Director Duties

While the Companies Act 2006 provides that the general duties are based on, and have effect in place of, certain common law rules and equitable principles (section 170(3)), it also provides that: The general duties should be interpreted and applied in the same way as the common law rules and equitable principles.

The general duties will apply to all the directors of a company. “Director” is defined to include any person occupying the position of director, by whatever name called (section 250), which includes de facto directors, and in most instances “shadow directors.”

The codified duties are owed to the company and only the company will be able to enforce them, although in certain circumstances
shareholders may be able to bring a derivative action on the company’s behalf.

Companies may, through their articles, go further than the statutory duties by placing more onerous requirements on their directors, however, the articles may not dilute the duties except to the extent permitted by specific sections. Section 232, which prohibits a company from exempting a director from a breach of duty, will not prevent a company’s articles including provisions that have previously been lawful for dealing with conflicts of interest (section 232(4)).

Duty to act within powers (section 171) A director must act in accordance with the company’s constitution and must only exercise his powers for their proper purpose. This duty replaces the common law principles
under which directors must act within the powers conferred on them by the company’s memorandum and articles and exercise their powers for proper purposes.

Duty to promote the success of the company (section 172) Section 172 provides that a director must act in the way he considers, in good faith, would be most likely to promote the success of the company for the benefit of its members as a whole. In so doing, the director must have regard (among other matters) to: The likely consequences of any decision in the long term.

The interests of the company’s employees. The need to foster the company’s business relationships with suppliers, customers and others. The impact of the company’s operations on the community and the environment. The desirability of the company maintaining a reputation for high standards of business conduct. The need to act fairly as between the members of the company.

Duty to exercise independent judgment (section 173) This duty codifies the principle of law under which directors must exercise their powers independently, without subordinating their powers to the will of others, whether by delegation or otherwise. It provides that a
director must exercise independent judgment.

Duty to exercise reasonable care, skill and diligence (section 174) Section 174 codifies recent formulations of a director’s common law duty of care, skill and diligence. Under section 174, a director must exercise the care, skill and diligence which would be exercised by a reasonably diligent person with both: The general knowledge, skill and experience that may reasonably be expected of a person carrying out the functions carried out by the director in relation to the company.

Duty to avoid conflicts of interest (section 175) Under section 175, a director must avoid situations in which he has or can have a direct or indirect interest that conflicts with, or may conflict with, the company’s interests. That applies, in particular, to the exploitation of property, information or opportunity, and whether or not the company could take advantage of the property, information or opportunity. The duty in section 175 will not be infringed: If the situation cannot reasonably be regarded as likely to give rise to a conflict of interest.

Duty not to accept benefits from third parties (section 176)
Section 176 codifies the fiduciary rule prohibiting the exploitation of the position of director for personal benefit. Under section 176, directors must not accept any benefit (including a bribe) from a third party which is conferred because of his being a director or his doing or not doing anything as a director. “Benefit” is not defined.

The duty will not be infringed if the acceptance of the benefit cannot reasonably be regarded as likely to give rise to a conflict of interest. Unlike section 275, board authorisation is not permitted in respect of the acceptance of benefits from third parties.

Duty to declare interest in proposed transaction or arrangement with the company Under Section 177, directors must declare to the other directors the nature and extent of any interest, direct or indirect, in a proposed transaction or arrangement with the company. The director need not be a party to the transaction for the duty to apply. The declaration must be made before the company enters into the transaction or arrangement. The declaration may be made at a meeting of the directors, or by notice in writing in accordance with section 184 (notice in writing) or section 185 (general notice).

Acknowledgement: Thomson Reuters online resource Practical Law

NOT LEGAL ADVICE: Information provided in this Blog, is for information purposes only. It is not and should not be taken as legal advice. You should not relay on or take or fail to take any action based upon this information. Never disregard taking legal advice or delay in seeking legal advice because of something you have read in this blog, or on this website. Ian Randall is an Attorney & Counsellor at Law (NY), with 25 years of Corporate and Commercial experience in several jurisdictions. To see how Owllegal could help you, please visit; www.owllegal.org or email Ian Directly, his email address is ian@owllegal.org.

Contract

A contractual dispute is when a party to a contract has a disagreement concerning the terms or definitions. If handled poorly, contractual disputes can be costly and timeconsuming, end up in court and damage a company’s business relationships and reputation. So, what should do if you’re on the receiving end of a contract dispute involving your business?

For a contract to be enforceable there must be a “meeting of the minds” across all the required elements, offer; acceptance; capacity; consideration and intention to create legal relations; between all the parties involved. So, all parties must have a solid understanding of every term in the contract and mutually agree on them. Without this mutual agreement, the contract is not legally valid and can be contested in court.

There are therefore different steps that need to be fulfilled during the formation of a contract. This includes an offer being made, an acceptance of that offer, and a form of payment for the goods or services concerning that offer. It is during these stages that contractual disputes can often develop.

In business, a contractual dispute could involve anyone from your employees to your business partners, your clients to your suppliers.

Examples of disputes include:

  • Issues when a party reviews your contract
  • Issues concerning an offer you’ve made in a contract
  • Disagreements regarding the meaning of a contract’s technical terms
  • Mistakes and errors concerning the terms you’ve addressed in a contract
  • Fraud, such as party claiming they’ve been forced into signing your contract
  • Conflict involving your employees or business partners
  • Disputes where those involved in a contract do not stand by their original agreements made months or years earlier

Disputes can also involve the performance of a party’s duties, or where they have failed to perform their duties, which have been addressed in a previously formed contract. This is known as breach of contract. An example could be a seller failing to deliver goods to a buyer.

In the event of a contractual dispute arising that affects your business, the important thing is to aim to resolve the situation as best you can. It’s wise to also get the best legal support to help you find the right resolution for your business. You should aim to:

  • Find a resolution that isn’t timeconsuming and doesn’t affect the running of your company
  • Find a resolution that isn’t costly and doesn’t impact heavily on your company finances
  • Find a resolution that doesn’t result in the dispute going to court to avoid additional costs and time
  • Find a resolution that doesn’t involve more people than necessary to help keep the dispute under control
  • Handle the dispute with care, so not to damage previously existing business relationships and your reputation

When handled without the right skill, knowledge and approach, a contractual dispute can end badly for your business, causing harm to your relationships, reputation, company operation and finances. So, it’s important to have professional support with the right expertise to help things run smoothly, while saving you time, money and stress.

NOT LEGAL ADVICE: Information provided in this Blog, is for information purposes only. It is not and should not be taken as legal advice. You should not relay on or take or fail to take any action based upon this information. Never disregard taking legal advice or delay in seeking legal advice because of something you have read in this blog, or on this website. Ian Randall is an Attorney & Counsellor at Law (NY), with 25 years of Corporate and Commercial experience in several jurisdictions. To see how Owllegal could help you, please visit; www.owllegal.org or email Ian Directly, his email address is ian@owllegal.org.

Meeting

Boardroom and shareholder disputes can arise for many reasons.

  • disagreements over the direction and development of the company
  • poor personal relationships
  • conflicts of interest (because a director has interests in another business)
  • a lack of performance on the part of one shareholder/director, the terms of directors’ service contracts, or concern over whether the board is meeting its legal responsibilities

They can also arise because directors are stopping money getting through to the shareholders by paying themselves high salaries or keeping money in the company (for a rainy day) when shareholders think it should be paid out as dividend.

Anticipating and providing for disputes in the articles of association or a shareholders’ or partnership agreement in advance can save a great deal of time, money and aggravation.

Disputes escalate because the parties don’t find out exactly what their legal rights are at the outset, and don’t understand the options for enforcing these. The longer you put off taking advice, the more time and money you will eventually spend sorting it out, and the more it will damage your business. Act at once.

Most decisions in a company are made by the directors, by majority vote, with the chairperson having a casting vote if there is a tie. The majority on the board can therefore force through any decision that is made at board level.

If a director forces through a decision at board level, it could be challenged if the director has acted improperly. The Director has legal duties and responsibilities, owed to the company e.g. there is a duty to act in the best interests of the company. Breach these, and the Director could be made personally liable to pay over any profit they have made to the company and reimburse it for any losses it has made.

A director would be breaching those duties if:

  • he/she uses company property for personal use
  • he/she diverts a contract that the company could have won to another business of their own, without approval of the shareholders or of the independent directors on the board
  • he/she fails to meet the minimum threshold required of someone with the directors’ functions in the company – for example, if he/she is the finance director, but he/she fails to keep proper accounting records or monitor the company’s solvency
  • he/she doesn’t comply with the company’s articles of association, or he/she fails to comply with the Companies Act

Even if a director controls the board, they will be vulnerable unless they also have control at shareholders’ meetings. Some matters can’t be decided by the directors but have to be referred to the shareholders for a decision.

If an individual can cast more than 75% of the votes at a shareholders’ meeting, they can always force through any decision. If an individual can cast more than 50% of the votes at a shareholders meeting, they can force through some resolutions, but not all.

One resolution that can always be passed by majority vote at shareholders’ meetings is a resolution to remove a director from office. This power is enshrined in the Companies Act, though the director has the right of appeal. The threat of removal can
sometimes stop a minority shareholder who is on the board from taking things further.

Shareholders have significant remedies if they have been ‘unfairly prejudiced’, or it is ‘just and equitable’ that the company be wound up. Getting embroiled in any of these sorts of action is both time-consuming and expensive.

If the individual hasn’t acted properly as a director, they may still be safe. It is the company that has been wronged if the director breaches their duties, so it  is the board that decides whether to take action against the director. However, it is now possible for someone else to apply to the court for permission to bring an action on behalf of the company a ‘derivative’ action. It is dangerous to assume that the director will get away with improper conduct.

The biggest danger is that any shareholder can take the director to court on grounds that the company’s affairs have been conducted in a manner which is ‘unfairly prejudicial’ to their interests. These are personal actions, not actions brought by the company, so the Director can’t stop a shareholder bringing one against him/her simply because they control the board and/or shareholder meetings.

These disputes consume time and money and are a major distraction from the business. The Director can’t use the company’s money to fund their defence and if they try, the other side may take out an injunction to stop them.

In private companies, ‘unfair prejudice’ actions are often based on a failure to fulfil the ‘legitimate expectations’ of the aggrieved shareholder about what the company was set up to do, and how it would be run. For example, if it was agreed (formally or informally) that:

  • the company would carry on a particular business
  • all would be entitled to an equal say in how the company is managed
  • the directors would be fair when deciding on the salaries to be paid, the amounts to be kept in the company to fund growth, and the dividends to be paid out and you act contrary to these legitimate expectations, the court may intervene

The court has a general power to wind a company up, on a shareholder’s application, if it is ‘just and equitable’ to do so. Like an unfair prejudice action, the director can’t stop this action being brought even if they control the board and/or shareholders’ meetings. An aggrieved shareholder will usually also ask that the company be wound up at the same time as they petition for unfair prejudice (see above), citing the same facts in support of each claim.

NOT LEGAL ADVICE: Information provided in this Blog, is for information purposes only. It is not and should not be taken as legal advice. You should not relay on or take or fail to take any actin based upon this information. Never disregard taking legal advice or delay in seeking legal advice because of something you have read in this blog, or on this website. Ian Randall is an Attorney & Counsellor at Law (NY), with 25 years of Corporate and Commercial experience in several jurisdictions. To see how Owllegal could help you, please visit; www.owllegal.org or email Ian Directly, his email address is ian@owllegal.org