralph W. Bradshaw
|
|
|
|
|
Ralph W. Bradshaw, Chairman and President
|
|
|
|
(Principal Executive Officer)
|
|
|
|
|
|
Date
|
February 24, 2015
|
|
|
|
|
|
|
By (Signature and Title)*
|
/s/ Frank J. Maresca
|
|
|
|
|
Frank J. Maresca, Treasurer
|
|
|
|
(Principal Financial Officer)
|
|
|
|
|
|
Date
|
February 24, 2015
|
|
|
|
(1)
|
I have read and I understand the Code of Ethics for Senior Officers adopted by Cornerstone Strategic Value Fund, Inc., Cornerstone Total Return Fund, Inc and Cornerstone Progressive Return Fund (the “Code of Ethics”);
|
|
(2)
|
I recognize that I am subject to the Code of Ethics;
|
|
(3)
|
I have complied with the requirements of the Code of Ethics during the calendar year ending December 31, _____; and
|
|
(4)
|
I have reported all violations of the Code of Ethics required to be reported pursuant to the requirements of the Code during the calendar year ending December 31, _____.
|
|
|
|
|
|
|
Signature:
|
|
|
Name:
|
|
|
|
|
|
Date:
|
|
|
1 | NASDAQ originally proposed a five-year look-back period but both it and the NYSE ultimately settled on a three-year look-back prior to finalizing their rules. A five-year standard is more appropriate, in our view, because we believe that the unwinding of conflicting relationships between former management and board members is more likely to be complete and final after five years. However, Glass Lewis does not apply the five-year look-back period to directors who have previously served as executives of the company on an interim basis for less than one year. |
2 | If a company does not consider a non-employee director to be independent, Glass Lewis will classify that director as an affiliate. |
3 | We allow a five-year grace period for former executives of the company or merged companies who have consulting agreements with the surviving company. (We do not automatically recommend voting against directors in such cases for the first five years.) If the consulting agreement persists after this five-year grace period, we apply the materiality thresholds outlined in the definition of “material.” |
4 | This includes a director who serves on a board as a representative (as part of his or her basic responsibilities) of an investment firm with greater than 20% ownership. However, while we will generally consider him/her to be affiliated, we will not recommend voting against unless (i) the investment firm has disproportionate board representation or (ii) the director serves on the audit committee. |
• | $50,000 (or where no amount is disclosed) for directors who are paid for a service they have agreed to perform for the company, outside of their service as a director, including professional or other services; or |
• | $120,000 (or where no amount is disclosed) for those directors employed by a professional services firm such as a law firm, investment bank, or consulting firm and the company pays the firm, not the individual, for services.5 This dollar limit would also apply to charitable contributions to schools where a board member is a professor; or charities where a director serves on the board or is an executive;6 and any aircraft and real estate dealings between the company and the director’s firm; or |
• | 1% of either company’s consolidated gross revenue for other business relationships (e.g., where the director is an executive officer of a company that provides services or products to or receives services or products from the company).7 |
5 | We may deem such a transaction to be immaterial where the amount represents less than 1% of the firm’s annual revenues and the board provides a compelling rationale as to why the director’s independence is not affected by the relationship. |
6 | We will generally take into consideration the size and nature of such charitable entities in relation to the company’s size and industry along with any other relevant factors such as the director’s role at the charity. However, unlike for other types of related party transactions, Glass Lewis generally does not apply a look-back period to affiliated relationships involving charitable contributions; if the relationship between the director and the school or charity ceases, or if the company discontinues its donations to the entity, we will consider the director to be independent. |
7 | This includes cases where a director is employed by, or closely affiliated with, a private equity firm that profits from an acquisition made by the company. Unless disclosure suggests otherwise, we presume the director is affiliated. |
8 | With a staggered board, if the affiliates or insiders that we believe should not be on the board are not up for election, we will express our concern regarding those directors, but we will not recommend voting against the other affiliates or insiders who are up for election just to achieve two-thirds independence. However, we will consider recommending voting against the directors subject to our concern at their next election if the issue giving rise to the concern is not resolved. |
9 | We will recommend voting against an audit committee member who owns 20% or more of the company’s stock, and we believe that there should be a maximum of one director (or no directors if the committee is comprised of less than three directors) who owns 20% or more of the company’s stock on the compensation, nominating, and governance committees. |
10 | Ken Favaro, Per-Ola Karlsson and Gary Neilson. “CEO Succession 2000-2009: A Decade of Convergence and Compression.” Booz & Company (from Strategy+Business, Issue 59, Summer 2010). |
11 | Spencer Stuart Board Index, 2013, p. 5 |
1. | A director who fails to attend a minimum of 75% of board and applicable committee meetings, calculated in the aggregate.12 |
2. | A director who belatedly filed a significant form(s) 4 or 5, or who has a pattern of late filings if the late filing was the director’s fault (we look at these late filing situations on a case-by-case basis). |
3. | A director who is also the CEO of a company where a serious and material restatement has occurred after the CEO had previously certified the pre-restatement financial statements. |
4. | A director who has received two against recommendations from Glass Lewis for identical reasons within the prior year at different companies (the same situation must also apply at the company being analyzed). |
5. | All directors who served on the board if, for the last three years, the company’s performance has been in the bottom quartile of the sector and the directors have not taken reasonable steps to address the poor performance. |
• | At the board level, any changes in directorships, committee memberships, disclosure of related party transactions, meeting attendance, or other responsibilities; |
12 | However, where a director has served for less than one full year, we will typically not recommend voting against for failure to attend 75% of meetings. Rather, we will note the poor attendance with a recommendation to track this issue going forward. We will also refrain from recommending to vote against directors when the proxy discloses that the director missed the meetings due to serious illness or other extenuating circumstances. |
• | Any revisions made to the company’s articles of incorporation, bylaws or other governance documents; |
• | Any press or news releases indicating changes in, or the adoption of, new company policies, business practices or special reports; and |
• | Any modifications made to the design and structure of the company’s compensation program, as well as an assessment of the company’s engagement with shareholders on compensation issues as discussed in the CD&A, particularly following a material vote against a company’s say-on-pay. |
• | If there is no committee chair, we recommend voting against the longest-serving committee member or, if the longest-serving committee member cannot be determined, the longest-serving board member serving on the committee (i.e., in either case, the “senior director”); and |
• | If there is no committee chair, but multiple senior directors serving on the committee, we recommend voting against both (or all) such senior directors. |
13 | Audit Committee Effectiveness – What Works Best.” PricewaterhouseCoopers. The Institute of Internal Auditors Research Foundation. 2005. |
1. | All members of the audit committee when options were backdated, there is a lack of adequate controls in place, there was a resulting restatement, and disclosures indicate there was a lack of documentation with respect to the option grants. |
2. | The audit committee chair, if the audit committee does not have a financial expert or the committee’s financial expert does not have a demonstrable financial background sufficient to understand the financial issues unique to public companies. |
3. | The audit committee chair, if the audit committee did not meet at least four times during the year. |
4. | The audit committee chair, if the committee has less than three members. |
5. | Any audit committee member who sits on more than three public company audit committees, unless the audit committee member is a retired CPA, CFO, controller or has similar experience, in which case the limit shall be four committees, taking time and availability into consideration including a review of the audit committee member’s attendance at all board and committee meetings.16 |
14 | Commission on Public Trust and Private Enterprise. The Conference Board. 2003. |
15 | As discussed under the section labeled “Committee Chairman,” where the recommendation is to vote against the committee chair but the chair is not up for election because the board is staggered, we do not recommend voting against the members of the committee who are up for election; rather, we will note the concern with regard to the committee chair. |
16 | Glass Lewis may exempt certain audit committee members from the above threshold if, upon further analysis of relevant factors such as the director’s experience, the size, industry-mix and location of the companies involved and the director’s attendance at all the companies, we can reasonably determine that the audit committee member is likely not hindered by multiple audit committee commitments. |
6. | All members of an audit committee who are up for election and who served on the committee at the time of the audit, if audit and audit-related fees total one-third or less of the total fees billed by the auditor. |
7. | The audit committee chair when tax and/or other fees are greater than audit and audit-related fees paid to the auditor for more than one year in a row (in which case we also recommend against ratification of the auditor). |
8. | All members of an audit committee where non-audit fees include fees for tax services (including, but not limited to, such things as tax avoidance or shelter schemes) for senior executives of the company. Such services are prohibited by the Public Company Accounting Oversight Board (“PCAOB”). |
9. | All members of an audit committee that reappointed an auditor that we no longer consider to be independent for reasons unrelated to fee proportions. |
10. | All members of an audit committee when audit fees are excessively low, especially when compared with other companies in the same industry. |
11.
|
The audit committee chair17 if the committee failed to put auditor ratification on the ballot for shareholder approval. However, if the non-audit fees or tax fees exceed audit plus audit-related fees in either the current or the prior year, then Glass Lewis will recommend voting against the entire audit committee.
|
12.
|
All members of an audit committee where the auditor has resigned and reported that a section 10A18 letter has been issued.
|
13.
|
All members of an audit committee at a time when material accounting fraud occurred at the company.19
|
14.
|
All members of an audit committee at a time when annual and/or multiple quarterly financial statements had to be restated, and any of the following factors apply:
|
• | The restatement involves fraud or manipulation by insiders; |
• | The restatement is accompanied by an SEC inquiry or investigation; |
• | The restatement involves revenue recognition; |
• | The restatement results in a greater than 5% adjustment to costs of goods sold, operating expense, or operating cash flows; or |
• | The restatement results in a greater than 5% adjustment to net income, 10% adjustment to assets or shareholders equity, or cash flows from financing or investing activities. |
15.
|
All members of an audit committee if the company repeatedly fails to file its financial reports in a timely fashion. For example, the company has filed two or more quarterly or annual financial statements late within the last 5 quarters.
|
16.
|
All members of an audit committee when it has been disclosed that a law enforcement agency has charged the company and/or its employees with a violation of the Foreign Corrupt Practices Act (FCPA).
|
17.
|
All members of an audit committee when the company has aggressive accounting policies and/or poor disclosure or lack of sufficient transparency in its financial statements.
|
17 | As discussed under the section labeled “Committee Chairman,” in all cases, if the chair of the committee is not specified, we recommend voting against the director who has been on the committee the longest. |
18 | Auditors are required to report all potential illegal acts to management and the audit committee unless they are clearly inconsequential in nature. If the audit committee or the board fails to take appropriate action on an act that has been determined to be a violation of the law, the independent auditor is required to send a section 10A letter to the SEC. Such letters are rare and therefore we believe should be taken seriously. |
19 | Research indicates that revenue fraud now accounts for over 60% of SEC fraud cases, and that companies that engage in fraud experience signifi-cant negative abnormal stock price declines—facing bankruptcy, delisting, and material asset sales at much higher rates than do non-fraud firms (Com-mittee of Sponsoring Organizations of the Treadway Commission. “Fraudulent Financial Reporting: 1998-2007.” May 2010). |
18.
|
All members of the audit committee when there is a disagreement with the auditor and the auditor resigns or is dismissed (e.g., the company receives an adverse opinion on its financial statements from the auditor).
|
19.
|
All members of the audit committee if the contract with the auditor specifically limits the auditor’s liability to the company for damages.20
|
20.
|
All members of the audit committee who served since the date of the company’s last annual meeting, and when, since the last annual meeting, the company has reported a material weakness that has not yet been corrected, or, when the company has an ongoing material weakness from a prior year that has not yet been corrected.
|
20 | The Council of Institutional Investors. “Corporate Governance Policies,” p. 4, April 5, 2006; and “Letter from Council of Institutional Investors to the AICPA,” November 8, 2006. |
1. | All members of a compensation committee during whose tenure the committee failed to address shareholder concerns following majority shareholder rejection of the say-on-pay proposal in the previous year. Where the proposal was approved but there was a significant shareholder vote (i.e., greater than 25% of votes cast) against the say-on-pay proposal in the prior year, if the board did not respond sufficiently to the vote including actively engaging shareholders on this issue, we will also consider recommending voting against the chairman of the compensation committee or all members of the compensation committee, depending on the severity and history of the compensation problems and the level of shareholder opposition. |
2. | All members of the compensation committee who are up for election and served when the company failed to align pay with performance (e.g., a company receives an F grade in our pay-for-performance analysis) if shareholders are not provided with an advisory vote on executive compensation at the annual meeting.22 |
3. | Any member of the compensation committee who has served on the compensation committee of at least two other public companies that have consistently failed to align pay with performance and whose oversight of compensation at the company in question is suspect. |
4. | The compensation committee chair if the company consistently has received deficient grades in our pay-for-performance analysis, and if during the past year the company performed the same as or worse than its peers.23 |
5. | All members of the compensation committee (during the relevant time period) if the company entered into excessive employment agreements and/or severance agreements. |
6. | All members of the compensation committee when performance goals were changed (i.e., lowered) when employees failed or were unlikely to meet original goals, or performance-based compensation was paid despite goals not being attained. |
7. | All members of the compensation committee if excessive employee perquisites and benefits were allowed. |
8. | The compensation committee chair if the compensation committee did not meet during the year. |
9. | All members of the compensation committee when the company repriced options or completed a “self tender offer” without shareholder approval within the past two years. |
10.
|
All members of the compensation committee when vesting of in-the-money options is accelerated.
|
11.
|
All members of the compensation committee when option exercise prices were backdated. Glass Lewis will recommend voting against an executive director who played a role in and participated in option backdating.
|
21 | As discussed under the section labeled “Committee Chairman,” where the recommendation is to vote against the committee chair and the chair is not up for election because the board is staggered, we do not recommend voting against any members of the committee who are up for election; rather, we will note the concern with regard to the committee chair. |
22 | Where there are multiple CEOs in one year, we will consider not recommending against the compensation committee but will defer judgment on compensation policies and practices until the next year or a full year after arrival of the new CEO. In addition, if a company provides shareholders with a say-on-pay proposal, we will initially only recommend voting against the company’s say-on-pay proposal and will not recommend voting against the members of the compensation committee unless there is a pattern of failing to align pay and performance and/or the company exhibits egregious compensation practices. However, if the company repeatedly fails to align pay and performance, we will then recommend against the members of the compensation committee in addition to recommending voting against the say-on-pay proposal. |
23 | In cases where a company has received two consecutive D grades, or if its grade improved from an F to a D in the most recent period, and during the most recent year the company performed better than its peers (based on our analysis), we refrain from recommending to vote against the compensation committee chair. In addition, if a company provides shareholders with a say-on-pay proposal in this instance, we will consider voting against the advisory vote rather than the compensation committee chair unless the company exhibits unquestionably egregious practices. |
12. | All members of the compensation committee when option exercise prices were spring-loaded or otherwise timed around the release of material information. |
13. | All members of the compensation committee when a new employment contract is given to an executive that does not include a clawback provision and the company had a material restatement, especially if the restatement was due to fraud. |
14. | The chair of the compensation committee where the CD&A provides insufficient or unclear information about performance metrics and goals, where the CD&A indicates that pay is not tied to performance, or where the compensation committee or management has excessive discretion to alter performance terms or increase amounts of awards in contravention of previously defined targets. |
15. | All members of the compensation committee during whose tenure the committee failed to implement a shareholder proposal regarding a compensation-related issue, where the proposal received the affirmative vote of a majority of the voting shares at a shareholder meeting, and when a reasonable analysis suggests that the compensation committee (rather than the governance committee) should have taken steps to implement the request.24 |
1. | All members of the governance committee26 during whose tenure a shareholder proposal relating to important shareholder rights received support from a majority of the votes cast (excluding abstentions and broker non-votes) and the board has not begun to implement or enact the proposal’s subject matter.27 Examples of such shareholder proposals include those seeking a declassified board structure, a majority vote standard for director elections, or a right to call a special meeting. In determining whether a board has sufficiently implemented such a proposal, we will examine the quality of the right enacted or proffered by the board for any conditions that may unreasonably interfere with the shareholders’ ability to exercise the right (e.g., overly restrictive procedural requirements for calling a special meeting). |
24 | In all other instances (i.e., a non-compensation-related shareholder proposal should have been implemented) we recommend that shareholders vote against the members of the governance committee. |
25 | As discussed in the guidelines section labeled “Committee Chairman,” where we would recommend to vote against the committee chair but the chair is not up for election because the board is staggered, we do not recommend voting against any members of the committee who are up for election; rather, we will note the concern with regard to the committee chair. |
26 | If the board does not have a committee responsible for governance oversight and the board did not implement a shareholder proposal that received the requisite support, we will recommend voting against the entire board. If the shareholder proposal at issue requested that the board adopt a declassified structure, we will recommend voting against all director nominees up for election. |
27 | Where a compensation-related shareholder proposal should have been implemented, and when a reasonable analysis suggests that the members of the compensation committee (rather than the governance committee) bear the responsibility for failing to implement the request, we recommend that shareholders only vote against members of the compensation committee. |
2. | The governance committee chair,28 when the chairman is not independent and an independent lead or presiding director has not been appointed.29 |
3. | In the absence of a nominating committee, the governance committee chair when there are less than five or the whole nominating committee when there are more than 20 members on the board. |
4. | The governance committee chair, when the committee fails to meet at all during the year. |
5. | The governance committee chair, when for two consecutive years the company provides what we consider to be “inadequate” related party transaction disclosure (i.e., the nature of such transactions and/or the monetary amounts involved are unclear or excessively vague, thereby preventing a shareholder from being able to reasonably interpret the independence status of multiple directors above and beyond what the company maintains is compliant with SEC or applicable stock exchange listing requirements). |
6. | The governance committee chair, when during the past year the board adopted a forum selection clause (i.e., an exclusive forum provision)30 without shareholder approval, or, if the board is currently seeking shareholder approval of a forum selection clause pursuant to a bundled bylaw amendment rather than as a separate proposal. |
7. | All members of the governance committee during whose tenure the board adopted, without shareholder approval, provisions in its charter or bylaws that, through rules on director compensation, may inhibit the ability of shareholders to nominate directors. |
1. | All members of the nominating committee, when the committee nominated or renominated an individual who had a significant conflict of interest or whose past actions demonstrated a lack of integrity or inability to represent shareholder interests. |
28 | As discussed in the guidelines section labeled “Committee Chairman,” if the committee chair is not specified, we recommend voting against the director who has been on the committee the longest. If the longest-serving committee member cannot be determined, we will recommend voting against the longest-serving board member serving on the committee. |
29 | We believe that one independent individual should be appointed to serve as the lead or presiding director. When such a position is rotated among directors from meeting to meeting, we will recommend voting against the governance committee chair as we believe the lack of fixed lead or presiding director means that, effectively, the board does not have an independent board leader. |
30 | A forum selection clause is a bylaw provision stipulating that a certain state, typically where the company is incorporated, which is most often Delaware, shall be the exclusive forum for all intra-corporate disputes (e.g., shareholder derivative actions, assertions of claims of a breach of fiduciary duty, etc.). Such a clause effectively limits a shareholder’s legal remedy regarding appropriate choice of venue and related relief offered under that state’s laws and rulings. |
31 | As discussed in the guidelines section labeled “Committee Chairman,” where we would recommend to vote against the committee chair but the chair is not up for election because the board is staggered, we do not recommend voting against any members of the committee who are up for election; rather, we will note the concern with regard to the committee chair. |
2. | The nominating committee chair, if the nominating committee did not meet during the year. |
3. | In the absence of a governance committee, the nominating committee chair32 when the chairman is not independent, and an independent lead or presiding director has not been appointed.33 |
4. | The nominating committee chair, when there are less than five or the whole nominating committee when there are more than 20 members on the board.34 |
5. | The nominating committee chair, when a director received a greater than 50% against vote the prior year and not only was the director not removed, but the issues that raised shareholder concern were not corrected.35 |
32 | As discussed under the section labeled “Committee Chairman,” if the committee chair is not specified, we will recommend voting against the director who has been on the committee the longest. If the longest-serving committee member cannot be determined, we will recommend voting against the longest-serving board member on the committee. |
33 | In the absence of both a governance and a nominating committee, we will recommend voting against the chairman of the board on this basis, unless if the chairman also serves as the CEO, in which case we will recommend voting against the longest-serving director. |
34
|
In the absence of both a governance and a nominating committee, we will recommend voting against the chairman of the board on this basis, unless if the chairman also serves as the CEO, in which case we will recommend voting against the longest-serving director.
|
35 | Considering that shareholder discontent clearly relates to the director who received a greater than 50% against vote rather than the nominating chair, we review the severity of the issue(s) that initially raised shareholder concern as well as company responsiveness to such matters, and will only recommend voting against the nominating chair if a reasonable analysis suggests that it would be most appropriate. In rare cases, we will consider recommending against the nominating chair when a director receives a substantial (i.e., 25% or more) vote against based on the same analysis. |
36 | A committee responsible for risk management could be a dedicated risk committee, the audit committee, or the finance committee, depending on a given company’s board structure and method of disclosure. At some companies, the entire board is charged with risk management. |
1. | A CFO who is on the board: In our view, the CFO holds a unique position relative to financial reporting and disclosure to shareholders. Due to the critical importance of financial disclosure and reporting, we believe the CFO should report to the board and not be a member of it. |
2. | A director who is on an excessive number of boards: We will typically recommend voting against a director who serves as an executive officer of any public company while serving on more than two other public company boards and any other director who serves on more than six public company boards.37 Academic literature suggests that one board takes up approximately 200 hours per year of each member’s time. We believe this limits the number of boards on which directors can effectively serve, especially executives at other companies.38 Further, we note a recent study has shown that the average number of outside board seats held by CEOs of S&P 500 companies is 0.6, down from 0.7 in 2008 and 1.0 in 2003.39 |
3. | A director who provides — or a director who has an immediate family member who provides — material consulting or other material professional services to the company. These services may include legal, consulting, or financial services. We question the need for the company to have consulting relationships with its directors. We view such relationships as creating conflicts for directors, since they may be forced to weigh their own interests against shareholder interests when making board decisions. In addition, a company’s decisions regarding where to turn for the best professional services may be compromised when doing business with the professional services firm of one of the company’s directors. |
4. | A director, or a director who has an immediate family member, engaging in airplane, real estate, or similar deals, including perquisite-type grants from the company, amounting to more than $50,000. Directors who receive these sorts of payments from the company will have to make unnecessarily complicated decisions that may pit their interests against shareholder interests. |
5. | Interlocking directorships: CEOs or other top executives who serve on each other’s boards create an interlock that poses conflicts that should be avoided to ensure the promotion of shareholder interests above all else.40 |
6. | All board members who served at a time when a poison pill with a term of longer than one year was adopted without shareholder approval within the prior twelve months.41 In the event a board is classified and shareholders are therefore unable to vote against all directors, we will recommend voting against the remaining directors the next year they are up for a shareholder vote. If a poison pill with a term of one year or less was adopted without shareholder approval, and without adequate justification, we will consider recommending that shareholders vote against all members of the governance committee. If the board has, without seeking shareholder approval, and without adequate justification, extended the term of a poison pill by one year or less in two consecutive years, we will consider recommending that shareholders vote against the entire board. |
37 | Glass Lewis will not recommend voting against the director at the company where he or she serves as an executive officer, only at the other public companies where he or she serves on the board. |
38 | Our guidelines are similar to the standards set forth by the NACD in its “Report of the NACD Blue Ribbon Commission on Director Professionalism,” 2001 Edition, pp. 14-15 (also cited approvingly by the Conference Board in its “Corporate Governance Best Practices: A Blueprint for the Post-Enron Era,” 2002, p. 17), which suggested that CEOs should not serve on more than 2 additional boards, persons with full-time work should not serve on more than 4 additional boards, and others should not serve on more than six boards. |
39 | Spencer Stuart Board Index, 2013, p. 6. |
40 | We do not apply a look-back period for this situation. The interlock policy applies to both public and private companies. We will also evaluate multiple board interlocks among non-insiders (i.e., multiple directors serving on the same boards at other companies), for evidence of a pattern of poor oversight. |
41 | Refer to Section V. Governance Structure and the Shareholder Franchise for further discussion of our policies regarding anti-takeover measures, including poison pills. |
1. | We do not require that controlled companies have boards that are at least two-thirds independent. So long as the insiders and/or affiliates are connected with the controlling entity, we accept the presence of non-independent board members. |
2. | The compensation committee and nominating and governance committees do not need to consist solely of independent directors. |
• | We believe that standing nominating and corporate governance committees at controlled companies are unnecessary. Although having a committee charged with the duties of searching for, selecting, and nominating independent directors can be beneficial, the unique composition of a controlled company’s shareholder base makes such committees weak and irrelevant. |
• | Likewise, we believe that independent compensation committees at controlled companies are unnecessary. Although independent directors are the best choice for approving and monitoring senior executives’ pay, controlled companies serve a unique shareholder population whose voting power ensures the protection of its interests. As such, we believe that having affiliated directors on a controlled company’s compensation committee is acceptable. However, given that a controlled company has certain obligations to minority shareholders we feel that an insider should not serve on the compensation committee. Therefore, Glass Lewis will recommend voting against any insider (the CEO or otherwise) serving on the compensation committee. |
3. | Controlled companies do not need an independent chairman or an independent lead or presiding director. Although an independent director in a position of authority on the board – such as chairman or presiding director – can best carry out the board’s duties, controlled companies serve a unique shareholder population whose voting power ensures the protection of its interests. |
42 | The Conference Board, at p. 23 in its May 2003 report “Corporate Governance Best Practices, Id.,” quotes one of its roundtable participants as stating, “[w]hen you’ve got a 20 or 30 person corporate board, it’s one way of assuring that nothing is ever going to happen that the CEO doesn’t want to happen.” |
1. | Adoption of an anti-takeover provision such as a poison pill or classified board: In cases where a board adopts an anti-takeover provision preceding an IPO, we will consider recommending to vote against the members of the board who served when it was adopted if the board: (i) did not also commit to submit the anti-takeover provision to a shareholder vote within 12 months of the IPO; or (ii) did not provide a sound rationale for adopting the anti-takeover provision (such as a sunset for the pill of three years or less). In our view, adopting such an anti-takeover device unfairly penalizes future shareholders who (except for electing to buy or sell the stock) are unable to weigh in on a matter that could potentially negatively impact their ownership interest. This notion is strengthened when a board adopts a classified board with an infinite duration or a poison pill with a five to ten year term immediately prior to having a public shareholder base so as to insulate management for a substantial amount of time while postponing and/or avoiding allowing public shareholders the ability to vote on the anti-takeover provision adoption. Such instances are indicative of boards that may subvert shareholders’ best interests following their IPO. |
2. | Adoption of an exclusive forum provision or fee-shifting bylaw: Consistent with our general approach to boards that adopt exclusive forum provisions or fee-shifting bylaws without shareholder approval (refer to our discussion of nominating and governance committee performance in Section I of the guidelines), we believe shareholders should hold members of the governance committee responsible. In cases where a board adopts an exclusive forum provision for inclusion in a company’s charter or bylaws before the company’s IPO, we will recommend voting against the chairman of the governance committee, or, in the absence of such a committee, the chairman of the board, who served during the period of time when the provision was adopted. However given the even stronger impediment on shareholder legal recourse of a fee-shifting bylaw, in cases where a board adopts such a bylaw before the company’s IPO, we will recommend voting against the entire governance committee, or, in the absence of such a committee, the chairman of the board, who served during the period of time when the provision was adopted. |
1. | Size of the board of directors: The board should be made up of between five and twenty directors. |
2. | The CFO on the board: Neither the CFO of the fund nor the CFO of the fund’s registered investment adviser should serve on the board. |
3. | Independence of the audit committee: The audit committee should consist solely of independent directors. |
4. | Audit committee financial expert: At least one member of the audit committee should be designated as the audit committee financial expert. |
1. | Independence of the board: We believe that three-fourths of an investment company’s board should be made up of independent directors. This is consistent with a proposed SEC rule on investment company boards. The Investment Company Act requires 40% of the board to be independent, but in 2001, the SEC amended the Exemptive Rules to require that a majority of a mutual fund board be independent. In 2005, the SEC proposed increasing the independence threshold to 75%. In 2006, a federal appeals court ordered that this rule amendment be put back out for public comment, putting it back into “proposed rule” status. Since mutual fund boards play a vital role in overseeing the relationship between the fund and its investment manager, there is greater need for independent oversight than there is for an operating company board. |
2. | When the auditor is not up for ratification: We do not recommend voting against the audit committee if the auditor is not up for ratification. Due to the different legal structure of an investment company compared to an operating company, the auditor for the investment company (i.e., mutual fund) does not conduct the same level of financial review for each investment company as for an operating company. |
3. | Non-independent chairman: The SEC has proposed that the chairman of the fund board be independent. We agree that the roles of a mutual fund’s chairman and CEO should be separate. Although we believe this would be best at all companies, we recommend voting against the chairman of an investment company’s nominating committee as well as the chairman of the board if the chairman and CEO of a mutual fund are the same person and the fund does not have an independent lead or presiding director. Seven former SEC commissioners support the appointment of an independent chairman and we agree with them that “an independent board chairman would be better able to create conditions favoring the long-term interests of fund shareholders than would a chairman who is an executive of the adviser.” (See the comment letter sent to the SEC in support of the proposed rule at http://www.sec.gov/news/ studies/indchair.pdf) |
4. | Multiple funds overseen by the same director: Unlike service on a public company board, mutual fund boards require much less of a time commitment. Mutual fund directors typically serve on dozens of other mutual fund boards, often within the same fund complex. The Investment Company Institute’s (“ICI”) Overview of Fund Governance Practices, 1994-2012, indicates that the average number of funds served by an independent director in 2012 was 53. Absent evidence that a specific director is hindered from being an effective board member at a fund due to service on other funds’ boards, we refrain from maintaining a cap on the number of outside mutual fund boards that we believe a director can serve on. |
43 | Lucian Bebchuk, John Coates IV, Guhan Subramanian, “The Powerful Antitakeover Force of Staggered Boards: Further Findings and a Reply to Symposium Participants,” 55 Stanford Law Review 885-917 (2002). |
44 | Lucian Bebchuk, Alma Cohen, “The Costs of Entrenched Boards” (2004). |
45 | Lucian Bebchuk, Alma Cohen and Charles C.Y. Wang, “Staggered Boards and the Wealth of Shareholders: Evidence from a Natural Experiment,” SSRN: http://ssrn.com/abstract=1706806 (2010), p. 26. |
46 | Spencer Stuart Board Index, 2013, p. 4 |
47 | Lucian Bebchuk, John Coates IV and Guhan Subramanian, “The Powerful Antitakeover Force of Staggered Boards: Theory, Evidence, and Policy”. |
48 | Spencer Stuart Board Index, 2013, p. 13 |
1. | When audit fees plus audit-related fees total less than the tax fees and/or other non-audit fees. |
2. | Recent material restatements of annual financial statements, including those resulting in the reporting of material weaknesses in internal controls and including late filings by the company where the auditor bears some responsibility for the restatement or late filing.50 |
49 | “Final Report of the Advisory Committee on the Auditing Profession to the U.S. Department of the Treasury.” p. VIII:20, October 6, 2008. |
50 | An auditor does not audit interim financial statements. Thus, we generally do not believe that an auditor should be opposed due to a restatement of interim financial statements unless the nature of the misstatement is clear from a reading of the incorrect financial statements. |
3.
|
When the auditor performs prohibited services such as tax-shelter work, tax services for the CEO or CFO, or contingent-fee work, such as a fee based on a percentage of economic benefit to the company.
|
4.
|
When audit fees are excessively low, especially when compared with other companies in the same industry.
|
5.
|
When the company has aggressive accounting policies.
|
6.
|
When the company has poor disclosure or lack of transparency in its financial statements.
|
7.
|
Where the auditor limited its liability through its contract with the company or the audit contract requires the corporation to use alternative dispute resolution procedures without adequate justification.
|
8.
|
We also look for other relationships or concerns with the auditor that might suggest a conflict between the auditor’s interests and shareholder interests.
|
• | The overall design and structure of the company’s executive compensation programs including selection and challenging nature of performance metrics; |
• | The implementation and effectiveness of the company’s executive compensation programs including pay mix and use of performance metrics in determining pay levels; |
• | The quality and content of the company’s disclosure; |
• | The quantum paid to executives; and |
• | The link between compensation and performance as indicated by the company’s current and past pay-for-performance grades. |
• | Inappropriate peer group and/or benchmarking issues; |
• | Inadequate or no rationale for changes to peer groups; |
• | Egregious or excessive bonuses, equity awards or severance payments, including golden handshakes and golden parachutes; |
• | Problematic contractual payments, such as guaranteed bonuses; |
• | Targeting overall levels of compensation at higher than median without adequate justification; |
• | Performance targets not sufficiently challenging, and/or providing for high potential payouts; |
• | Performance targets lowered without justification; |
• | Discretionary bonuses paid when short- or long-term incentive plan targets were not met; |
• | Executive pay high relative to peers not justified by outstanding company performance; and |
• | The terms of the long-term incentive plans are inappropriate (please see “Long-Term Incentives” on page 29). |
• | No re-testing or lowering of performance conditions; |
• | Performance metrics that cannot be easily manipulated by management; |
• | Two or more performance metrics; |
• | At least one relative performance metric that compares the company’s performance to a relevant peer group or index; |
• | Performance periods of at least three years; |
• | Stretching metrics that incentivize executives to strive for outstanding performance while not encouraging excessive risk-taking; and |
• | Individual limits expressed as a percentage of base salary. |
• | The number of shares pledged; |
• | The percentage executives’ pledged shares are of outstanding shares; |
• | The percentage executives’ pledged shares are of each executive’s shares and total assets; |
• | Whether the pledged shares were purchased by the employee or granted by the company; |
• | Whether there are different policies for purchased and granted shares; |
• | Whether the granted shares were time-based or performance-based; |
• | The overall governance profile of the company; |
• | The volatility of the company’s stock (in order to determine the likelihood of a sudden stock price drop); |
• | The nature and cyclicality, if applicable, of the company’s industry; |
• | The participation and eligibility of executives and employees in pledging; |
• | The company’s current policies regarding pledging and any waiver from these policies for employees and executives; and |
• | Disclosure of the extent of any pledging, particularly among senior executives. |
• | Companies should seek more shares only when needed; |
• | Requested share amounts should be small enough that companies seek shareholder approval every three to four years (or more frequently); |
• | If a plan is relatively expensive, it should not grant options solely to senior executives and board members; |
• | Annual net share count and voting power dilution should be limited; |
• | Annual cost of the plan (especially if not shown on the income statement) should be reasonable as a percentage of financial results and should be in line with the peer group; |
• | The expected annual cost of the plan should be proportional to the business’s value; |
• | The intrinsic value that option grantees received in the past should be reasonable compared with the business’s financial results; |
• | Plans should deliver value on a per-employee basis when compared with programs at peer companies; |
• | Plans should not permit re-pricing of stock options; |
• | Plans should not contain excessively liberal administrative or payment terms; |
• | Plans should not count shares in ways that understate the potential dilution, or cost, to common shareholders. This refers to “inverse” full-value award multipliers; |
• | Selected performance metrics should be challenging and appropriate, and should be subject to relative performance measurements; and |
• | Stock grants should be subject to minimum vesting and/or holding periods sufficient to ensure sustainable performance and promote retention. |
• | Officers and board members cannot participate in the program; |
• | The stock decline mirrors the market or industry price decline in terms of timing and approximates the decline in magnitude; |
• | The exchange is value-neutral or value-creative to shareholders using very conservative assumptions and with a recognition of the adverse selection problems inherent in voluntary programs; and |
• | Management and the board make a cogent case for needing to motivate and retain existing employees, such as being in a competitive employment market. |
51 | Lucian Bebchuk, Yaniv Grinstein and Urs Peyer. “LUCKY CEOs.” November, 2006. |
• | The form of offer is not required to be an all-cash transaction; |
• | The offer is not required to remain open for more than 90 business days; |
• | The offeror is permitted to amend the offer, reduce the offer, or otherwise change the terms; |
• | There is no fairness opinion requirement; and |
• | There is a low to no premium requirement. |
52 | Section 382 of the Internal Revenue Code refers to a “change of ownership” of more than 50 percentage points by one or more 5% shareholders within a three-year period. The statute is intended to deter the “trafficking” of net operating losses. |
• | Is the board sufficiently independent? |
• | Does the company have anti-takeover protections such as a poison pill or classified board in place? |
• | Has the board been previously unresponsive to shareholders (such as failing to implement a shareholder proposal that received majority shareholder support)? |
• | Do shareholders have the right to call special meetings of shareholders? |
• | Are there other material governance issues of concern at the company? |
• | Has the company’s performance matched or exceeded its peers in the past one and three years? |
• | How has the company ranked in Glass Lewis’ pay-for-performance analysis during the last three years? |
• | Does the company have an independent chairman? |
1. | Stock Split – We typically consider three metrics when evaluating whether we think a stock split is likely or necessary: The historical stock pre-split price, if any; the current price relative to the company’s most common trading price over the past 52 weeks; and some absolute limits on stock price that, in our view, either always make a stock split appropriate if desired by management or would almost never be a reasonable price at which to split a stock. |
2. | Shareholder Defenses – Additional authorized shares could be used to bolster takeover defenses such as a poison pill. Proxy filings often discuss the usefulness of additional shares in defending against or discouraging a hostile takeover as a reason for a requested increase. Glass Lewis is typically against such defenses and will oppose actions intended to bolster such defenses. |
3. | Financing for Acquisitions – We look at whether the company has a history of using stock for acquisitions and attempt to determine what levels of stock have typically been required to accomplish such transactions. Likewise, we look to see whether this is discussed as a reason for additional shares in the proxy. |
4. | Financing for Operations – We review the company’s cash position and its ability to secure financing through borrowing or other means. We look at the company’s history of capitalization and whether the company has had to use stock in the recent past as a means of raising capital. |
• | The terms of any amended advisory or sub-advisory agreement; |
• | Any changes in the fee structure paid to the investment advisor; and |
• | Any material changes to the fund’s investment objective or strategy. |
• | The authorization to allow share issuances below NAV has an expiration date of one year or less from the date that shareholders approve the underlying proposal (i.e. the meeting date); |
• | The proposed discount below NAV is minimal (ideally no greater than 20%); |
• | The board specifies that the issuance will have a minimal or modest dilutive effect (ideally no greater than 25% of the company’s then-outstanding common stock prior to the issuance); and |
• | A majority of the company’s independent directors who do not have a financial interest in the issuance approve the sale. |
1.
|
I have reviewed this report on Form N-CSR of Cornerstone Strategic Value Fund, Inc.;
|
2.
|
Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by this report;
|
3.
|
Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects the financial condition, results of operations, changes in net assets, and cash flows (if the financial statements are required to include a statement of cash flows) of the registrant as of, and for, the periods presented in this report;
|
4.
|
The registrant's other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in Rule 30a-3(c) under the Investment Company Act of 1940) and internal control over financial reporting (as defined in Rule 30a-3(d) under the Investment Company Act of 1940) for the registrant and have:
|
|
(a)
|
Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, to ensure that material information relating to the registrant, including its consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in which this report is being prepared;
|
|
(b)
|
Designed such internal control over financial reporting, or caused such internal control over financial reporting to be designed under our supervision, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles;
|
|
(c)
|
Evaluated the effectiveness of the registrant's disclosure controls and procedures and presented in this report our conclusions about the effectiveness of the disclosure controls and procedures, as of a date within 90 days prior to the filing date of this report based on such evaluation; and
|
|
(d)
|
Disclosed in this report any change in the registrant's internal control over financial reporting that occurred during the second fiscal quarter of the period covered by this report that has materially affected, or is reasonably likely to materially affect, the registrant's internal control over financial reporting; and
|
5.
|
The registrant's other certifying officer(s) and I have disclosed to the registrant's auditors and the audit committee of the registrant's board of directors (or persons performing the equivalent functions):
|
|
(a)
|
All significant deficiencies and material weaknesses in the design or operation of internal control over financial reporting which are reasonably likely to adversely affect the registrant's ability to record, process, summarize, and report financial information; and
|
|
(b)
|
Any fraud, whether or not material, that involves management or other employees who have a significant role in the registrant's internal control over financial reporting.
|
Date: February 24, 2015
|
/s/ Ralph W. Bradshaw
|
|
|
Ralph W. Bradshaw, Chairman
|
|
|
and President (Principal
|
|
|
Executive Officer)
|
|
1.
|
I have reviewed this report on Form N-CSR of Cornerstone Strategic Value Fund, Inc.;
|
2.
|
Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by this report;
|
3.
|
Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects the financial condition, results of operations, changes in net assets, and cash flows (if the financial statements are required to include a statement of cash flows) of the registrant as of, and for, the periods presented in this report;
|
4.
|
The registrant's other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in Rule 30a-3(c) under the Investment Company Act of 1940) and internal control over financial reporting (as defined in Rule 30a-3(d) under the Investment Company Act of 1940) for the registrant and have:
|
|
(a)
|
Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, to ensure that material information relating to the registrant, including its consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in which this report is being prepared;
|
|
(b)
|
Designed such internal control over financial reporting, or caused such internal control over financial reporting to be designed under our supervision, to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles;
|
|
(c)
|
Evaluated the effectiveness of the registrant's disclosure controls and procedures and presented in this report our conclusions about the effectiveness of the disclosure controls and procedures, as of a date within 90 days prior to the filing date of this report based on such evaluation; and
|
|
(d)
|
Disclosed in this report any change in the registrant's internal control over financial reporting that occurred during the second fiscal quarter of the period covered by this report that has materially affected, or is reasonably likely to materially affect, the registrant's internal control over financial reporting; and
|
5.
|
The registrant's other certifying officer(s) and I have disclosed to the registrant's auditors and the audit committee of the registrant's board of directors (or persons performing the equivalent functions):
|
|
(a)
|
All significant deficiencies and material weaknesses in the design or operation of internal control over financial reporting which are reasonably likely to adversely affect the registrant's ability to record, process, summarize, and report financial information; and
|
|
(b)
|
Any fraud, whether or not material, that involves management or other employees who have a significant role in the registrant's internal control over financial reporting.
|
Date: February 24, 2015
|
/s/ Frank J. Maresca
|
|
|
Frank J. Maresca, Treasurer
|
|
|
(Principal Financial Officer)
|
|
|
1.
|
The Registrant's periodic report on Form N-CSR for the period ended December 31, 2014 (the "Form N-CSR") fully complies with the requirements of section 13(a) or section 15(d) of the Securities Exchange Act of 1934, as amended; and
|
|
2.
|
The information contained in the Form N-CSR fairly presents, in all material respects, the financial condition and results of operations of the Registrant.
|
PRINCIPAL EXECUTIVE OFFICER
|
|
PRINCIPAL FINANCIAL OFFICER
|
|
|
|
|
|
Cornerstone Strategic Value Fund, Inc.
|
|
Cornerstone Strategic Value Fund, Inc.
|
|
|
|
|
|
/s/ Ralph W. Bradshaw
|
|
/s/ Frank J. Maresca
|
|
Ralph W. Bradshaw, President
|
|
Frank J. Maresca, Treasurer
|
|
|
|
|
|
Date: February 24, 2015
|
|
Date: February 24, 2015
|