DOCSLIB.ORG

Guide to Directors' Duties and Responsibilities

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Guide to Directors' Duties and Responsibilities å INSOLVENCY Guide to Directors’ Duties and Responsibilities with specific emphasis on Business Survival www.onlineturnaroundguru.com v5 A Practical Guide for SMEs prepared by The Online Turnaround Guru version © The Online Turnaround Guru 2018 å INSOLVENCY The aim of this guide is to help you understand your duties and Contents responsibilities as the director of a company with particular emphasis on knowing if your company is Section Page insolvent and what to do if it is. 1. INTRODUCTION 3 If you have more pressing concerns 2. RESPONSIBILITIES 5 about your business than those covered by this guide then you should 3. WHO IS A DIRECTOR? 6 expect to find an appropriate solution 4. POWERS 10 or source of help on my website at www.onlineturnaroundguru.com. 5. DUTIES 11 6. LIABILITIES 13 7. INSOLVENCY 16 Insolvency 8. TRADING WHILE INSOLVENT 18 9. THINGS THAT DIRECTORS 21 SHOULD ALSO BE AWARE OF Directors’ Duties and Responsibilities with specific emphasis on Business Survival Insolvency INTRODUCTION They say that “when the going gets tough, the tough get going” and this is especially true if you are a director trying to steer your businesses through difficult times. 01. Sitting back and doing nothing although the directors remain is not an option if you are fighting responsible for the statutory for survival. Declining sales, obligations being carried out. increasing costs, bank repayments, HMRC arrears, lease and finance This Guide includes notes on obligations, redundancy costs and relevant legislation that you need a withdrawal of credit terms all to be aware of and as a director contribute to a shortage of funds need to ensure are complied with. and the problem of having to juggle For example, did you realise that cash to meet creditor demands. the law does not discriminate between directors and ‘non- executive’ directors who, contrary So, how can this to popular myth, are just as accountable, should the company Guide help you? get into financial difficulty? Did you also know that your executives and Directors’ Responsibilities advisers can also be held liable for and Duties their actions if ever the company gets into financial difficulties? The key to saving a business is being realistic and knowing You also need to be aware of the what you can and can’t do. You seven ‘codified duties’, as set out need to be aware of the rules in the Companies Act 2006 that and regulations you are bound came into effect in 2008. Failure to by and what your duties and comply with these broad duties can responsibilities as a director are. result in you as a director incurring civil and/ or criminal liability, leading This Guide therefore outlines to a fine, and/ or imprisonment these duties and responsibilities and/ or disqualification for up to and should be read in conjunction 15 years. The Insolvency Act 1986 with another, related guide goes further as it requires directors (Guide to Company Secretarial of insolvent companies to act in Duties). The Guide to Company the best interests of creditors. Secretarial Duties covers your However, directors who seek and statutory obligations which are follow appropriate professional normally carried out by a company advice can avoid personal liability secretary on behalf of the directors if they act upon that advice. CONTINUED 3 Restructure + Reorganise + Refinance = Reinvent © K2 Partners Ltd 2018 Directors’ Duties and Responsibilities with specific emphasis on Business Survival Insolvency INTRODUCTION | CONTINUED The Test for Insolvency Key advice There are four primary tests to As a director you can risk determine whether your company everything you own if you fail is actually insolvent, which can be to seek advice when things get the case even if you still have a sticky. Despite the help provided strong balance sheet. The good in this Guide, are advised to news is that you can still trade while seek professional advice from a your company is insolvent providing solicitor, an insolvency practitioner that in doing so, you continue or a turnaround practitioner. to trade in the best interests of your company’s creditors. You might provide a copy of this Guide to your fellow directors as If your company is insolvent this part of their personal development Guide is intended to help you or their induction upon establish your objectives and appointment as a new director. offers guidelines in the form of continuance principles for you to follow if you do decide to trade while your company is insolvent. 4 Restructure + Reorganise + Refinance = Reinvent © K2 Partners Ltd 2018 Directors’ Duties and Responsibilities with specific emphasis on Business Survival Insolvency RESPONSIBILITIES Governing legislation disqualification and/ or personal liability, including but not limited to: Directors’ duties are defined by: à Insolvency Acts 1986 02. à Common law; and 2000; à Specific legislation such as the à Enterprise Act 2002; codification contained within à Company Directors’ the Companies Act 2006; Disqualification Act 1986; à General Statutory à Corporate Manslaughter and compliance including but Corporate Homicide Act 2007. by no means limited to: The board of directors of a company • Companies Act 2006; is primarily responsible for: • Health & Safety at Work etc Act 1974 and its à determining the company’s subsequent Regulations; strategic objectives and policies; • Corporate Manslaughter à monitoring progress and Corporate towards achieving the Homicide Act 2007; objectives and policies; • Employment Act 2008 and à appointing senior management; its associated Regulations; à ensuring accounts are up to • Competition Act 1998; date and that they are aware of the financial position; • Supply and Sale of Goods Act 1994; à accounting for the company’s activities to relevant parties, • Data Protection Act including shareholders and 2018 and General Data filing with Companies House; Protection Regulations; à compliance with • Money Laundering relevant legislation; Regulations 2007; à statutory filings with • Anti-discrimination Companies House. legislation covered by Race and Framework Directives; The managing director/chief executive is responsible for the • Industry specific legislation. performance of the company, as In addition directors also need to be dictated by the board’s overall aware of a vast amount of legislation strategy. He/ she reports to the where breaches could lead to chairman or board of directors. 5 Restructure + Reorganise + Refinance = Reinvent © K2 Partners Ltd 2018 Directors’ Duties and Responsibilities with specific emphasis on Business Survival Insolvency WHO IS A DIRECTOR? A director, by whatever title, is one who is in practice responsible for the management of a company’s affairs. There is no comprehensive definition of 03. a director in statute, the only guidance given being that the term ‘director’ includes any person occupying the position of director, by whatever name called (Companies Act 2006, section 250). For example, in some companies or corporate directors up to the management may be entrusted maximum number specified by the to ‘Executives’, ‘Governors’ or articles at an appropriate Board ‘Council Members’. Under this meeting. It should be noted that definition, they will be held to be unless the Articles require more, directors. Further, and separately, a limited liability company only the word director in some statutory needs to appoint one director provisions includes someone (subject to the proviso that that who is a de facto director or person is a natural person and shadow director, that is a person not a corporate director). who acts as a director without having been formally appointed. On appointment a new director is required by law to complete a Subject to certain exemptions form AP01 (or AP02 for corporate such as disqualification, directors) which requires certain bankruptcy or the company’s information to be filed and held auditor, anyone can be a director at Companies House along with provided they are over 16. his/ her signature on the form to signify consent to act as a director. Formal appointment Upon completion, the form should be filed with the Registrar of The first director(s) of a company Companies at Companies House. will be appointed at the time There are also provisions for filing of its registration. Subsequent these forms electronically by those appointments are governed by the companies who have registered company’s articles of association themselves for online filing. If there (Articles). Typically the Articles will is a share qualification specified in provide for the board of directors the Articles, then the director will (Board) to fill any vacancies or to also be required to acquire the appoint additional directors and/ appropriate number of shares. CONTINUED 6 Restructure + Reorganise + Refinance = Reinvent © K2 Partners Ltd 2018 Directors’ Duties and Responsibilities with specific emphasis on Business Survival Insolvency WHO IS A DIRECTOR? | CONTINUED Upon appointment the new director’s details should be entered in the Other types Register of Directors. of director The director is required to disclose Non-executive director any interests in shares, loans or debentures with the company; It is important to appreciate that these should be entered in the there is no difference in law Register of Directors Interests. between the duties of ‘executive’ In addition the director should and ‘non-executive’ directors. An give notice of any interests in ‘executive director’ is regarded contracts or relationships with the as a director who has
Load more

Recommended publications
  • Corporate Insolvency. Relax?
    Corporate insolvency. Relax? The government’s relaxation of wrongful trading rules. This weekend past, Business Secretary Alok Sharma announced that wrongful trading rules are to be relaxed to remove the threat of personal liability for company directors so they can focus on keeping their business going. The relaxation will apply retrospectively for three months from 1 March 2020, meaning that a third of the period has already lapsed. With two months to go, what waits on the horizon for company directors? Where a company is in good health, Section 172(1) of the Companies Act 2006 imposes a duty on a company’s directors to act in the way they consider, in good faith, would be most likely to promote the success of the company for the benefit of its members as a whole. In times of trouble, however, the emphasis can shift from that of acting in the best interests of a company’s shareholders to protecting the company’s creditors. If the directors continue to trade in circumstances where they knew or ought to have concluded that there was no reasonable prospect that the company would avoid going into insolvent liquidation then they may be personally liable for wrongful trading under Section 214 of the Insolvency Act 1986. The court may then make a declaration for the directors to contribute to the company’s assets during its winding up or administration, to the benefit of the company’s creditors. In practice this would mean, for example, that, where a company running a shop that became unable to pay its rent (and thus would have no real prospect of avoiding an insolvent liquidation on the presentation of a petition presented by the landlord), if the company were to continue to trade (e.g.
    [Show full text]
  • Fact Sheet: Insolvency Reforms to Support Small Business
    Insolvency reforms to support small business The Government is making changes to our insolvency framework to better serve Australian small businesses, their creditors and their employees. The changes will introduce new processes suitable for small businesses from 1 January 2021, reducing complexity, time and costs for small businesses. The changes will enable more Australian small businesses to quickly restructure and to survive the economic impact of COVID-19. Where restructure is not possible, businesses will be able to wind up faster, enabling greater returns for creditors and employees. These reforms are the most significant changes to the Australian insolvency framework in almost 30 years. They form part of the Government’s JobMaker plan to ensure Australia emerges from the pandemic with a stronger, more resilient and more competitive economy. The need to give businesses and their creditors certainty is crucial to kick-starting confidence and activity as the economy transitions to the recovery phase. Our insolvency system needs reform An efficient and effective insolvency system is important in generating business dynamism which is needed to underpin our economic recovery. The system helps the movement of capital and jobs to more productive from less productive firms. It allows the efficient winding up of businesses, ensuring creditors and employees are paid fairly. The insolvency system is facing a number of challenges: • An increase in the number of businesses in financial distress because of COVID-19. • A ‘one-size-fits-all’ system, which imposes the same duties and obligations, regardless of the size and complexity of the administration. • Barriers of high cost and lengthy processes that can prevent distressed small businesses from engaging with the insolvency system early, reducing their opportunity to restructure and survive.
    [Show full text]
  • Insolvency in the Cayman Islands 2019
    GLOBAL PRACTICE GUIDE Defi niti ve global law guides off ering comparati ve analysis from top ranked lawyers Insolvency Cayman Islands Campbells chambers.com CAYMAN ISLANDS LAW AND PRACTICE: p.3 Contributed by Campbells The ‘Law & Practice’ sections provide easily accessible information on navigating the legal system when conducting business in the jurisdic- tion. Leading lawyers explain local law and practice at key transactional stages and for crucial aspects of doing business. LAW AND PRACTICE CAYMAN ISLANDS Law and Practice Contributed by Campbells Contents 1. Market Trends and Developments p.5 5. Unsecured Creditor Rights, Remedies and 1.1 The State of the Restructuring Market p.5 Priorities p.10 1.2 Changes to the Restructuring and Insolvency 5.1 Differing Rights and Priorities Among Market p.5 Classes of Secured and Unsecured Creditors p.10 5.2 Unsecured Trade Creditors p.10 2. Statutory Regimes Governing Restructurings, Reorganisations, Insolvencies and Liquidations p.6 5.3 Rights and Remedies of Unsecured Creditors p.10 2.1 Overview of the Laws and Statutory Regimes p.6 5.4 Pre-judgment Attachments p.10 2.2 Types of Voluntary and Involuntary Financial 5.5 Typical Timeline for Enforcing an Unsecured Restructuring, Reorganisation, Insolvency Claim p.10 and Receivership p.6 5.6 Bespoke Rights or Remedies for Landlords p.10 2.3 Obligation to Commence Formal Insolvency 5.7 Special Procedures or Impediments or Proceedings p.6 Protections That Apply to Foreign Creditors p.10 2.4 Procedural Options p.6 5.8 The Statutory Waterfall of Claims p.10 2.5 Liabilities, Penalties or Other Implications 5.9 Priority Claims p.11 for Failing to Commence Proceedings p.7 5.10 Priority Over Secured Creditor Claims p.11 2.6 Ability of Creditors to Commence Insolvency 6.
    [Show full text]
  • Singapore Insolvency Brochure.Indd
    CMS_LawTax_Negative_28-100.eps Advising the Board on Insolvency Risk in Singapore Risk, Resilience and Reputation Directors’ risk report It is crucial for company directors to understand how their duties change and augment in times of financial distress for the company. If these duties are not properly discharged, it can result in personal liability and/or disqualification from acting as a director. It’s equally important to be cognisant of directors’ Specifically, the fiduciary duties of directors duties if you represent a third party dealing with a of a distressed company may be a key factor distressed company, for example, a lender, supplier in determining: or customer. — The time available for key stakeholders to agree the terms of a financial restructuring before the This will help you anticipate how the distressed board has no real choice but to file for insolvency company may behave in its ongoing dealings and protection; and negotiations with you. — What the company may and may not be able to do pending a deal being agreed, during what is often described as the ‘twilight zone’. 2 | Advising the Board on Insolvency Risk in Singapore Impact of COVID-19 on corporate failures and directors’ conduct Given the uncertainties surrounding the COVID-19 — the trigger, therefore, is at some stage before pandemic, it is anticipated that the number of formal the company actually becomes unable to pay insolvencies in Singapore will trend upwards across its debts as they fall due, and the courts will numerous sectors as companies see a decline in their undertake a broad assessment of the surrounding financial position.
    [Show full text]
  • CB(1)678/98-99 Consultation Paper on Corporate Rescue and the Protection of Wages on Insolvency Fund (Treatment of Employees In
    CB(1)678/98-99 Consultation Paper on Corporate Rescue and the Protection of Wages on Insolvency Fund (Treatment of Employees in “Provisional Supervision”) Problem There are incompatibilities between some recommendations in the scheme proposed by the Law Reform Commission’s (“LRC”) Report on “Corporate Rescue and Insolvent Trading” and the existing labour legislation. It is necessary to resolve these incompatibilities if the Government were to take forward the relevant proposals. Comments sought 2. Comments are sought on how employees’ outstanding entitlements should be settled if the company which owes these debts initiated a corporate rescue procedure. Background Why Hong Kong needs corporate rescue (also known as “provisional supervision”) 3. At present, companies that get into financial difficulties may try to come to an arrangement with their creditors by means of a non-statutory arrangement or by means of the arrangement and reconstruction provisions under section 166 of the Companies Ordinance (the “CO”). However, there is no moratorium (that is, stay of proceedings) thus nothing in either procedure to prevent a single breakaway creditor withdrawing from the negotiations and presenting a petition to wind up the company, thereby sink any rescue arrangement. In this particular aspect, therefore, there is a clear deficiency in section 166 of the Ordinance. The Law Reform Commission’s proposal on corporate rescue 4. The LRC Sub-committee on Insolvency examined the issue in 1995 and circulated a consultation paper for public comments. In that paper, the Subcommittee recommended a statutory corporate rescue, also known as “provisional supervision”, to be introduced to facilitate a company in working out a voluntary arrangement with creditors.
    [Show full text]
  • An Introduction to Corporate Insolvency Law
    University of Plymouth PEARL https://pearl.plymouth.ac.uk The Plymouth Law & Criminal Justice Review The Plymouth Law & Criminal Justice Review, Volume 08 - 2016 2016 An Introduction to Corporate Insolvency Law Anderson, Hamish Anderson, H. (2016) 'An Introduction to Corporate Insolvency Law',Plymouth Law and Criminal Justice Review, 8, pp. 16-47. Available at: https://pearl.plymouth.ac.uk/handle/10026.1/9038 http://hdl.handle.net/10026.1/9038 The Plymouth Law & Criminal Justice Review University of Plymouth All content in PEARL is protected by copyright law. Author manuscripts are made available in accordance with publisher policies. Please cite only the published version using the details provided on the item record or document. In the absence of an open licence (e.g. Creative Commons), permissions for further reuse of content should be sought from the publisher or author. Plymouth Law and Criminal Justice Review (2016) 1 AN INTRODUCTION TO CORPORATE INSOLVENCY LAW Hamish Anderson1 Abstract English law provides three forms of insolvency proceeding for companies: liquidation, administration and company voluntary arrangements. This paper begins by examining the nature and purpose of insolvency law, the concepts of insolvency and insolvency proceedings, how insolvency practice is regulated and the role of the court. It then considers the sources of the law before describing the distinguishing characteristics of liquidation, administration and company voluntary arrangements. Finally, it deals with the sanctions for malpractice, transaction avoidance and cross-border insolvency. Keywords: insolvency, liquidation, administration, company voluntary arrangement, office- holder, wrongful trading, fraudulent trading, director disqualification, transaction avoidance Introduction This paper is a high level introduction to corporate insolvency law for students of company law.
    [Show full text]
  • Report Corporate Rescue and Insolvent Trading
    THE LAW REFORM COMMISSION OF HONG KONG REPORT CORPORATE RESCUE AND INSOLVENT TRADING This report can be found on the Internet at: <http://www.hkreform.gov.hk> OCTOBER 1996 The Law Reform Commission was established by His Excellency the Governor in Council in January 1980. The Commission considers such reforms of the laws of Hong Kong as may be referred to it by the Attorney General or the Chief Justice. The members of the Commission at present are: The Hon Mr J F Mathews, CMG, JP (Attorney General) (Chairman) The Hon Sir Ti Liang Yang (Chief Justice) Mr Tony Yen (Law Draftsman) The Hon Mr Justice J Chan Mr Eric Cheung Professor Yash Ghai, CBE Professor Kuan Hsin-chi Mr Andrew Liao, QC Mr Gage McAfee Mr Alasdair G Morrison Mr Robert Ribeiro, QC Professor Derek Roebuck Professor Peter Wesley-Smith Mr Justein Wong Chun, JP The Secretary of the Commission is Mr Stuart M I Stoker and its offices are at: 20/F Harcourt House, 39 Gloucester Road, Wanchai, Hong Kong. Telephone: 2528 0472 Fax: 2865 2902 E-mail: [email protected] Website: http://www.hkreform.gov.hk THE LAW REFORM COMMISSION OF HONG KONG REPORT ON CORPORATE RESCUE AND INSOLVENT TRADING ________________________________________ CONTENTS Chapter Page Introduction Terms of reference The need for an interim report on corporate rescue and insolvent trading Submissions on the Consultation Paper on Corporate Rescue and Insolvent Trading Confidentiality Model Bill Abbreviations Acknowledgements Report in English and Chinese 1. Provisional supervision The present position Other jurisdictions Benefits of provisional supervision The name of the procedure Recognition of foreign procedures Environment Insolvent trading 2.
    [Show full text]
  • Informal Workouts, Restructuring and the Future of Asian Insolvency Reform
    CENTRE FOR CO-OPERATION WITH NON-MEMBERS Informal Workouts, Restructuring and the Future of Asian Insolvency Reform Proceedings from the Second Forum for Asian Insolvency Reform - December 2002 ORGANISATION FOR CO-OPERATION AND DEVELOPMENT ORGANISATION FOR ECONOMIC CO-OPERATION AND DEVELOPMENT Pursuant to Article 1 of the Convention signed in Paris on 14th December 1960, and which came into force on 30th September 1961, the Organisation for Economic Co-operation and Development (OECD) shall promote policies designed: – to achieve the highest sustainable economic growth and employment and a rising standard of living in member countries, while maintaining financial stability, and thus to contribute to the development of the world economy; – to contribute to sound economic expansion in member as well as non-member countries in the process of economic development; and – to contribute to the expansion of world trade on a multilateral, non-discriminatory basis in accordance with international obligations. The original member countries of the OECD are Austria, Belgium, Canada, Denmark, France, Germany, Greece, Iceland, Ireland, Italy, Luxembourg, the Netherlands, Norway, Portugal, Spain, Sweden, Switzerland, Turkey, the United Kingdom and the United States. The following countries became members subsequently through accession at the dates indicated hereafter: Japan (28th April 1964), Finland (28th January 1969), Australia (7th June 1971), New Zealand (29th May 1973), Mexico (18th May 1994), the Czech Republic (21st December 1995), Hungary (7th May 1996), Poland (22nd November 1996), Korea (12th December 1996) and the Slovak Republic (14th December 2000). The Commission of the European Communities takes part in the work of the OECD (Article 13 of the OECD Convention).
    [Show full text]
  • Report on the Protections for Employees and Unsecured Creditors
    COMPANY LAW REVIEW GROUP REPORT ON THE PROTECTION OF EMPLOYEES AND UNSECURED CREDITORS Contents Page Chairperson’s Letter to the Tánaiste ......................................................................................... 9 Executive Summary .................................................................................................................. 11 Introduction ............................................................................................................................. 13 Request from Minister for Jobs, Enterprise and Innovation ................................................... 13 Chapter 1. General Legal Landscape ........................................................................................ 15 1.1 Introduction ....................................................................................................................... 15 1.2 Employees and Unsecured Creditors ................................................................................ 15 1.2.1 Definition of Employees and Unsecured Creditors ........................................... 15 1.2.2 Entitlements of Employees and Unsecured Creditors....................................... 15 1.3 Priority of Payments for Creditors in Liquidations ............................................................ 16 1.3.1 Employees ......................................................................................................... 16 1.3.2 Other Unsecured Creditors ..............................................................................
    [Show full text]
  • Powering Ahead COVID-19 – Changes to Corporate Insolvency Law Powering Ahead COVID-19 – Changes to Corporate Insolvency Law
    Powering ahead COVID-19 – Changes to corporate insolvency law Powering ahead COVID-19 – Changes to corporate insolvency law Contents The COVID-19 pandemic has created significant challenges for all businesses. As the crisis abates, and we start moving into a new form of business as usual, the likely structural, fiscal and economic adjustments which the crisis is expected to cause over a longer period of time are vast. We summarize any relevant changes or proposals to corporate insolvency law proposed or enacted in reaction to the COVID-19 pandemic covering multiple jurisdictions. Jurisdiction Belgium China France Germany Hong Kong Ireland Italy Luxembourg Netherlands Singapore Spain Sweden UAE UK US We hope you find this useful and look forward to discussing further. 1 Powering ahead COVID-19 – Changes to corporate insolvency law Belgium The Belgian (federal) government issued a COVID-19 Decree providing a temporary protection for debtors that are affected by the COVID-19 pandemic and its consequences from their creditors by imposing a stay on the rights of these creditors (i) to enforce debts, (ii) to terminate existing agreements prematurely and (iii) to initiate bankruptcy proceedings. The COVID-19 Decree introduces a stay of enforcement in relation to all debts, irrespective of their date of incurrence or due date, but only until 17 June 2020 (at 11:59). Please note that the original date has already been extended and that a new extension is thus possible. This reprieve is granted to all companies whose continuity is in danger due to the COVID-19 pandemic and its consequences, and that had not stopped making payments on or prior to 18 March 2020.
    [Show full text]
  • GTA Industry Briefing Document
    GTA Industry Briefing Document Managing Insolvency In the Grain Industry Prepared by Malcolm Finlayson Finesse Solutions Pty Ltd Insolvency - Before and After Insolvencies occur frequently in the grain industry and businesses need to prepare for them. The best preparation is to attempt to avoid dealing with counterparties that are likely to enter insolvency but even with the best preparation it is likely that you will have to deal with an insolvent counterparty. This paper is meant to be a brief guide to a before and after situation with insolvencies. What is insolvency? There are two primary definitions of insolvency: 1. inability to meet liabilities as they fall due; 2. shortfall of assets to liabilities. The first is the more commonly used expression of insolvency but both are relevant. Unless there is support from another party the second definition will lead to an occurrence of the first. We will focus on the first as this is the most commonly used cause of an insolvency event. This tends not to be a short-term incident but an inability to meet obligations over an extended period. Being unable to meet creditor liabilities for one day due to cash timing is not an event of insolvency but it is cause for concern. Insolvencies are slightly different between companies and individuals. This paper is restricted to company insolvencies. An event of insolvency can also occur if the company is wound up or applied to be wound up. Other than the previously mentioned conditions, this usually occurs to cease trading or restructure when there has been full provision for liabilities and so it is not a risk.
    [Show full text]
  • Solvency Considerations Within the Pandemic Context Introduction
    NZTE Guidance: 20 April 2020 Solvency and COVID-19 Solvency considerations within the pandemic context Introduction Solvency issues will become a key consideration for many directors in the current trading environment, given that COVID-19 is expected to have a greater adverse impact on the NZ economy than the 2008 global financial crisis and is unfortunately likely to trigger numerous business failures. As domestic and global containment measures take effect, many businesses will experience a significant fall in trading levels and cashflow. Directors will need to be mindful of the impact on the solvency of their business and carefully consider whether continuing to trade is in the best interests of the company and its creditors. This paper provides practical guidance for directors that are considering issues of solvency. Optionality for stakeholders is likely to become more limited as the business comes under increasing financial stress. Acting now with some of the lighter actions may defer or lessen the requirements for more extreme measures further down the track. None of these choices are without consequences. Turnaround Financial restructuring Insolvency Underperformance Stress Distress Insolvency Complexity / earnings problems Tight financial conditions No further borrowing possible, clever liquidity policies required Need for action Scope Time 2 Insolvency Legal definition of solvency — whether related party receivables and shareholder loans are recoverable or intended to be repaid; Legal definition of solvency Under the Companies Act 1993 (Companies Act) a company is solvent when: — whether there is a siGnificant difference between the book value and market value of fixed assets; and Under the Companies Act 1993 (Companies Act) a company is solvent when: — it is able to pay its debts as they become due in the normal course of business (known as Cash Flow — the appropriate value of any continGent claims (i.e.
    [Show full text]