This document provides an overview of business rescue in South Africa, including key definitions, opportunities for distressed funds, and considerations for directors. It notes that business rescue aims to facilitate rehabilitation of financially distressed companies through a moratorium and developing a plan to restructure the company's affairs and maximize the chance of continued existence. The document outlines warning signs of financial distress directors should watch for, such as ongoing losses, inability to adapt to market changes, and deteriorating relationships with financiers. It also provides a checklist for directors to assess looming insolvency and consider initiating business rescue proceedings.
The document discusses the process of winding up or liquidation of a company under the Companies Act, 2013. It provides details on the different modes of winding up a company including voluntary winding up and winding up by the tribunal. It outlines the key provisions regarding the appointment of a liquidator, their powers and duties. These include taking over assets, recovering claims, selling property to pay off debts and distributing the remaining assets. The process aims to conclude the company's affairs and dissolve it in an orderly manner.
Accounting is the process of measuring and recording financial transactions and preparing financial statements. The document outlines the key foundations of accounting including the accounting cycle, financial statements, ratio analysis, budgets, and international accounting standards. It describes the roles of various accounting professionals and how accounting supports decision making.
The document discusses the dissolution of firms under the Indian Partnership Act. It outlines the main ways a firm can be dissolved: voluntarily by agreement of all partners; compulsory dissolution due to certain events making the partnership unlawful; dissolution upon certain events such as expiration of a fixed term, death of a partner, or completion of an undertaking; dissolution at will upon a partner serving proper notice; or dissolution by order of the court due to reasons such as a partner's unsound mind, incapability, misconduct, perpetual losses, or other just/equitable grounds. The document provides details on the sections of the Indian Partnership Act governing each type of dissolution.
'Sole' means single.
‘Proprietorship' means ownership.
It means only one person or an individual becomes the owner of the business.
A Sole Proprietorship is the ownership of a business by one person, who receives all of the profit, but is responsible for all debts and obligations.
There are several ways to classify companies based on their incorporation, liability, nationality, and public interest. From an incorporation standpoint, companies are either chartered (historically by royal charter), statutory (established by special law), or registered (incorporated under the Companies Act of 1956). Classifying by liability, companies are unlimited, limited by guarantee, or limited (shareholders' liability limited to remaining unpaid shares). Nationally, companies are either national (controlled within one country) or multinational (linked to a parent company abroad). Finally, considering public interest, companies are private, public, or government (51% owned by central/state government).
This document provides an overview of financial statement analysis and ratio analysis. It defines key financial statements like the income statement, balance sheet, and statement of cash flows. It also explains the purpose of ratio analysis is to evaluate a firm's performance, liquidity, profitability, and financial stability by calculating and comparing various financial ratios over time and against industry benchmarks. Common ratios covered include liquidity, leverage, activity, and profitability ratios. Ratio analysis is a useful tool but requires comparing ratios to standards and accounting for company and industry differences.
Internal controls are defined as the entire system of controls, both financial and non-financial, established by management to carry out business operations in an orderly manner, safeguard assets, and ensure accurate and reliable record keeping. An effective internal control system includes proper organization structure and division of responsibilities, adequate authorization and accountability, sound practices and procedures, competent personnel, and controls over assets, liabilities, revenues, and expenses. However, internal controls also have limitations such as high implementation costs for small businesses, the potential for human error, possibility of collusion between employees, and risk of misuse of authority or manipulation by management.
This document discusses cash management strategies and models for determining optimal cash balances. It explains concepts like cash flows, cash conversion cycle, and motives for holding cash. It also outlines efficient cash management techniques like speeding up collections and delaying payments. Finally, it describes the Baumol and Miller-Orr models for calculating optimal cash balances based on factors like transaction costs, interest rates, and cash flow variances. The Miller-Orr model accounts for uncertain cash flows by setting upper and lower cash balance limits.
The document discusses the process of winding up or liquidation of a company under the Companies Act, 2013. It provides details on the different modes of winding up a company including voluntary winding up and winding up by the tribunal. It outlines the key provisions regarding the appointment of a liquidator, their powers and duties. These include taking over assets, recovering claims, selling property to pay off debts and distributing the remaining assets. The process aims to conclude the company's affairs and dissolve it in an orderly manner.
Accounting is the process of measuring and recording financial transactions and preparing financial statements. The document outlines the key foundations of accounting including the accounting cycle, financial statements, ratio analysis, budgets, and international accounting standards. It describes the roles of various accounting professionals and how accounting supports decision making.
The document discusses the dissolution of firms under the Indian Partnership Act. It outlines the main ways a firm can be dissolved: voluntarily by agreement of all partners; compulsory dissolution due to certain events making the partnership unlawful; dissolution upon certain events such as expiration of a fixed term, death of a partner, or completion of an undertaking; dissolution at will upon a partner serving proper notice; or dissolution by order of the court due to reasons such as a partner's unsound mind, incapability, misconduct, perpetual losses, or other just/equitable grounds. The document provides details on the sections of the Indian Partnership Act governing each type of dissolution.
'Sole' means single.
‘Proprietorship' means ownership.
It means only one person or an individual becomes the owner of the business.
A Sole Proprietorship is the ownership of a business by one person, who receives all of the profit, but is responsible for all debts and obligations.
There are several ways to classify companies based on their incorporation, liability, nationality, and public interest. From an incorporation standpoint, companies are either chartered (historically by royal charter), statutory (established by special law), or registered (incorporated under the Companies Act of 1956). Classifying by liability, companies are unlimited, limited by guarantee, or limited (shareholders' liability limited to remaining unpaid shares). Nationally, companies are either national (controlled within one country) or multinational (linked to a parent company abroad). Finally, considering public interest, companies are private, public, or government (51% owned by central/state government).
This document provides an overview of financial statement analysis and ratio analysis. It defines key financial statements like the income statement, balance sheet, and statement of cash flows. It also explains the purpose of ratio analysis is to evaluate a firm's performance, liquidity, profitability, and financial stability by calculating and comparing various financial ratios over time and against industry benchmarks. Common ratios covered include liquidity, leverage, activity, and profitability ratios. Ratio analysis is a useful tool but requires comparing ratios to standards and accounting for company and industry differences.
Internal controls are defined as the entire system of controls, both financial and non-financial, established by management to carry out business operations in an orderly manner, safeguard assets, and ensure accurate and reliable record keeping. An effective internal control system includes proper organization structure and division of responsibilities, adequate authorization and accountability, sound practices and procedures, competent personnel, and controls over assets, liabilities, revenues, and expenses. However, internal controls also have limitations such as high implementation costs for small businesses, the potential for human error, possibility of collusion between employees, and risk of misuse of authority or manipulation by management.
This document discusses cash management strategies and models for determining optimal cash balances. It explains concepts like cash flows, cash conversion cycle, and motives for holding cash. It also outlines efficient cash management techniques like speeding up collections and delaying payments. Finally, it describes the Baumol and Miller-Orr models for calculating optimal cash balances based on factors like transaction costs, interest rates, and cash flow variances. The Miller-Orr model accounts for uncertain cash flows by setting upper and lower cash balance limits.
This document provides an overview of key concepts from several finance chapters. It includes definitions of finance, the three major financial decisions of investment, financing, and asset management. It also discusses why wealth maximization rather than profit maximization should be the main goal of a firm. Key concepts like agency problem, how it is solved, corporate social responsibility, risk and return, types of risk, and attitudes toward risk are summarized. The document is a study guide providing questions and answers on these topics from various textbook chapters.
Corporate governance is needed to ensure managers maximize shareholder wealth rather than prioritizing their own interests. It establishes rules and procedures to align manager and shareholder goals. Good corporate governance benefits companies through growth and capital attraction. It resolves conflicts between stakeholders like shareholders, creditors, and employees by balancing their interests through communication and compensation policies like ESOPs that use both "sticks" like removal and "carrots" like performance-based pay.
The Basel Accords are a series of banking regulations established by the Basel Committee on Banking Supervision. The document discusses the history and objectives of the Basel Accords. It explains that the Basel Committee was established in 1974 to improve banking supervision globally and set minimum capital requirements for banks. The Basel I Accord established the first capital requirements in 1988. Subsequent accords like Basel II and III enhanced regulations around capital adequacy ratios, risk management, disclosure, and liquidity to promote global financial stability.
The document discusses the process of vouching during an audit. It can be summarized as:
1. Vouching involves carefully examining original documents like invoices, receipts, correspondence, minutes and contracts to verify the accuracy of entries in the books of accounts and detect any omitted transactions.
2. The auditor checks that vouchers are properly arranged, dates are correct, signatures show proper authority, there are no alterations, words match figures, transactions relate to the business, account heads are accurate, and revenue stamps are correct.
3. The goal of vouching is to verify the truth and accuracy of book entries, ensure no fraud has occurred, and allow the auditor to certify the accounts as correct
Ratio analysis involves quantitatively comparing financial metrics to analyze a company's performance and financial position over time. Key ratios indicate profitability, asset utilization, liquidity, and financial leverage. Ratio analysis is useful for management, shareholders, creditors, employees, and governments. Interpreting ratio trends and comparisons to industry averages is more important than just calculating ratios. An example analyzes asset turnover and return on equity ratios for Sensient Technologies Corporation over several years compared to industry averages.
Preparation of financial statements in pakistanAshar Ahmed
Preparation of financial statements in Pakistan according to Companies Ordinance 1984 and IFRS
You can now download the full editable version of this file at following link:
http://www.scribd.com/doc/26760858/Preparation-of-Financial-Statements-in-Pakistan
There are three types of financial statement comparisons: intra-company, inter-company, and industry averages. Three tools are used for analysis: horizontal analysis examines trends over time, vertical analysis expresses items as a percent of a base amount, and ratio analysis includes liquidity, solvency, turnover, profitability, and market value ratios. Ratios are calculated to measure different aspects of a company's financial health and are used by creditors, stockholders, and others to evaluate performance.
The document discusses various responsibilities of financial managers including managing working capital, estimating seasonal needs, long-term financial planning, determining appropriate financing and investment mixes, and determining dividend amounts. It also discusses the interrelationships between financing, investment, and dividend decisions and how changes in one area can impact the others. Various methods of financial statement analysis are described including horizontal analysis, vertical analysis, common-size statements, trend percentages, and ratio analysis. Examples of horizontal analysis are provided comparing the balance sheet and income statement of a company between two years.
Accounting is the process of identifying, measuring, recording, classifying, summarizing, analyzing, interpreting and communicating financial information about an entity. It involves recording economic events which affect the financial position and performance of a business. The key functions of accounting include identifying transactions, measuring transactions in monetary terms, recording transactions methodically in books of accounts, classifying transactions into appropriate accounts, summarizing transactions periodically into financial statements, analyzing trends and relationships, interpreting financial statements for decision making and communicating essential information to users.
Finance for non finance managers module 1 financial accounting basicsShahid Hussain Raja
Welcome to this one day intensive course on finance for non finance managers/professionals
Besides learning essential concepts, we will discuss the difference among financial accounting, management accounting and financial management
In Module 1, we will discuss the basics of financial accouning such as financial transactions, jargon used, conventions etc
Also the various ways of presenting these accounts-basic information about the three financial statements
This document provides an overview of Accounting Standard 28 on impairment of assets. It discusses the applicability, objective, scope, key concepts, identification of impaired assets, determining the recoverable amount, recognition and measurement of impairment losses, treatment of cash generating units, reversing impairment losses, required disclosures, and transitional provisions. The standard aims to ensure that assets are not carried at more than their recoverable amount and that any impairment losses are recognized in the financial statements.
The document discusses the winding up process of a company. It defines winding up as the process by which a company ends its operations and has its assets liquidated to pay debts. There are two types of winding up - compulsory, which is court-ordered, and voluntary. Voluntary winding up can be initiated by members or creditors, depending on the company's solvency. The liquidator oversees the collection of assets, payment of debts, and distribution of any surplus funds.
The goal of working capital management is to
ensure that the firm is able to continue its operations and that
it has sufficient cash flow to satisfy both maturing short-term
debt and upcoming operational expenses. The current study
has concentrated on analysing the working capital
management of Larsen & Turbo Company based on their
liquidity, profitability positions and cash flow statements over
a decade. The study is based on secondary data collected
from the financial reports published in the official websites of
the company for a period of thirteen years from 2003-04 to
2015-16. The data have been analyzed using the financial and
statistical tools namely Ratio Analysis, cash flow and
Correlation Analysis. It has been found that the working
capital management of Larsen & Turbo is good and the
company has to improve its turnover ratios in the future.
This document provides guidance for internal auditors on evaluating internal controls. It discusses:
1) The nature and purpose of internal controls, including preventive and detective controls, as well as control environment and activities.
2) The role of the internal auditor in evaluating the design and operating effectiveness of internal controls, identifying control gaps, and making recommendations.
3) Procedures for the internal auditor to obtain an understanding of the entity's business processes, accounting and IT systems, and evaluate segregation of duties, information system controls, and perform tests of controls.
A share warrant is a financial instrument that allows the holder to convert it into equity shares. Disclosure is required for money received for share warrants since the shares have not yet been allocated. Share warrants are issued to promoters and others by limited companies according to preferential issue guidelines.
liquidity decision, an introduction of liquidity decision, the importance of the liquidity decision, estimating the liquidity needs, instruments of liquidity, theories of liquidity decision, liquidity procedure in the banking system
This document provides an introduction to financial management and related topics. It defines finance and identifies the major areas of finance as financial services and financial management. Financial management is the application of planning and control to finance functions and concerns managing finances for any type of business. The scope of financial management includes anticipating needs, acquiring funds, allocating funds, appropriating profits, and assessing financial activities. Financial management is closely related to economics, accounting, mathematics, production management, marketing, and human resources.
The document discusses articles of association, which specify the regulations for operating a company. It contains rules, regulations, and bylaws governing general administration. Articles are required for unlimited companies, companies limited by guarantee, and private companies limited by shares. The articles must be printed and signed by subscribers in the presence of a witness. They can prescribe internal regulations and the relationship between the company and members, subject to the Companies Act. The memorandum takes precedence over the articles, which cannot alter memorandum conditions. Members are bound by the articles, and the company can enforce or restrain breaches. The articles create no obligations for non-members. A company can alter its articles through a special resolution, subject to legal restrictions.
Corporate governance is the system by which companies are directed and controlled. It specifies how power is distributed among shareholders, directors, and management. It also specifies the rules and procedures for making decisions on corporate affairs and structures the company's goals. The key principles of corporate governance are rights of shareholders, accountability, disclosure, integrity, and interest of stakeholders. SEBI issued a code of corporate governance for listed companies in India to improve standards. It covers requirements for boards, audit committees, disclosure, and shareholders.
Global Commercial Telematics Market - Size, Share, Global Trends, Company Pro...Allied Market Research
Telematics are information and telecommunication products that combine computers and telecommunication services for transferring large amounts of data in vehicles in real-time. Commercial telematics market includes the telematics used by light, medium and heavy commercial vehicles. All major automotive manufacturers across the globe are now concentrating on developing and implementing the Telematics concept into their vehicles. Vehicles manufactured today offer unique connectivity solutions for better monitoring and tracking.
This document provides an overview of key concepts from several finance chapters. It includes definitions of finance, the three major financial decisions of investment, financing, and asset management. It also discusses why wealth maximization rather than profit maximization should be the main goal of a firm. Key concepts like agency problem, how it is solved, corporate social responsibility, risk and return, types of risk, and attitudes toward risk are summarized. The document is a study guide providing questions and answers on these topics from various textbook chapters.
Corporate governance is needed to ensure managers maximize shareholder wealth rather than prioritizing their own interests. It establishes rules and procedures to align manager and shareholder goals. Good corporate governance benefits companies through growth and capital attraction. It resolves conflicts between stakeholders like shareholders, creditors, and employees by balancing their interests through communication and compensation policies like ESOPs that use both "sticks" like removal and "carrots" like performance-based pay.
The Basel Accords are a series of banking regulations established by the Basel Committee on Banking Supervision. The document discusses the history and objectives of the Basel Accords. It explains that the Basel Committee was established in 1974 to improve banking supervision globally and set minimum capital requirements for banks. The Basel I Accord established the first capital requirements in 1988. Subsequent accords like Basel II and III enhanced regulations around capital adequacy ratios, risk management, disclosure, and liquidity to promote global financial stability.
The document discusses the process of vouching during an audit. It can be summarized as:
1. Vouching involves carefully examining original documents like invoices, receipts, correspondence, minutes and contracts to verify the accuracy of entries in the books of accounts and detect any omitted transactions.
2. The auditor checks that vouchers are properly arranged, dates are correct, signatures show proper authority, there are no alterations, words match figures, transactions relate to the business, account heads are accurate, and revenue stamps are correct.
3. The goal of vouching is to verify the truth and accuracy of book entries, ensure no fraud has occurred, and allow the auditor to certify the accounts as correct
Ratio analysis involves quantitatively comparing financial metrics to analyze a company's performance and financial position over time. Key ratios indicate profitability, asset utilization, liquidity, and financial leverage. Ratio analysis is useful for management, shareholders, creditors, employees, and governments. Interpreting ratio trends and comparisons to industry averages is more important than just calculating ratios. An example analyzes asset turnover and return on equity ratios for Sensient Technologies Corporation over several years compared to industry averages.
Preparation of financial statements in pakistanAshar Ahmed
Preparation of financial statements in Pakistan according to Companies Ordinance 1984 and IFRS
You can now download the full editable version of this file at following link:
http://www.scribd.com/doc/26760858/Preparation-of-Financial-Statements-in-Pakistan
There are three types of financial statement comparisons: intra-company, inter-company, and industry averages. Three tools are used for analysis: horizontal analysis examines trends over time, vertical analysis expresses items as a percent of a base amount, and ratio analysis includes liquidity, solvency, turnover, profitability, and market value ratios. Ratios are calculated to measure different aspects of a company's financial health and are used by creditors, stockholders, and others to evaluate performance.
The document discusses various responsibilities of financial managers including managing working capital, estimating seasonal needs, long-term financial planning, determining appropriate financing and investment mixes, and determining dividend amounts. It also discusses the interrelationships between financing, investment, and dividend decisions and how changes in one area can impact the others. Various methods of financial statement analysis are described including horizontal analysis, vertical analysis, common-size statements, trend percentages, and ratio analysis. Examples of horizontal analysis are provided comparing the balance sheet and income statement of a company between two years.
Accounting is the process of identifying, measuring, recording, classifying, summarizing, analyzing, interpreting and communicating financial information about an entity. It involves recording economic events which affect the financial position and performance of a business. The key functions of accounting include identifying transactions, measuring transactions in monetary terms, recording transactions methodically in books of accounts, classifying transactions into appropriate accounts, summarizing transactions periodically into financial statements, analyzing trends and relationships, interpreting financial statements for decision making and communicating essential information to users.
Finance for non finance managers module 1 financial accounting basicsShahid Hussain Raja
Welcome to this one day intensive course on finance for non finance managers/professionals
Besides learning essential concepts, we will discuss the difference among financial accounting, management accounting and financial management
In Module 1, we will discuss the basics of financial accouning such as financial transactions, jargon used, conventions etc
Also the various ways of presenting these accounts-basic information about the three financial statements
This document provides an overview of Accounting Standard 28 on impairment of assets. It discusses the applicability, objective, scope, key concepts, identification of impaired assets, determining the recoverable amount, recognition and measurement of impairment losses, treatment of cash generating units, reversing impairment losses, required disclosures, and transitional provisions. The standard aims to ensure that assets are not carried at more than their recoverable amount and that any impairment losses are recognized in the financial statements.
The document discusses the winding up process of a company. It defines winding up as the process by which a company ends its operations and has its assets liquidated to pay debts. There are two types of winding up - compulsory, which is court-ordered, and voluntary. Voluntary winding up can be initiated by members or creditors, depending on the company's solvency. The liquidator oversees the collection of assets, payment of debts, and distribution of any surplus funds.
The goal of working capital management is to
ensure that the firm is able to continue its operations and that
it has sufficient cash flow to satisfy both maturing short-term
debt and upcoming operational expenses. The current study
has concentrated on analysing the working capital
management of Larsen & Turbo Company based on their
liquidity, profitability positions and cash flow statements over
a decade. The study is based on secondary data collected
from the financial reports published in the official websites of
the company for a period of thirteen years from 2003-04 to
2015-16. The data have been analyzed using the financial and
statistical tools namely Ratio Analysis, cash flow and
Correlation Analysis. It has been found that the working
capital management of Larsen & Turbo is good and the
company has to improve its turnover ratios in the future.
This document provides guidance for internal auditors on evaluating internal controls. It discusses:
1) The nature and purpose of internal controls, including preventive and detective controls, as well as control environment and activities.
2) The role of the internal auditor in evaluating the design and operating effectiveness of internal controls, identifying control gaps, and making recommendations.
3) Procedures for the internal auditor to obtain an understanding of the entity's business processes, accounting and IT systems, and evaluate segregation of duties, information system controls, and perform tests of controls.
A share warrant is a financial instrument that allows the holder to convert it into equity shares. Disclosure is required for money received for share warrants since the shares have not yet been allocated. Share warrants are issued to promoters and others by limited companies according to preferential issue guidelines.
liquidity decision, an introduction of liquidity decision, the importance of the liquidity decision, estimating the liquidity needs, instruments of liquidity, theories of liquidity decision, liquidity procedure in the banking system
This document provides an introduction to financial management and related topics. It defines finance and identifies the major areas of finance as financial services and financial management. Financial management is the application of planning and control to finance functions and concerns managing finances for any type of business. The scope of financial management includes anticipating needs, acquiring funds, allocating funds, appropriating profits, and assessing financial activities. Financial management is closely related to economics, accounting, mathematics, production management, marketing, and human resources.
The document discusses articles of association, which specify the regulations for operating a company. It contains rules, regulations, and bylaws governing general administration. Articles are required for unlimited companies, companies limited by guarantee, and private companies limited by shares. The articles must be printed and signed by subscribers in the presence of a witness. They can prescribe internal regulations and the relationship between the company and members, subject to the Companies Act. The memorandum takes precedence over the articles, which cannot alter memorandum conditions. Members are bound by the articles, and the company can enforce or restrain breaches. The articles create no obligations for non-members. A company can alter its articles through a special resolution, subject to legal restrictions.
Corporate governance is the system by which companies are directed and controlled. It specifies how power is distributed among shareholders, directors, and management. It also specifies the rules and procedures for making decisions on corporate affairs and structures the company's goals. The key principles of corporate governance are rights of shareholders, accountability, disclosure, integrity, and interest of stakeholders. SEBI issued a code of corporate governance for listed companies in India to improve standards. It covers requirements for boards, audit committees, disclosure, and shareholders.
Global Commercial Telematics Market - Size, Share, Global Trends, Company Pro...Allied Market Research
Telematics are information and telecommunication products that combine computers and telecommunication services for transferring large amounts of data in vehicles in real-time. Commercial telematics market includes the telematics used by light, medium and heavy commercial vehicles. All major automotive manufacturers across the globe are now concentrating on developing and implementing the Telematics concept into their vehicles. Vehicles manufactured today offer unique connectivity solutions for better monitoring and tracking.
I’ve made a graphical representation of 5 important trends in the area of smart vehicles (or if you prefer, ”connected vehicles”). Drop me a line if you'd like to share ideas on the subject.
Each of the trends is represented as the exchange of certain types of information between entities (or nodes).
-Diagnostics is all about: Collecting and sharing raw data about how the vehicle behaves on its trip from A to B: fuel consumption, speed, braking, acceleration, fail codes, geographical position; Turning that data into useful information or some form of valuation of the driving behavior; Using that to provide feedback and coaching to the driver on how to improve use of the vehicle. A popular variant is to do this in a gamified service.
- Personalization is about enabling the driver to bring along all his/her personal data: from contact lists and often-driven routes to their favourite music. An interesting development is the measurement of biometric data to monitor the driver’s physical condition, and use this to provide feedback or coaching e.g. for the benefit of a safer driving style. Aside from sensors in the vehicle, the increasing amount of devices worn directly on the body such as smart watches will contribute to this development.
- The most ”classic” of trends is providing the right information at the right time. Navigation, realtime traffic information and points of interest are and will remain core to an optimized driving experience. With cities and local service providers opening up their data sources, this will be complemented with other pieces of information from the travel environment such as realtime parking availability.
The dependence of electric cars on information about battery charging possibilities is adding additional info to the mix, such as real-time availability of charging stations. Tesla has announced it will even include local wind speeds (which affect aerodynamic drag and thus range) in their route optimization algorhythms.
- Social traffic: new services enabled by the sharing of vehicle- and traffic-related information via (not exclusively but mainly) smartphones. Vehicle sharing is a major feature provided by these services, whether its sharing a ride in a privately owned vehicle or locating and accessing a fleet car made available by a car sharing provider.
Then there are services that you can use during your drive to connect to other drivers, or provide useful information e.g. about traffic jams. Obviously, safety is an issue here – no service provider wants to be responsible for taking drivers' eyes of the road.
- The most technologically advanced trend is self-driving technology that is increasingly offered as an option or standard feature on new vehicles. This is enabled by communication between smart vehicles, and by the vehicle continuously interpreting spatial measurements of the surrounding environment. Most features are thusfar focused on specific driving situations.
This document provides an introduction to Ptolemy Consulting Group, which specializes in advising clients on connected vehicle and internet of things technologies. It describes Ptolemy's areas of expertise and the authors of its recent "Global Usage-based Insurance Study". The study analyzes the usage-based insurance market worldwide and was written by Ptolemy consultants with extensive experience in telematics and the auto insurance industry. Legal and regulatory analysis of the European UBI market was contributed by Osborne Clarke, an automotive law firm.
Mod presentation opportunities in connected vehicle markets in western europe fBusiness Finland
This document summarizes opportunities for Finnish companies in the connected car market in Western Europe. It finds that consumers are increasingly interested in integrating their mobile devices and digital content into their vehicles. As a result, cars are becoming more like connected services than products owned outright. This shift opens opportunities for Finnish firms to provide connectivity technologies, safety/driving aids, audio/video solutions, and innovative in-car services based on location, security, and more. The document recommends Finnish companies contact industry players to explore scouting events or one-on-one discussions to promote unique technology or service offerings.
The document discusses the growing connected car ecosystem. By 2020, there will be 69 million connected cars on the road, equivalent to 75% of all cars globally. This has created new partnerships between automakers, tech companies, and other businesses. Connected cars will offer new conveniences like infotainment, navigation, and in-vehicle payments. Major automakers like BMW are developing open platforms and partnerships to expand the ecosystem and meet changing consumer needs. The connected car market is still emerging but will bring new opportunities as the technology develops.
Connected Car: Mobile industry perspectiveSlashData
VisionMobile | the analysts of the mobile economy
Connected Car OR Connected Driver
Apple perspective on the connected car
Google perspective on the connected car
Apple and Google try to turn the car into a smartphone accessory on wheels
Startups and developers innovate on top of OBD-II
Automatic: Smart driving assistant
Car makers need to learn new rules
Hacking your Connected Car: What you need to know NOWKapil Kanugo
Cars these days are 90% controlled by electronics and 10% using mechanics. The average new car already contains around 20 individual processors to monitor and control various functions — everything from the transmission’s shift points to the operation of the defroster — with about 60 megabytes of software code.
Many new cars are as “wired” as a home office — with onboard GPS navigation and wireless communications networks including Bluetooth, Wi-Fi or Internet run on Embedded OS's which run on converged Electronics to control these actions.
What if modern car’s onboard electronics be “hacked” or infected by a computer virus introduced through a wireless device that might corrupt or disable or controlled by a Hacker sitting at home?
The software does come with built in security but this is not enough and there is a need to offer a full Security package along with Car to guarantee Car's security. Life of people is more important than a gadget and people will pay and buy this package with a new car or upgrade to ensure that their car is not hacked by Hackers to malfunction or be used for other pervert interests.
Connected mobility, connected insurance, services ! Interoperability , standards and experience = Key points for performance
Usage base insurance , smart data for UBI , eCall = major outputs
Cooperation , customer relationship , monitoring in cooperative ITS = the way !
PTOLEMUS just published the most comprehensive analysis of connected mobility markets ever published. With 14 mobility markets analysed and quantified. We assessed Car sharing, Car pooling, Vehicle rental, Connected Navigation, In-vehicle Wi-Fi hotspot, Stolen vehicle tracking, Emergency assistance (eCall), Usage Based Insurance, Remote diagnostics, Connected breakdown assistance (bCall), Vehicle leasing, Road User Charging, Fuel payment services and Fleet management.
This session will provide an overview of the new Qualcomm® Snapdragon™ Automotive Development Platform (ADP), which offers the multiple, integrated capabilities of optimized Qualcomm Technologies, Inc., production-grade solutions in a single-board platform. The ADP enables rapid development, testing and deployment of next-generation infotainment apps and experiences for the emerging connected car opportunity. Qualcomm Snapdragon is a product of Qualcomm Technologies, Inc.
Watch this presentation on YouTube:
https://www.youtube.com/watch?v=RMF3AQon3NU
Capgemini Connected Car Demo Using IBM Internet of Things Foundation on BluemixCapgemini
Does the buzz about IBM Internet of Things (IoT) and Bluemix makes you curious to see some real-world demos and implementations?
IBM and Capgemini are going to show you the future of vehicle technology, focusing on different ways in which vehicles can be connected using IoT and IBM Bluemix. We’ll demo an app named “Follow your Friend” that lets you connect with and exchange GPS positions with other vehicles.
We’ll also demo “Geofence” for location-based marketing: it knows about the drivers’ needs as they drive and informs retailers about potential customers, so they can push offers to their customer’s vehicle devices (or mobile devices) as they drive by.
Presented at IBM InterConnect 2015 by Capgemini's Avinash Vaidya.
Have you heard of Hyundai BlueLink? This brochure from Glenbrook Hyundai, your Happy Car Store, in Fort Wayne, Indiana will tell you all you need to know and more! Things like Automatic Collision Notification and Assistance, SOS Emergency Assistance, and Enhanced Roadside Assistance in the Assurance package will keep you safe. Features such as Remote Door Lock/Unlock, Remote Start, Maintenance Alert, Stolen Vehicle Recovery, and Geo-Fence are great in the Essential package. The Guidance package provides you with amenities that help like Turn by Turn Navigation, Gas Station Location and Prices, and Restaurant Rating. Not only that, but Hyundai provides you with Assurance Connected Care which is the Assurance package FREE for the first 3 years! Learn more about Blue Link at www.HappyCarStore.com or find us on Coldwater Road next to Red Lobster in Ft. Wayne, IN. Glenbrook Hyundai, home of the 20 Year / 200,000 Mile Warranty.
This document provides an overview of usage-based insurance (UBI) and the connected car services market. It discusses the basic principles of insurance telematics, how UBI uses dynamic driving data like distance, time, place, and behavior to evaluate risk. It examines case studies of several UBI providers that have seen claims reductions and premium discounts. It also outlines the growing global UBI market, potential for third parties like automakers to offer additional services using vehicle data, and concludes that insurance is well-positioned to connect most vehicles and accelerate synergies between services.
Presentation made at the SMi conference in Feb 2015.
The internet of things effect on the insurance sector
Smartphonisation of UBI
Share of devices used in UBI by 2020
OEM activities in UBI
New players and supply chain disruption
The document discusses trends in the automotive industry and opportunities for connected vehicles. It outlines various value propositions for connected vehicle technologies for different customer segments including owners, businesses, dealerships, governments, and OEMs. It also examines the path from advanced driver assistance systems to fully autonomous vehicles and questions around standards, security, and business models in partnering to develop connected vehicle solutions.
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BUSINESS RESCUE & OPPORTUNITIES FOR DISTRESSED FUNDS IN SOUTH AFRICA
1. BUSINESS RESCUE
AND OPPORTUNITIES
FOR DISTRESSED
FUNDS IN SOUTH
AFRICA
SAVCA
CAPE TOWN / JOHANNESBURG
16 & 18 APRIL 2013
Eric Levenstein
Director, Werksmans Inc
3. General Overview
Companies Act 71 of 2008 (Act) commenced on 1 May 2011
Introduced an entirely new process of restructuring companies in
financial distress, namely Business Rescue
Recognition of distressed debt – early warning signals of looming
financial distress or insolvency? Directors Business Rescue and
Insolvency Checklist
Opportunities for financiers of distressed debt – pre-business
rescue?
Which players will be forewarned of looming distress and how do
we make contact with these persons?
What considerations necessitate a business rescue as opposed to
a liquidation?
Positioning oneself to take advantage of companies in distress
and the potential of unlocking value
Commencement of business rescue
3
4. General Overview
Initial steps in business rescue proceedings
Appointment of a business rescue practitioner
Need for pre-assessment (creditors, employees, post-
commencement financiers, suppliers, potential acquirers, all
stakeholders)
Roll-out of business rescue proceedings
Need for post commencement finance
Creditors meetings
Publication of the business rescue plan
Voting on the plan
Opportunities for buyout of claims
Plan implementation
Discharge from business rescue
Compromise
4
6. Origin of Concept of Business Rescue
USA Chapter 11 proceedings and United Kingdom
administration proceedings
Principles -
Moratorium –
moratorium is crucial for the success of a corporate rescue procedure
some jurisdictions allow for a general or wide moratorium, some offer
more limited protection
creates breathing space to allow for the success of the process
Cram-down provision -
need to bind dissenting creditors (avoids smaller creditors holding
larger creditors to ransom)
without it, minority creditors can hold process to ransom by holding out
for a ―better deal‖
majority of creditors required to make process workable
is the sanction of the court needed to ensure equitable treatment of
creditors or can we proceed with the informal ―private pre-pack‖
option?
6
8. Definitions from the Companies Act
“Affected Person” in relation to a company means –
a shareholder or creditor of the company;
any registered trade union representing employees
of the company; and
if any of the employees of the company are not
represented by a registered trade union, each of
those employees or their respective representatives
8
9. Definitions from the Companies Act
„„Business Rescue‟‟ - means proceedings to facilitate the
rehabilitation of a company that is financially distressed by
providing for—
the temporary supervision of the company, and of the
management of its affairs, business and property;
a temporary moratorium on the rights of claimants against the
company or in respect of property in its possession; and
the development and implementation, if approved, of a plan to
rescue the company by restructuring its affairs, business,
property, debt and other liabilities, and equity in a manner that
maximizes the likelihood of the company continuing in existence
on a solvent basis or, if it is not possible for the company to so
continue in existence, results in a better return for the company‘s
creditors or shareholders than would result from the immediate
liquidation of the company
9
10. Definitions from the Companies Act
“Business Rescue Practitioner” - means a person
appointed or two or more persons appointed jointly, in terms
of this Chapter to oversee a company during business rescue
proceedings and ‗practitioner‘ has a corresponding meaning
―Financially Distressed‖ - in reference to a particular
company at any particular time, means that-
it appears to be reasonably unlikely that the company will be able
to pay all of its debts as they fall due and payable within the
immediately ensuing six months; or
it appears to be reasonably likely that the company will become
―insolvent‖ within the immediately ensuing six months
What is the position if the company is already insolvent? Is it
―financially distressed‖
―Supervision‖ means the oversight imposed on a company
during business rescue
10
11. Financially Distressed v Insolvent
No definition of ―insolvent―
―Insolvent‖ can mean -
commercial insolvency: company cannot pay its debts as and
when they fall due (cash flow test); or
factual insolvency: company‘s liabilities exceeds its assets
(balance sheet test)
Section 4 of Act may assist –
company will satisfy the solvency & liquidity test, if, considering
all reasonably foreseeable financial circumstances of the company
at that time -
(a)the assets of the company, as fairly valued, equal or exceed the
liabilities of the company, as fairly valued (factual insolvency); and
(b)it appears that the company will be able to pay its debts as they
become due in the ordinary course of business for a period of 12
months after the date on which the test is considered (commercial
insolvency)
11
12. Business Rescue v Liquidation
Liquidation
Insolvent companies – Old Act – Chapter 14
Voluntary Liquidation
Compulsory Liquidation
Section 344 - grounds in terms of which an insolvent company can be wound up by the court, inter-
alia, -
company is unable to pay its debts as described by section 345
it appears that it is just and equitable that the company should be wound up
Solvent companies – New Act
Voluntary Liquidation – section 80 - resolution
Compulsory Liquidation - section 81 – application to court -
company resolved by special resolution that court wind-up or applied to court to have
its voluntary wind-up continued by court
by business rescue practitioner during business rescue
by creditors – just and equitable
by directors – deadlock of management or shareholders or just and equitable
by shareholders – fraudulent conduct of management or company assets misapplied
or wasted
by the CIPC or the Panel - fraudulent conduct of management or enforcement action
taken against the company, directors or prescribed officers
12
13. Consideration of Business Rescue
Welman v Marcelle Props 193 CC (2012)
―business rescue proceedings are not for terminally ill
close corporations. Nor are they for chronically ill. They are
for ailing corporations, which given time will be rescued
and become solvent‖
First signs of financial distress - apply for business
rescue
More than just ―financially distressed‖ other options
such as liquidations or compromises may become
attractive
Not to say that insolvent companies cannot utilise
business rescue. Needs to be determined on a case by
case basis
13
14. Business Rescue v Liquidation
Directors‘ choice -
company is ―insolvent‖ -
voluntary liquidation
compulsory liquidation - ground for winding up as set out in
section 344 - should be placed into a winding up/liquidation
process
company is ―financially distressed‖ -
business rescue - chapter 6 of the Companies Act
Voluntary / compulsory liquidation (Old Act)
14
15. Pre-Assessment & Suitability of Business
Rescue for a Particular Company
Investigation (at instance of company or creditor/s) into the business,
dealings and affairs of the company, while not regulated by the Act,
may be necessary
Type of company is determinative of suitability of business rescue (ie
retail v investment property company)
Oakdene Square Properties (Pty) Ltd & Others v Farm Bothasfontein
(Kyalami) (Pty) Ltd & Others (17 February 2012) –
court considered plausibility of business rescue in an instance where
liquidation was preferable
dismissed application for business rescue and held that a liquidation of the
company would achieve a similar result to that of a business rescue
Prior to a company, or an affected person, placing a company in
business rescue, consideration should be given to -
the nature of the company
extent to which business rescue is the appropriate procedure for that
company
extent to which business rescue would be more beneficial for the company
than a liquidation
15
16. Role Players in Business Rescue
16
COMPANY
SHAREHOLDERS
POST
COMMENCEMENT
FINANCIERS
BUSINESS
RESCUE
PRACTITIONER
CREDITORS
SECURITY
HOLDERS
TRADE
UNION
ATTORNEY
COURT
EMPLOYEES
DIRECTORS
18. Solvency and Liquidity Test
Section 4(1) - For any purpose of this Act, a company
satisfies the solvency and liquidity test at a particular
time if, considering all reasonably foreseeable financial
circumstances of the company at that time-
the assets of the company or, if the company is a member
of a group of companies, the aggregate assets of the
company, as fairly valued, equal or exceed the liabilities
of the company or, if the company is a member of a group
of companies, the aggregate liabilities of the company, as
fairly valued; and
it appears that the company will be able to pay its debts
as they become due in the ordinary course of business for
a period of-
12 months after the date on which the test is considered; or
in the case of a distribution contemplated in paragraph (a) of
the definition of ―distribution‖ in section 1, 12 months
following that distribution.
18
19. Solvency and Liquidity Test
Section 4(2) - For the purposes contemplated in
subsection (1)-
any financial information to be considered concerning the
company must be based on-
accounting records that satisfy the requirements of section
28; and
financial statements that satisfy the requirements of section
29;
subject to paragraph (c), the board or any other person
applying the solvency and liquidity test to a company-
must consider a fair valuation of the company‘s assets and
liabilities, including any reasonably foreseeable contingent
assets and liabilities, irrespective of whether or not arising as
a result of the proposed distribution, or otherwise, and
may consider any other valuation of the company‘s assets
and liabilities that is reasonable in the circumstances; and
19
20. Solvency and Liquidity Test
unless the Memorandum of Incorporation of the company
provides otherwise, a person applying the test in respect of a
distribution contemplated in paragraph (a) of the definition of
―distribution‖ in section 1 is not to be regarded as a liability
any amount that would be required, if the company were to
be liquidated at the time of the distribution, to satisfy the
preferential rights upon liquidation of shareholders whose
preferential rights upon liquidation are superior to the
preferential rights upon liquidation of those receiving the
distribution.
20
21. Test - Looming Financial Distress or Insolvency
When does one file for business rescue or liquidation?
as early as possible and before it is too late (6 months…)
when the warning signs are self evident!
directors need to make a proper and realistic assessment of all
financial information available and test the veracity of such financial
information
if in doubt directors must take proper and sound legal and financial
advice
must act on advice with no delays
all of these actions will be tested by the Business Rescue Practitioner
or by a liquidator at insolvency enquiries and specifically when
directors are examined (in great detail) as to their actions or inactions
in the months preceding the Business Rescue and/or the
insolvency/winding up of the company
21
23. Checklist – Warning Signs of Looming
Financial Distress or Insolvency
Dishonesty
Ineffectual leadership by the board
Neglect and incompetence on the part of management
Inability to adapt to a changing environment/market
conditions
Loss of key personnel
Monitoring of relationship with financiers
General signs of pending disaster
Directors role in the failing company scenario?
23
24. Checklist – Causes of Financial Distress or
Insolvency
Dishonesty-
fraud at management and employee level
receive board information late (failure to highlight problem areas)
inadequate explanations for variances from budgets (failure to meet
budgets which are consistently ignored)
Ineffectual leadership by the board -
inability to make decisions
irregular / no contact with executive staff
absence of board meetings
worsening of relationships between directors and management
dominance of the board by one individual (unhealthy)
24
25. Checklist – Neglect & Incompetence of
Management
Lack of appreciation of impact of financial information
High gearing / illiquidity / inability to meet terms of loan agreements
Negative cash flow / insolvent balance sheet
Failure to pay creditors as and when they fall due
Lack of financial controls
High staff turnover / poor staff morale
High exposure to interest and currency fluctuations
Auditors identify significant control problems and these are ignored
Disagreement with management on material issues
Delays in settling accounts payable
Major or unexpected losses
Overtrading with little cash
Accounts receivables / debtors not being collected
Failure to independently verify and safeguard the integrity of financial reporting
25
26. Checklist – Inability to Adapt to Changing
Environment or Market Conditions
Declining turnover
Growth rate less than inflation rate
Continued trend of losses
Inadequate review and analysis of mistakes
Significant loss of market share
Company significantly affected by exchange rate
fluctuations and commodity
Risk of adverse market exposure (interest rate
fluctuations)
26
27. Checklist
Loss of Key Personnel
be careful.. rationalization of skilled employees could result in disaster (difficult to
replace)
skilled staff may assist in managing financial crises
when upturn comes.. will need these people!
Monitoring of Relationship with Financiers
be ―proactive‖ and not ―reactive‖
monitor levels of credit and overdraft facilities
as economic crises prevails, financial institutions will become more circumspect in
advancing credit or restructuring loan facilities
―first loss is best loss‖?
loan portfolios will be carefully managed by all financial institutions
27
28. Checklist – Regulatory & Legal Compliance
Regulatory contraventions (Environmental / Corporate
Governance)
Proliferation of contingent liabilities (unforeseen)
Uncertainty created by proliferation of litigation
Change in Government policy(unexpected)
Auditors – Qualify accounts (Going Concern)
Unforeseen security and national catastrophes
28
29. Checklist – General Signs of Pending
Disaster
ongoing trading losses
unsustainably of the business model
declining turnover
adverse working capital ratios
adverse solvency ratios
adverse profitability ratios
negative cash flows from operating activities
continued failure to meet company commitments to SARS
delayed payment to essential and non-essential creditors
part payment to and installment plans with creditors
failure to meet budgets
default in long terms debt repayments
adverse credit ratings (debt rating agencies)
29
30. Checklist – General Signs of Pending
Disaster
downward trend in entity‘s share price (listed company)
dishonored cheques
artificial valuation of assets
factoring of debts
an increase in the incidence of fraud
COD terms with suppliers
receipt of letters of demand
summons/actions/winding up notices
continued injection by shareholders of working capital due to insufficient capital
requirements
increased requirement for long term financing for short terms needs
management insisting on the reduced working week
forcing employees to take unpaid leave
general despondency
industrial action
inability to make important strategic decisions at critical times in distressed debt
cycle
30
31. Checklist
Directors role in failing company - beware of personal liability
Action plan – turnaround management (informal workouts) – personal liability if one fails?
Trade out of financial difficulties -
is this realistically possible?
emotionally involved?
obtain professional advice
draw up detailed budgets (forecasts) cash flow
change management?
are business objectives realistic?
change company structure
retrench superfluous staff
gearing… additional finance?
Board requirements -
• proper and meaningful feedback from management (budgets)
• compile statement of affairs – assess when company has reached commercial insolvency
• communicate – employees, shareholders, suppliers, customers, financial institutions
31
32. Checklist
Consider a Business Rescue resolution early (6 months) and if
the company is financially distressed, alternatively if no
reasonable prospect of the company being rescued, file for
liquidation
Golden Rules –
consideration of these issues must be done early (before
fingers can be pointed at directors for trading in insolvent
circumstances)… THE BUCK STOPS WHERE?
don‘t play the ―blame game‖…. what happens when the
music stops…..
be able to ―let go‖
32
34. Entry into Business Rescue
Board resolution or application to court
Section 129 resolution
Board Resolution to begin business rescue proceedings and place
company under supervision if board has reasonable grounds to
believe –
company is financially distressed
reasonable prospect of rescuing the company
Company must –
within five business days of filing resolution -
publish notice of the resolution with sworn statement as to the reasons why the
company is financially distressed and detailing basis for the prospects of the
company being rescued
appoint a practitioner
after appointing a practitioner -
file notice of appointment of practitioner within 2 business days with CIPC
publish notice of appointment within 5 business days after notice filed
34
36. Entry into Business Rescue
Section 131
Application to Court –
affected person to bring application to court -
served on company and CIPC (provided the company has not adopted
a resolution for business rescue)
notify each affected person
court may –
place company under business rescue (and appoint an interim
practitioner) if it is satisfied that -
company is financially distressed;
company has failed to pay over any amount in terms of an obligation under
or in terms of public regulation, or contract, with respect to employment
related matters;
just and equitable to do so for financial reasons
and there is a reasonable prospect for rescuing the company
dismiss the application (and place company in liquidation)
36
37. Summary of Process
37
●Company Board Resolution
Appoint Practitioner
Notification requirements (to
affected persons)
● Affected Person
Apply to court for business
rescue at any time
Appoint Practitioner
Notification requirements
(to affected persons)
Once business rescue order granted,
company can’t apply for liquidation
If liquidation proceedings have not yet been concluded (before
a final liquidation order is granted), affected person can still
apply to convert to business rescue proceedings
Once business rescue order granted, liquidation proceedings
are suspended
38. 38
Flow Chart of Time Periods
Practitioner appointed
Delivery up by
directors of all
books and records
As soon as practicable
5 days Directors to
Provide
Statement of
Affairs
First Meeting
of
Creditors / Employees
10 days from date of appointment
Preparation &
Publication of
Plan
25 days from date of
appointment
Section 152
Meeting to consider
& Vote on Plan
10
days
Approved & Plan
Implemented
If Rejected, Vote on
Revised Plan / Apply
to Court to Set Aside
Inappropriate Vote /
Offer to Purchase
Voting Interests of
Dissenting Parties
Note: business rescue should generally end within 3
months, unless an extension is granted by court on
application by practitioner
(Days = Business Days)
Section
150(5)
40. Director‟s Responsibility
Section 129(7)
―If the board of a company has reasonable grounds to
believe that the company is financially distressed, but the
board has not adopted a resolution contemplated in this
section, the board must deliver a written notice to each
affected person, setting out the criteria referred to in
section 128(1)(f) that are applicable to the company, and
its reasons for not adopting a resolution contemplated in
this section‖
This will focus directors‘ minds in any financially
distressed company
Sending out notice must be carefully considered as it
can have serious consequences
40
41. Liability of Directors
Section 77
A director of a company is liable for any loss, damage or
costs sustained by the company as a direct or indirect
consequence of the director having -
acquiesced in the carrying on of the company‘s business
despite knowing that it was being conducted in a manner
prohibited by section 22(1) (reckless trading)
been a party to any act or omission by the company
despite knowing that the act or omission was calculated to
defraud a creditor, employee or shareholder of the
company, or had another fraudulent purpose
Serious implications for those directors who trade their
companies at a time when the company is insolvent
41
42. Companies Act
Section 77(6)
allows a creditor to sue the company for damages and loss as well
as the director
liability of a person in terms of this section is joint and several
with any other person who is or may be held liable for the same
act.
Section 77(7)
Proceedings to recover any loss, damages or costs for which a
person is or may be held liable in terms of this section may
not be commenced more than three years after the act or
omission that gave rise to that liability
Claims against directors will prescribe after a period of 3
years
No delay of the date from which prescription starts to
run dependent on knowledge of the claimant
42
43. Companies Act
Section 77(8)
In addition to the liability set out elsewhere in this
section, any person who would be so liable is jointly and
severally liable with all other such persons-
to pay the costs of all parties in the court in a proceeding
contemplated in this section unless the proceedings are
abandoned, or exculpate that person; and
to restore to the company any amount improperly paid by
the company as a consequence of the impugned act, and
not recoverable in terms of this Act.
43
44. Companies Act
―Honest or reasonable behaviour‖ on the part of a
director would be a defence to a claim in terms of
section 77(3)(b)
Section 77(9) states that in any proceedings against a
director, other than for willful misconduct or for breach
of trust, the court may relieve the director, either wholly
or in part, from any liability set out in this section or
any terms the court considers just, if it appears to the
court that the director is or may be liable, but has acted
honestly and reasonably; or having regard to all of the
circumstances of the case, including those connected
with the appointment of the director, it would be fair to
excuse the director
Business Judgment Rule – protects directors and now
modernizes SA company law for directors. Brings our law
in line with international standards of corporate conduct
44
45. King III - Principles for Business Rescue
1 March 2010 - “Apply or Explain”
Board should consider business rescue proceedings or other turnaround
mechanisms as soon as the company is financially distressed (principle 2.15)
Board must, on a continuous basis, monitor whether or not the company is
financially distressed
Board should consider respective advantages and disadvantages of appropriate
action to be taken to avoid financial distress… including workouts, sale,
mergers, business rescue or a compromise with creditors
If the company is currently insolvent, it should stop trading until solvent,
alternatively file for liquidation
Must comply with the obligations set out in section 129(7) – notice to creditors
Board must ensure that the company maintains a list of contact details of all
affected persons for purposes of notification
Recommended that the company should appoint a suitably qualified and
independent business rescue practitioner and not a person ―friendly‖ to their
cause
The board and individual directors should be aware of and understand their
duties during business rescue proceedings, as well as the duties and powers of
practitioners
45
46. Business Judgment Rule
Originated in USA – relates to effective decision making!
Rule protects directors against being held accountable
for business decisions however unwise they
subsequently turn out to have been, if they were made
on an informed basis, in good faith and without any
conflict of interest, and if the decision was rational at
the time in all the circumstances
Not a ―general shield‖ for directors from personal
liability
Complimented by directors‘ ―duty of care‖
Duty of care always necessary… for example…. if a
director failed to verify a set of financial accounts
(glaring errors), there could be liability under the duty
of care…. in these circumstances the ―business
judgment‖ rule would not have application!
46
47. Business Judgement Rule
Encourages directors to be entrepreneurs and to be able to
take informed and innovative decisions and the necessary
business risks that directors honestly believe to be in the best
interests of the company (even though those decisions may
ultimately turn out to be incorrect)
Fisheries Development Corporation v Jorgenson (1980) – ―A
director is not liable for mere errors of judgment‖. Business
Judgment Rule will now protect directors from risk inherent in
post mortem reviews of their business decisions
Section 77(10) - a director who has reason to apprehend that a
claim may be made alleging that the director is liable, other than for
willful misconduct or willful breach of trust, may apply to a court for
relief, and the court may grant relief to the director on the same
grounds as if the matter had come before the court in terms of
subsection (9).
47
48. Reckless Trading
Section 22
―A company must not carry on its business recklessly, with
gross negligence, with the intent to defraud any person or
for any fraudulent purpose‖
Role of the Companies and Intellectual Property
Commission (CIPC)
Section 22(2) states –
if the CIPC has reasonable grounds to believe that a company
is engaging in conduct prohibited by subsection (1), the CIPC
may issue a notice to the company to show cause why the
company should be permitted to continue carrying on its
business, or to trade, as the case may be.
Section 22(3) states –
if a company to whom a notice has been issued in terms of
subsection (2) fails within 20 business days to satisfy the CIPC
that it is not engaging in conduct prohibited by subsection (1),
the CIPC may issue a compliance notice to the company
requiring it to cease carrying on its business or trading, as the
case may be.
48
49. Companies Act
Application of section 77 -
does not only apply to directors!
applies to an alternate director, prescribed officer, person
who is a member of a committee of a board of a company,
or of the audit committee of a company irrespective of
whether or not the person is also a member of the
company’s board
Note: director may be sued (in general terms) by ―the
company‖ for losses/damage caused to the company
49
50. Directors‟ Liability
Section 214
―A person is guilty of an offence if the person…was
knowingly a party to any act or omission by a company
calculated to defraud a creditor or employee of the
company or a holder of a company‘s securities (includes
shareholders) or with another fraudulent purpose‖
Section 216
―Penalties include a fine or imprisonment for a period
not exceeding 10 years‖
50
51. Companies Act
Knowledge of prohibited conduct?
―Knowing‖ ―knowingly‖ or ―knows‖ – is defined as –
a person either having actual knowledge of a particular
matter
person who has investigated the matter to an extent that
would have provided the person with actual knowledge; or
a person who has taken other measures which, if taken,
would reasonably be expected to have provided the person
with actual knowledge of the matter.
51
52. Companies Act
Evidential Investigation
Sound business practice (King III)
Evidence in such circumstances should speak for itself.
What is reasonably expected of a director when faced
with similar circumstances will differ from case to case.
Whether or not reasonable behaviour will constitute a
defence will have to be looked at with the particular and
peculiar circumstances of the issues facing that
particular director!
52
53. Companies Act
A test for negligence - the standard of conduct of the
―notionally reasonable director‖ –
look at the concept of the notional director – how would he
have conducted himself in a similar situation when faced
with the same knowledge and having had access to the
same financial information.
the courts will have regard to the scope of operations of
the company, the role, functions and powers of the
directors, the amount of the corporate debt, the extent of
the company‘s financial difficulties and the prospect, if
any, of recovery.
53
55. Who Will be Forewarned of Looming Financial
Distress?
Auditors – during the audit process, auditors may very
well qualify their financial statements and particularly bring
the attention of financial distress to the attention of board
members and those that rely on the financial statements
(i.e. going concern or reportable irregularity)
South African Revenue Services – if VAT and/or PAYE
are not being paid, SARS will be warned at a very early
stage of the existence of financial distress
Employees – one of the first signs of financial distress will
be employee salaries not being paid on time or a reduced
working week as a result of ineffective cash flow
Financial Institutions – overdraft and loan facilities not
being met on time (call up of a cession of debtors)
Lawyers – general counsel and law firms representing
companies in financial distress will be inundated with legal
process, summonses, actions and writs of execution
55
56. Who Will be Forewarned of Looming Financial
Distress?
Creditors – creditors would be the first to know of financial
distress as a result of credit terms not being met and in
particular when companies are placed on a cash supply
basis as opposed to normal credit terms
Judgement Creditors – once in receipt of a ―nulla bona‖
return (i.e insufficient disposable property to meet the
judgement debt) from the Sheriff are entitled to demand a
set of the most recent annual financial statements of a
company within 5 business days after making a demand
(Section 31(2))
Section 129(7) Notice – directors are obligated to send
out such a notice if the company is financially distressed
(personal liability if notice not sent out)
Shareholders – lack of reporting, negligible dividends and
lack of financial information being made available to
shareholders would be a sure sign of financial distress
56
57. Making Contact with Persons who have
Knowledge of a Company‟s Financial Distress
Making contact with the abovementioned stakeholders is
the key for Venture Capital Funds considering turnaround
strategies in distressed companies
At a very early stage in the distressed cycle, companies
that offer finance for distressed debt would be in a very
good position to introduce loan capital in order to turn the
company around
Informal compromises – these are possible provided you
have 100% of all creditors agreeing to the compromised
position. This is a risky strategy if greedy creditors wish
to get paid! Such creditors will apply to court for the
company‘s liquidation unless they get paid ahead of the
queue
57
58. Making Contact with Persons who have
Knowledge of a Company‟s Financial Distress
Trade Unions would be the first organisation to know of
wages being held back or not being paid
Lawyers – the problem here of course is ―attorney client‖
privilege
Financial Institutions – the problem here would be the
―customer/banking‖ privilege relationship
These are all challenges which need to be considered if
one wishes to play in the distressed debt market and to
make use of opportunities to take the ―up-side‖
58
59. Opportunities – Pre-Business Rescue
Any Venture Capital Fund needs to develop a strategy
and identify contact points in order to become aware of a
distressed debt situation
The recognition of underlying value (at an early stage)
will be critical in making decisions as to which companies
should be propped up with early loan finance and/or
suggestions in respect of turnaround strategies
Once a Venture Capital Fund is already working with the
directors and creditors and looking at a possible
restructuring, that fund will be placed in a very
advantageous position to engage with the company, if
necessary, all the way into a formal business rescue
proceeding
59
60. Practical Example - Mining Operation in
Financial Distress
Company has a substantial asset, mine with rich gold
deposits
Company is financially distressed and cannot pay its
creditors as and when debts become due and payable
Cash flow is the major constraint
Identify this as an opportunity – engage a business
rescue practitioner to go in and do a pre-assessment
(consult with all shareholders, directors, management,
creditors, employees and shareholders) - establish if the
company is a candidate for business rescue
Consult with the nominated business rescue practitioner
– would have already been identified if the company is a
candidate for business rescue!
60
61. Practical Example - Mining Operation in
Financial Distress
Identify the funds that will be required to ―prop‖ up the
company in business rescue proceedings (ie. identify
the quantum of post-commencement finance required
to pay operational expenses)
Company files for a business rescue resolution (by the
board) and appoints a business rescue practitioner –
need to consider and control time lines in this process
Opportunity for venture capitalists - introduce post-
commencement finance (preferred in a business rescue)
to keep company afloat
Work with the Business Rescue Practitioner in
restructuring debt, re-organisation of contracts,
employees, management, sell off loss making divisions
61
62. Practical Example - Mining Operation in
Financial Distress
Options for venture capitalists –
offer for the business or assets of the company
offer for the shares of the company
acquire the debt of the company and convert it to equity
Formulate a business rescue plan which includes the
acquisition transaction
Have business rescue plan approved by creditors and
shareholders (vote it in)
Ensure the business rescue plan is implemented correctly
and in terms of identified time lines contained in the plan
Exit business rescue proceedings (substantial
implementation)
ENJOY THE UPSIDE!
62
63. The Distressed Debt Cycle
63
Commencement of Trading
Profitable Business Grows
Flat Trading Years
Business Rescue
Trade out on a
Solvent Basis
Opportunity for Post-Commencement FinanceF
I
N
A
N
C
I
A
L
D
I
S
T
R
E
S
S
YEARS OF TRADING
Financial Distress
BR Process
65. Business Rescue Practitioners
Section 138 - qualifications for business rescue practitioner -
a member in good standing of a legal, accounting or business management
profession accredited by CIPC (section 138(1)(a)); and
be licensed as such by CIPC (section 138(1)(b)).
Regulation 126 suggests that a person who is part of an accredited
profession need not be licensed by CIPC
CIPC advised that they are not accrediting certain professions for
now
Further, prospective business rescue practitioner -
must not be subject to an order of probation;
must not be disqualified from acting as a director of a company in terms of
section 69(8) of the Act;
must not have any relationship with the company that would lead a
reasonable and informed third party to conclude that the integrity,
impartiality or objectivity of that person is compromised by such
relationship; and
must not be related to a person who has a relationship as contemplated
above.
65
66. 66
Categories of Practitioners
Senior practitioner –
ten years experience
medium company (public interest score between 100 and 500) or a
large company (public interest score of 500 or more)
Experienced practitioner –
five years experience
small company (public interest score of less than 100) or for a
medium company (public interest score between 100 and 500)
Junior practitioner –
has not previously engaged in business turnaround before the
effective date of the Act or acted as a business rescue practitioner in
terms of the Act; or
has actively engaged in business turnaround practice before the
effective date of the Act or as a business rescue practitioner for
period of less than five years
small companies (public interest score of less than 100)
67. 67
Remuneration of Practitioner
Charge for remuneration and expenses
Tariff -
R1250 per hour (max of R15 625 per day) (incl VAT) - small
company.
R1500 per hour (max of R18 750 per day) (incl VAT) - medium
company; or
R2000 per hour (max of R25 000 per day) (incl VAT) - large
company or state owned company.
Contingency agreement
additional remuneration based on agreed incentives
approved by holders of a majority of the creditors‘ voting
interests and holders of a majority of the voting rights attached to
any shares of the company
Practitioner - reimbursed for actual costs of disbursements
incurred by the practitioner, or expenses incurred by
practitioner, to extent reasonably necessary to carry out the
practitioner‘s functions and to facilitate the conduct of the
business rescue
68. 68
Section 140
Full management control in substitution for
the company‘s board and pre-existing
management, but may delegate powers to
former board member or pre-existing
management
May remove from office any existing officer or
appoint any new officer
Unclear what is meant by ―in substitution for the
company‘s board‖ as ―directors must continue to
exercise the functions of director, subject to the
authority of the practitioner‖ (section 137(2)(a))
Powers of Practitioners
69. 69
Business Rescue Practitioners
During business rescue, practitioner is an ―officer of the
court‖, has responsibilities, duties and liabilities of a director
as set out in sections 75 to 77
In proceedings against a director, other than for wilful
misconduct or willful breach of trust, court may relieve
director wholly or partly if –
director is or may be liable but he acted honestly and
reasonably;
it would be fair to excuse the director, having regard to all
the circumstances
Possibility of practitioner being sued by the liquidator or
creditors if business rescue fails and company goes into
liquidation
Insurance – deep pocket syndrome!
70. 70
Duties of Practitioner
Section 141
Must investigate affairs and then decide if there is any prospect of
rescuing the company (if not, must inform court and apply for
termination of proceedings and commencement of liquidation)
If evidence of voidable transactions found, reckless trading or fraud,
practitioner must forward the evidence to the appropriate authorities
for further investigation and/or prosecution and must also direct
management to rectify matter including recovering any
misappropriated assets of the company
What is meant by a ―voidable transaction‖ in the context of business
rescue?
Importantly there is no sanction on practitioner if non-compliance
with these obligations!
Question arises as to whether practitioner should have similar rights
to liquidator under insolvency? (section 417 enquiries)
71. 71
Duties of Directors
Section 142(1)
―As soon as practicable after business rescue begins, each
director must deliver to the practitioner all books and records that
relate to the affairs of the company and are in the director‘s
possession‖
Section 142(2)
―Any director who knows where other books and records relating
to the company are being kept, must inform the practitioner as to
the whereabouts of those books and records‖
Section 142(3)
―Within five business days after business rescue proceedings
begin, or such longer period as the practitioner allows, the
directors of a company must provide practitioner with a
statement of affairs containing, at a minimum, particulars of
the following –
material transactions involving company or assets of company,
and occurring within 12 months immediately before the business
rescue proceedings began
72. 72
Duties of Directors
any court, arbitration or administrative proceedings,
including pending enforcement proceedings, involving the
company
the assets and liabilities of the company, and its income
and disbursements within the immediately preceding 12
months
the number of employees, and any collective agreements
or other agreements relating to the rights of employees
any debtors and their obligations to the company; and
any creditors and their rights or claims against the
company
Section 142(4) - no person is entitled, as against the
practitioner of a company, to retain possession of any
books or records of the company, or to claim or enforce
a lien over any such books or records
74. 74
Post-Commencement Finance
Funding made available or services rendered during business rescue
Any remuneration or other amount relating to employment that becomes
payable to an employee during business rescue but is not paid -
such amount is regarded as post-commencement financing; and
must be paid in the order of preference set out in sub-section 3(a),
which envisages pari passu payment of all such claims, but these
employee claims will have preference over claims of lenders under
sub-section (2) – irrespective if such claims are secured – and all the
unsecured claims against the company
Employees will be placed in a position of ―super-priority‖ creditors (above
lenders) after proceedings commence
Post-commencement financing (such as from financial institutions) may be
obtained during proceedings and any such financing (section 135(2)) -
may be secured to the lender by utilizing any asset of the company to
the extent that it is not encumbered
will be paid in the order of preference set out in sub-clause 3(b)
Will there be assets left in the company over which security can be taken?
In all likelihood, at this stage, all assets will already be encumbered!
75. 75
Post-Commencement Finance
Only practitioner‘s remuneration and costs incurred in running
proceedings and existing secured claims, will rank higher than
employee claims (section 135(3)) – ―costs of administration‖
Order of preference for repayment to post-commencement
lenders, is the order in which the debt was incurred (the
earliest in time loan financier will get the priority)
If proceedings superseded by a liquidation order, the
preference conferred in terms of this section remains in force
during liquidation proceedings (section 135(4)) – therefore all
employee/financier claims are converted into a ―super-
priority‖ category after proceedings terminate and are
superseded by a liquidation
This would motivate trade unions and employees to always
ensure that business rescue is chosen as the favoured
procedure. ie employees can ―leap frog‖ their claims into that
of a ―super-priority‖ claim (in the ordinary course, employees
remain preferent creditors in a liquidation)
76. 76
Ranking of Claims
Practitioner‘s remuneration and expenses and claims arising
out of the costs of the proceedings (section 135(3))
Remuneration, reimbursement for expenses or other amounts
of money relating to employment due and payable by the
company to an employee once business rescue commenced
Secured lenders/creditors before business rescue (debateable
as the Companies Act is not clear and no judgment on this
yet)
Secured claims by post commencement financiers or
lenders/creditors in the order in which the claims were
incurred (section 135(3)(a)(i))
Unsecured claims –
by post-commencement financiers or lenders/creditors during
business rescue in the order in which they were incurred (section
135(3)(b))
77. Ranking of Claims
remuneration of employees which became due and payable
before business rescue commenced
lenders/creditors before business rescue (S135(3)(a)(ii))
Importantly, the ranking of claims is not settled
Post commencement financiers may rank ahead of secured
pre-commencement financiers
In most cases, business rescue practitioners determine the
ranking and this is often challenged by the creditors
Also depends on whether or not the post commencement
financier is the same party as the pre-secured financier (will
then make little difference)
77
79. Moratorium on Legal Proceedings
Section 133
No legal proceedings (including enforcement actions) against
the company or in relation to any property belonging to the
company, or lawfully in its possession, may be commenced or
proceeded with in any forum, except -
with the written consent of the practitioner
with the leave of the court
as a set-off against any claim made by the company in
legal proceedings, irrespective of when the proceedings
commence
criminal proceedings against the company / directors
proceedings concerning any property or right over which
the company exercises the powers of a trustee
proceedings by a regulatory authority in the execution of
its duties after written notification to the practitioner
79
80. Moratorium on Legal Proceedings
Will affect perfection of securities
General notarial bond -
need to perfect GNB prior to liquidation
dangerous for GNB holder if a conversion from
business rescue to liquidation
will be no time to apply to court to perfect GNB
Creditor believes plan is not going to succeed, there is a
possibility (in terms of the exceptions to section 133)
that such creditor could apply to court to perfect its GNB
whilst the company is in business rescue
Section 131(7) - court can during proceedings to perfect
security, mero motu, place the company into business
rescue
80
81. Moratorium on Legal Proceedings
Cession of book debts
does calling up a cession amount to ―enforcement action‖
calling up a cession of book debts after commencement of
business rescue would probably not equate to an enforcement by
the bank in relation to property (debtors book) belonging to the
company
bank would possibly be able to enforce its rights in terms of its
cession of book debts subsequent to the commencement of
business rescue proceedings
Section 134(1)(b) - if a company has ceded its book debts to the
bank, it is arguable that such book debt is no longer in the company
its lawful possession
Gormley v West City Precinct Properties (Pty) Ltd 2012 -
―Bank's entitlement to all rents and revenue is a right which it will
enforce against the third parties who owe rents and revenue.
Such rents and revenue do not constitute property belonging to
West City, nor are such rents and revenue in its possession nor
will it ever be. The provisions of section 133(1), in my view, have
no bearing on the Bank's entitlement to the rents and revenue, as
the collection thereof does not constitute enforcement
proceedings‖
81
82. Suretyships and Guarantees
Section 133(2)
―During business rescue proceedings, a guarantee or surety by
company in favour of any other person may not be enforced by any
person against company except with the leave of court and in
accordance with any terms that the court considers to be just and
equitable‖
Investec Bank Ltd v Bruyns (14 November 2011) - court considered
meaning of section 133 and status of a surety and guarantee provided by
company, or by another person or entity in favour of the company, during
business rescue
Held –
section 133(2) prohibits a creditor from enforcing a suretyship or
guarantee, provided by the company, against the company, whilst in
business rescue
statutory moratorium that arises for the benefit of a company does not
automatically arise for the benefit of a suretyship (provided in favour
of the company) on the basis that the statutory moratorium is a
personal defence that arises for the benefit of the principal debtor (ie
the distressed company) and not for the benefit of a surety
82
83. 83
Effect on Contracts
Practitioner may -
entirely, partially or conditionally suspend, for the duration
of the proceedings, any obligation of the company that -
arises under an agreement to which the company was a party
at the commencement of the proceedings; and
would otherwise become due during those proceedings; or
apply urgently to court to entirely, partially or conditionally
cancel, on any terms that are just and reasonable in the
circumstances, any agreement to which the company is
party
Other party to the agreement may only assert claim for
damages (no specific performance) – radical departure
Can only cancel if apply to court
84. 84
Section 137
Must continue to exercise their functions as director, subject to
authority of the practitioner (board is not replaced)
Have a duty to the company to exercise any management
function within the company in accordance with the express
instructions or direction of the practitioner (to the extent that it
is reasonable to do so)
Must attend to the requests of the practitioner at all times, and
provide any requested information about the affairs of the
company as may reasonably be required
Is this a ―debtor in possession‖ scenario?
Is there an implication that ―directors‖ will continue to manage
the company and not the practitioner? – Probably not, but
depends on the skill of the practitioner in managing this
process and interaction with directors
Directors may try and appoint their own nominee/puppet
practitioner. Can be dangerous as ―bad‖ directors remain in
control… DIP is the result!
Effect on Directors
85. 85
Rights of Creditors
Section 145
Creditors entitled to –
notice of each court proceeding, decision, meeting or other
relevant event
participate in every court proceeding arising from business
rescue
formally participate in company‘s business rescue proceedings
informally participate in the proceedings by making proposals
for a plan to the practitioner
the right to vote to amend, approve or reject a plan and, if
the plan is rejected, to propose the development of an
alternative plan or present an offer to acquire the interests of
any or all of the other creditors in terms of section 153
86. 86
Rights of Creditors
Form a creditors‘ committee and through that committee to
be consulted by the practitioner on the development of a
plan
Provisions relating to voting interests in section 145(4) are
as follows –
a secured or unsecured creditor (preferrent creditor) has
a voting interest equal to the value of the amount owed
to that creditor by the company; and
a concurrent creditor who would be subordinated in a
liquidation has a voting interest, as independently and
expertly appraised and valued at the request of the
practitioner, equal to the amount, if any, that the
creditor could reasonably expect to receive in such a
liquidation of the company
Practitioner must determine whether creditors are
independent for purposes of the proceeding and request a
suitably independent person to independently and expertly
appraise and value an interest contemplated in section
145(4). Such valuation is subject to review together with a
re-valuation of the creditors‘ voting interest
87. 87
First Meeting of Creditors
Section 147(1)
Within 10 business days after being appointed, the
practitioner must convene and preside over a first
meeting of creditors, at which –
the practitioner –
must inform the creditors whether the practitioner believes
that there is a reasonable prospect of rescuing the company;
and
may receive proof of claims by creditors;
the creditors may determine whether or not a committee
of creditors should be appointed and, if so, may appoint
the members of the committee
88. 88
First Meeting of Creditors
Practitioner must give notice of the first meeting of creditors to
every creditor of the company whose name and address is
known to, or can reasonably be obtained by, the practitioner,
setting out the –
date, time and place of the meeting
agenda for the meeting
At any meeting of creditors, other than the meeting
contemplated in section 151, a decision supported by the
holders of a simple majority of the independent creditors‘
voting interests voted on a matter, is the decision of the
meeting on that matter ie 51% majority vote
At the first meeting of creditors, an ―interim practitioner‖
nominated by an affected person and appointed by the court in
terms of section 131(5), must be ratified by the holders of the
majority of the independent creditor‘s voting interests
The practitioner appointed by the company in terms of a
resolution does not have to be ratified at the first meeting of
creditors
89. 89
Employees
Employees continued to be employed by company on same terms and
conditions except –
changes in the ordinary course of attrition
Employees and company agree other terms
Any retrenchment to be done in terms of labour legislation (section 189/189A)
Employees, represented by a trade union or not, entitled to –
notice of each court proceeding, decision, meeting or other relevant event
participate
form a committee
be consulted by practitioner
be present and make submission to the meeting when the plan is voted
vote with creditors to approve a plan if employee is a creditor
if the plan is rejected, propose the development of an alternate pan or
present an offer to acquire the interests of one or more affected persons
First meeting of employees – 10 days after appointment of practitioner
practitioner to advise of reasonable prospect of success
form an employees committee
90. 90
Development and Approval of Plan
Section 150
Practitioner must prepare a plan after consulting with
creditors, other affected persons and management of
the company
Plan must contain all information reasonably required by
affected persons to decide whether or not to accept or
reject plan
91. 91
Plan divided into 3 parts
Part A: Background (including list of assets, which assets are
secured, list of creditors indicating secured, statutory preferent
and concurrent in terms of laws of insolvency, probable
dividend should insolvency ensue, list of all holders of
companies securities, a copy of the written agreement
concerning the practitioner‘s remuneration, a statement
whether the plan includes a proposal made informally by a
creditor of the company)
Part B: Proposals (including nature and duration of
moratorium, extent to which company is to be released from
payment of debts, the extent to which any debt is proposed to
be converted to equity in the company or another company,
the ongoing role of the company and the treatment of any
existing agreements, property of the company available to pay
creditors‘ claims in terms of the plan, the order of preference in
which the proceeds of the property will be applied to pay
creditors of the plan is adopted, the benefits of adopting the
plan as opposed to the benefits that would be received by
creditors of the company if the company were to be placed in
liquidation and the effect that the plan will have on the holders
of each class of the company‘s issued securities).
Development and Approval of Plan
92. 92
Development and Approval of Plan
Part C: Assumptions and Conditions (including a
statement of the conditions that must be satisfied for
the plan to come into operation and be fully
implemented, effect on employees and their conditions
of employment, the circumstances in which the plan will
end and a projected balance sheet for the company and
a statement of income and expenses for the ensuing 3
years)
All of the above to be prepared on the assumption that
the proposed business plan is adopted
93. 93
Plan must conclude with a certificate by practitioner
stating that information provided appears to be
accurate, complete and up to date, and projections
provided are estimates made in good faith on the basis
of factual information and assumptions as set out in the
statement (if inaccurate certificate, practitioner may be
sued by liquidator or creditors for damages)
Plan must be published by company within 25 business
days after date on which practitioner appointed, or such
longer time as may be allowed by -
the court, on application by the company; or
the holders of a majority of the creditors‘ voting interests
Business Rescue Plan
94. 94
Meeting to Determine Future of Company
Section 151
Within 10 business days after publishing a business rescue
plan -
practitioner must convene and preside over a meeting of
creditors and any other holders of a voting interest, called for the
purpose of considering the plan
at least 5 business days before the meeting contemplated in sub-
section (1), the practitioner must deliver a notice of the meeting
to all affected persons, setting out –
date, time and place of the meeting
agenda of the meeting; and
summary of the rights of affected persons to participate in and vote at
the meeting
Meeting contemplated in this section may be adjourned from time
to time, as necessary or expedient, until a decision regarding the
company‘s future has been taken in accordance with sections 152
and 153
95. 95
Development and Approval of Plan
Section 152(2)
Plan approved on a preliminary basis if -
75% of the creditors (all creditors – secured, unsecured) voting
interests that were voted (in value); and
votes in support of the proposed plan included at least 50% of the
independent creditors‘ voting interests, if any, that were voted
(note: independent creditors are defined as creditors but who are
persons not related to the company, a director or the practitioner)
Section 152(3)(a) - plan is not approved on a preliminary
basis, it is rejected and may only be considered further in
terms of section 153
Section 152 (3)(b) – plan is approved on a preliminary basis
and the plan does not alter the rights of any class of the
company‘s securities, the plan is finally adopted subject to
any conditions upon which the plan is contingent
96. 96
Shareholders‟ Rights
Section 152(3)(c)
If the plan does alter (impairment) the rights of any class of
holders of the company's securities then –
practitioner must call a meeting of the holders of the class
or classes of securities whose rights would be altered by
the plan and call for a vote by them to approve the
adoption of the proposed plan; and
if, in a vote, (contemplated by (i)), a majority (51%) of
the voting rights that were exercised, support the plan, it
will have been finally adopted
97. 97
Failure to Adopt a Plan
Section 153(1)
If plan has been rejected as contemplated in section
152(3)(a) or (c)(ii)(bb), the practitioner may-
seek a vote of approval from the holders of voting
interests to prepare and publish a revised plan; or
advise the meeting that the company will apply to a
court to set aside the result of the vote by the
holders of voting interests or shareholders, as the
case may be, on the grounds that it was
inappropriate
―Inappropriate‖ – grounds are set out in section 153(7)
98. 98
Failure to Adopt a Plan
Section 153(1)
If the practitioner does not take any action contemplated in
paragraph (a) –
any affected person present at the meeting may -
call for a vote of approval from the holders of voting interests
requiring the practitioner to prepare and publish a revised plan; or
apply to the court to set aside the result of the vote by the holders of
voting interests or shareholders, as the case may be, on the grounds
that it was inappropriate; or
any affected person, or combinations of affected persons,
may make a binding offer to purchase the voting
interests of one or more persons who opposed adoption
of the business rescue plan, at a value independently and
expertly determined, on the request of the practitioner,
to be a fair and reasonable estimate of the return to that
person, or those persons, if the company were to be
liquidated
99. 99
Failure to Adopt Plan
―Binding Offer‖ – if it is an ―offer‖, how can it be
binding without acceptance?
―Liquidation Value‖ – the ―break up value" that a
creditor would receive as a dividend on its claim upon
the liquidation of the company, taking all liquidation
costs into account
―Voting Interest‖ – defined as an ―interest recognized,
appraised and valued in terms of section 145(4) to (6)‖
Section 145(4) – (6) relates to decisions requiring the
support of the holders of creditors‘ voting interests
(deals with secured, unsecured voting on value and
concurrent creditors subordinated in a liquidation voting
at a liquidation value)
―One or more persons‖ – is this limited to creditors only
or does it include shareholders/holders of securities?
100. 100
Failure to Adopt Plan
Section 146(e) contemplates holders of company‘s
securities being able to make an offer to acquire the
interest of any or all the creditors or other holders of the
company‘s securities in the manner contemplated in
section 153
Question: can creditors buy out dissenting shareholders
and vice-versa?
Section 153(5) - if no person takes any action
contemplated in sub-section (1), the practitioner must
promptly file a notice of the termination of the business
rescue proceedings
101. 101
Failure to Adopt Plan
Section 153(6) - holder of a voting interest, or a person
acquiring that interest in terms of a binding offer, may apply to
a court to review, re-appraise and re-value a determination by
an independent expert in terms of subsection (1)(b)(ii)
Section 153(7) - on an application contemplated in sub-section
(1)(a)(ii) or (1)(b)(i)(bb), a court may order that the vote on a
business rescue plan be set aside if the court is satisfied that it
is reasonable and just to do so, having regard to -
the interests represented by the person or persons who voted
against the proposed business rescue plan;
the provision, if any, made in the proposed business rescue plan
with respect to the interests of that person or those persons; and
a fair and reasonable estimate of the return to that person, or
those persons, if the company were to be liquidated
102. 102
Discharge of Debts and Claims
Section 154
A business rescue plan may provide that, if it is
implemented in accordance with its terms and conditions,
a creditor who has acceded to the discharge of the whole
or part of a debt owing to that creditor will lose the right
to enforce the relevant debt or part of it
If a business rescue plan has been approved and
implemented in accordance with chapter 6, a creditor is
not entitled to enforce any debt owed by the company
immediately before the beginning of the business rescue
process, except to the extent provided for in the business
rescue plan
Note – if underlying principle debt goes, so does the
suretyship obligation - for example against a director
103. Some Recent Statistics Provided by the
Companies and Intellectual Property
Commission (CIPC) (March 2013)
Approximately 126 business rescue practitioners have
been appointed to supervise companies under business
rescue (interim conditional licenses)
Have been approximately 840 companies (commencement
by resolution and by applications to court) placed under
business rescue since 1 May 2011
64 rescues and 45 liquidations
Success rate is 55% of businesses that have concluded
their rescue operations (CIPC believe the real rate is closer
to 12 – 15% taking into account pending business rescue
proceedings)
Average turn-around time is 5.6 months
Approximately 4 500 jobs have been saved as a result of
successful business rescue proceedings (25% of jobs were
lost)
103
106. Overview on Compromises
Reflects what is common business practice in South Africa
Used –
to overcome the practical difficulty facing a company to obtain
the consent of every creditor to the settlement of their claims
when creditors are in various places in a country and difficult
to access
Provides a mechanism for an ―arrangement‖ or
―compromise‖ with shareholders or creditors
“compromise” – usually between a company and its creditors
where there is a dispute about rights
“arrangement” – usually between the company and its
shareholders
Enables a company to avoid liquidation or business rescue
106
107. Overview on Compromises
Common law compromises and statutory law
compromises
Statutory law compromises -
Old Act - section 311 to 313 – provided the process
for compromises and arrangements between the
company and its shareholders or creditors
New Act – compromise between the company and its
creditors (section 155) and arrangement between
the company and its shareholders (section 114)
Informal offers of compromise by a company and its
creditors
Focus – statutory law compromises with creditors and
not arrangements with shareholders
107
108. Application of Section 155 of New Act
Applies to a company, irrespective of whether or not it is
financially distressed unless it is engaged in business
rescue proceedings
―Financial Distress‖ –
liabilities will exceed assets in the ensuing six months
(balance sheet test); or
will be unable to pay debts as and when they fall due in
the ensuing six months (cash flow test)
―Business Rescue‖ – proceedings to facilitate the
rehabilitation of a company so that –
it can continue to trade on a solvent basis; or
achieve a better return for the creditors or shareholders
of the company than would result from the immediate
liquidation of the company
108
109. Application of Section 155
Issues to consider -
interesting that a company does NOT have to be
―financially distressed‖ in order to effect a section 155
compromise
cannot be done in a business rescue proceeding
opportunities to canvass creditors upfront and assess the
appetite for a section 155 compromise
if creditors and company on board, can put together a
―pre-packaged deal‖ (pre-pack) and negotiate to its
conclusion
can do a section 155 in a liquidation (preferably in
provisional liquidation)
109
110. Role Players in Compromise Process
COMPANY
CREDITORS‘
CLAIMS
BOARD
INITIATE THE
PROCEEDINGS
LIQUIDATOR
INITIATE THE
PROCEEDINGS
COURT
HEARING IN
TERMS OF
SECTION
155(7)
111. 111
Requirements
Board or liquidator (if it is being wound up) may
propose an arrangement or a compromise of its
financial obligations to all of its creditors/members of
any class of its creditors
Process is driven by the directors or a liquidator
No longer necessary for a company to get court
approval to propose a compromise
Third party creditor cannot propose the compromise and
cannot be party to the compromise to the exclusion of
the company and creditors ie creditor can propose a
section 155 compromise, but can only do so with the
co-operation and approval of the board
Only deals with compromises with creditors. Section
114 deals with shareholders‘ schemes of arrangement
112. Requirements
Board or liquidator will deliver the proposal, and notice
of meeting to consider the proposal, to -
every creditor or member of the relevant class of
creditors whose name or address is known to, or can
reasonably be obtained by, the company; and
the Companies and Intellectual Property Commission
(CIPC)
Not necessary to call a meeting of a particular class of
creditors where there is only one creditor in that class
112
113. Proposal
Proposal must contain all information reasonably
required to facilitate creditors in deciding whether or not
to accept or reject the proposal
Divided into three parts
Part A - Background - include at least -
a complete list - material assets as well as an
indication as to which assets are held as security by
creditors as of the date of the proposal;
a complete list - creditors at the date of the
proposal, as well as an indication as to which
creditors would qualify as secured, statutory
preferent and concurrent in terms of the laws of
insolvency, and an indication of which of the
creditors have proved their claims 113
114. Proposal
probable dividend that would be received by
creditors, in their specific classes, if the company
were to be liquidated (if the proposal is made as an
alternative to liquidation, a statement of the dividend
that creditors would receive with the proposal as
opposed to on a liquidation, should be included)
a complete list - the company‘s issued securities,
and the effect that the proposal would have on
them; and
whether the proposal includes a proposal made
informally by a creditor of the company
Proposal should advise in its background whether the
proposal was made informally by a creditor of the
company
114
115. Proposal
Part B-Proposals - include at least-
nature and duration of any proposed debt moratorium;
extent to which the company is to be released from the
payment of its debts, and the extent to which any debt is
proposed to be converted to equity in the company, or
another company;
treatment of contracts and on-going role of the company;
property of the company that is proposed to be available to
pay creditors‘ claims;
order of preference in which the proceeds of property of the
company will be applied to pay creditors if the proposal is
adopted; and
benefits of adopting the proposal versus the benefits that
would be received by creditors if the company were to be
placed in liquidation
115
116. Proposal
Part C-Assumptions and conditions - include at least -
statement of the conditions that must be satisfied, if
any, for the proposal to -
come into operation; and
be fully implemented
effect that the plan contemplates on the number of
employees, and their terms and conditions of employment;
and
a projected-
balance sheet for the company; and
statement of income and expenses for the ensuing three years
prepared on the assumption that the proposal is accepted
116
117. Proposal
The projected balance sheet and statement -
must include a notice of any significant assumptions on
which the projections are based; and
may include alternative projections based on varying
assumptions and contingencies
Proposal must conclude with a certificate by an
authorised director or prescribed officer of the company
stating that any -
factual information provided appears to be accurate,
complete, and up to the date; and
projections provided are estimates made in good faith on
the basis of factual information and assumptions as set out
in the statement
117
118. Adoption of Proposal
Proposal will have been adopted by the creditors of the company, or
the members of a relevant class of creditors, if it is supported by –
majority in number, representing at least 75% in value of the
creditors or class, as the case may be;
present and voting in person or by proxy, at a meeting called for
that purpose
Therefore, there are two requirements –
a majority in number of creditors who are present or represented
by proxy and who vote on the proposal, irrespective of the value
of their claims, must support the proposal; and
such majority must own or represent at least 75% of the total
value of all creditors‘ claims
There is no minimum quorum requirement
First requirement protects smaller creditors from larger creditors
pushing through a proposal to their detriment
118
119. Consequence of Adoption of Proposal
Company may apply to the court for an order approving the
proposal (not peremptory)
No longer obligatory to obtain the sanction of the court for a
compromise to become legally binding on all dissenting
creditors
A court, on an application may sanction the compromise if it
considers it just and equitable to do so, having regard to -
the number of creditors of any affected class of creditors,
who were present or represented at the meeting, and who
voted in favour of the proposal; and
in the case of a compromise in respect of a company being
wound up, the report of the Master of the High Court as
required in terms of the Old Act
119
120. Process Subsequent to Adoption of Proposal
A copy of an order of the court sanctioning a compromise-
must be filed by the company within five business days.
Compromise has no effect unless it is filed with CIPC.
This, however, does not convert the compromise into
an order of court;
must be attached to each copy of the company‘s
memorandum of incorporation that is kept at the
company‘s registered office, or elsewhere as
contemplated in the New Act; and
is final and binding on all creditors or members of the
relevant class of creditors as of the date on which it is
filed
120
121. Compromises versus Business Rescue
121
COMPROMISES BUSINESS RESCUE
No requirement to be ―financially
distressed‖ to propose a
compromise
Must be ―financially distressed‖ to
apply for business rescue
No statutory moratorium
(although it can be included in the
proposal)
Statutory moratorium from the
date of the commencement of
business rescue
No appointment of the equivalent
to a ―business rescue practitioner‖
Business rescue practitioner
appointed in resolution or by the
court (and the latter sanctioned
at a creditors‘ meeting)
No requirement that the majority
in number of creditors who
approve the proposal must be
independent
Majority who approve a business
rescue plan must be independent
of the company
No provision which states that an
adopted proposal is binding on all
creditors – only once an order
sanctioning the compromise is
obtained
An adopted proposal is binding on
all creditors, whether or not they
voted
122. Similarities with Business Rescue
Almost identical information in a business rescue plan
should also be contained in a compromise proposal
Court will only sanction a scheme if it is ―just and
equitable‖ and a court will only grant a business rescue
order if, inter alia, it is ―just and equitable‖ to do so for
financial reasons
122
123. Take – Aways
Fundamental starting point is to identify the opportunity – need to
have a distressed debt strategy!
Need to identify key people who are the ―players‖ in the
distressed debt market and who can introduce the opportunity at
an early stage in the distressed debt cycle
Key – identify the warning signals of looming financial distress
and act on them!
Identify and work with business rescue practitioners who have a
proven track record in the business recue industry
Must develop a skill set to identify the right opportunities and
know how to take advantage of these opportunities
Appreciate the different opportunities offered by a Chapter 6
business rescue versus a Section 155 compromise
Understand the business rescue process and how it can be used
to unlock value and the ―upside‖ – remember the Mine example!
123
Note in Business Rescue, one requires a business rescue plan to be voted by creditors representing 75% in value (not number), including votes representing at least 50% of independent creditor’s voting interests