parties prenantes

En voilà une nouvelle ! La province de Colombie-Britannique vient de faire place à une Benefit Corporation. Certaines modifications apportées à la Business Corporations Act de la Colombie-Britannique (la « BCBCA ») qui vont entrer en vigueur le 30 juin 2020 permettent la création d’un nouveau sous-type de société, la « société d’intérêt social » (la benefit company). La Colombie-Britannique est le premier territoire canadien à adopter ce concept qui n’est pourtant pas nouveau aux États-Unis. Pas sûr que ce choix soit heureux dans la mesure où la 3C existait déjà et qu’elle se révèle sans doute plus porteuse pour la RSE…

Pour en savoir plus : « Une première au Canada : les sociétés d’« intérêt social » arrivent en Colombie-Britannique » (Stikeman Elliott, 5 juin 2020)

Extrait :

The major distinctions between a B.C. benefit company and other B.C. companies are as follows:

• Notice of articles: The benefit company’s notice of articles will contain the following statement (the “benefit statement”):

This company is a benefit company and, as such, is committed to conducting its business in a responsible and sustainable manner and promoting one or more public benefits.

• Articles: The benefit company’s articles must include a provision that specifies the public benefits to be promoted (“benefit provision”). “Public benefit” refers to something that has a positive effect that benefits (i) a class of persons other than shareholders of the company in their capacity as shareholders, or a class of communities or organizations, or (ii) the environment. The positive effect can be:
  • Artistic
  • Charitable
  • Cultural
  • Economic
  • Educational
  • Environmental
  • Literary
  • Medical
  • Religious
  • Scientific
  • Technological

• Alterations: Any decision to adopt or eliminate the benefit statement (i.e. to alter the company’s status as a benefit company) must be approved by a special resolution of the voting shareholders. Both voting and non-voting shareholders of the benefit company are entitled to dissent rights with respect to such a change or to a change in the benefit provision.
• Benefit report: Each year, the benefit company must prepare, provide to its shareholders and post on its website (if it has one) a report (“benefit report”) that assesses the company’s performance in carrying out the commitments set out in the company’s benefit provision compared to a third-party standard. The report needs to include information about the process and rationale for selecting or changing the relevant third-party standard. Regulations may be enacted that provide more details about the third-party standard and the contents of the benefit report.
• Penalties relating to the benefit report: It will be an offence if the directors of the benefit company do not prepare and post the benefit report as required by the BCBCA and the regulations. There is a potential fine of up to $2,000 for individuals or $5,000 for persons other than individuals.
• Augmented fiduciary duty: The directors and officers of a benefit company will be required to act honestly and in good faith with a view to conducting the business in a responsible and sustainable manner and promoting the public benefits that the company has identified in its benefit provision. They must balance that public benefits duty against their duties to the company. (There is currently no guidance with respect to achieving this balance.) However, the amendments state that the public benefits duty does not create a duty on the part of directors or officers to persons who are affected by the company’s conduct or who would be personally benefitted by it.
• Enforcement and remedies where duty breached: Several significant provisions in the amendments relate to enforcement and remedies:
  • Shareholders are the only persons who are able to bring an action against a BCBCA benefit company’s directors and officers over an alleged violation of their duty relating to public benefits;
  • Only shareholders that, in the aggregate, hold at least 2% of the company’s issued shares may bring such an action (in the case of a public company, a $2 million shareholding, in the aggregate, will also suffice); and
  • The court may not order monetary damages in relation to a breach of that duty. Other remedies, such as removal or a direction to comply, would still be available.

À la prochaine…

Le 30 avril 2020, Philip Gavin s’est interrogé sur l’intérêt de l’article 172 du Company Act pour les administrateurs et dirigeants dans le contexte de la COVID-19 : « Directors’ Duty under UK Law to Promote the Success of the Company during the COVID-19 Pandemic » (Oxford Business Law Blog).

Extrait :

A nuance to director’s duties in the United Kingdom is the expansive statutory delineation of s 172, which endows numerous considerations for directors when acting to promote the success of the company for the benefit of members. Given the unique circumstances of the present-day commercial sphere and the more humanitarian demands being put to businesses, having a statutory foundation upon which to base non-traditional business strategies may assist effective decision-making and financial reporting.

The initial three considerations enshrined within s 172 are (a) the likely long term consequences of any decision, (b) the interests of employees and (c) the need to foster business relationships with suppliers, customers and others. These factors are of particular relevance for firms who sought justification for voluntary shutdown of businesses prior to the wider governmental shutdown.

(…)

Where production changes become quasi-humanitarian in tone and companies internalise cost in the interim, directors may seek justification through s 172(1)(d) and (e), these being the impact on the community and the desirability of maintaining high business standards respectively.  Accordingly, directors can seek to frame these quasi-humanitarian efforts in long-term reputational terms, thereby engendering prospective communitarian goodwill.

Furthermore, as political pressure mounts, boards may evaluate reputational factors not simply in terms of market reputation, but also in terms of Governmental co-operation. This is particularly so where companies face increased intervention by public authorities through the Civil Contingencies Act. Comparatively, in a recent memorandum the Trump administration has attempted to exert control over the distribution of ventilators by the multinational conglomerate 3M. Cautious of such intervention occurring within their own enterprises, companies may shift business operations to such an extent to signal their compliance and co-operation with public authorities, thereby disincentivising the wholesale overrule of board discretion. 

Within jurisdictions with vaguer duties to act bona fide in the best interests of the company (Delaware, Australia, Ireland), directors may still engage in such quasi-humanitarian efforts. Nevertheless, utilising s 172 to steer directorial judgment may assist effective decision-making, and furthermore guide financial reporting, which mandates s 172 director’s statements.  Given that the tenor of 2020 reports will be likely dominated by COVID-19, UK directors will benefit from the homogenising structure of s 172 when making such disclosures in the coming months.

À la prochaine…

UCLA School of Law vient de publier un rapport d’une dizainede pages sur la gestion du capital humain et son intégration dans la gouvernance des entreprises : « Corporate Governance : The growing Importance of Human Capital Management » (avril 2020).

Extrait :

1. Over the last several years, investors and proxy advisory firms have increasingly focused their attention on environmental, sustainability and governance (ESG) and human capital management (HCM) issues. While there is no one definition of HCM, the term is widely used to cover a very broad range of workforce matters that are of concern to investors and the public as they focus on building long-term value and reducing business and reputational risks. These concerns have resulted in calls for enhanced company disclosures about their HCM practices and processes.

2. Under Delaware and federal law, directors have no duties that are specifically focused on HCM. However, under Delaware law and that of many other states, directors have duties of care, loyalty and oversight that can under certain circumstances apply to HCM matters and can result in director liability.

3. While federal securities laws and rules contain several corporate disclosure requirements that apply to employees and touch on HCM issues, current laws and rules are not as robust or focused as many investors would like and have proposed. In response to rulemaking and other investor requests, the U.S. Securities and Exchange Commission has proposed amendments to its disclosure rules that would expressly require companies to describe their human capital resources to the extent that they are material to an understanding of a company’s business as a whole.

4. Some public companies have already articulated board responsibilities for oversight of HCM matters; some have renamed and expanded the responsibilities of their compensation committees to reflect their expanded focus; and some have disclosed their HCM polices and efforts in their securities law filings and other publications.

5. Separate and apart from the legal requirements that apply to corporate board duties and corporate disclosure requirements, there are important business, governance and reputational reasons for boards and companies to care about and address HCM matters. 6. While there is no one-size-fits-all approach to board oversight of HCM matters, areas for possible board attention are (i) diversity and inclusion, (ii) employee satisfaction and engagement, (iii) succession and talent management, (iv) attrition and retention, and (v) ethics, workforce culture and risk.

À la prochaine…