Guest authors

Communicating in silence; lessons from The Artist

Friday, May 11th, 2012
Alison Love, Alison Love Ltd

Alison Love, Alison Love Ltd

I recently went to see the film The Artist  (I know everyone else probably saw it ages ago and  I am a bit behind the times). I was not quite sure what to expect, particularly with all the hype, however it is one of the best films I have seen in a long time. I was totally captivated throughout the whole movie, quite some feat given that there are very few spoken words.

This got me thinking about how much can be conveyed and communicated without speech and about how much of what we communicate is so much more than the words we speak.

This is important in a workplace conflict or mediation context where it is necessary to understand the needs and interests of the parties. The issues in dispute in a workplace conflict are the real tip of the iceberg, it is what lies beneath that is important. The real issues relate to how people engage and interact with each other and how they are feeling and reacting to this is important for both parties to understand.  This does not mean that the parties have to agree or accept the others position but they do need to gain an understanding of the others perspective.

To gain this understanding it is necessary to listen to what is beneath the words, to look for clues in an individuals demeanor, gestures, body positioning, facial expressions, eye contact and also tone of voice.  Some studies suggest that 93% of our messages are conveyed by tone of voice and facial expressions and 7% by the words spoken. It is clear that we express our emotions and attitudes more non-verbally than verbally so the nonverbal clues are vitally important to understanding the underlying issues.

Real, deep listening is hard and takes some effort. Listening to the words is hard enough in itself but to listen to all the emotions and feelings is even harder.  It requires sustained and full attention without letting your mind wander as to what’s for tea tonight or what your next question is. Multi tasking is not an option here and even taking the briefest of notes can distract you from what is being communicated. The skill of the mediator or conflict coach is to listen empathetically and to then to reflect back what is being communicated between the parties in an appropriate way and so that their understanding of  each others perspective is deepened.

In the Artist there was the benefit of atmospheric music, lighting and the artistic composition of scenes, (and a very cute dog) which are not available in a normal interactions with individuals. Without these clues it is even more important to engage in deep empathetic listening; a vital skill for anyone involved in dealing with workplace conflict either as a line manager, HR professional, conflict coach or mediator.

For more information about how to gain the skills needed to manage difficult people or conflict situations (including coaching support and training courses) please visit my website at www.alisonlove.co.uk.

Alison Love will be holding breakfast seminars in Swansea and Cardiff on the 18 and 24 May, From Conflict to Collaboration; a win-win for all your relationships – for more information or to register to attend, please click here.

Proposed VAT Cost Sharing Exemption

Wednesday, May 9th, 2012
Liz Maher, Director Centurion VAT

Liz Maher, Director Centurion VAT

Our regular guest contributor, Liz Maher of Centurion VAT discusses the proposed VAT Cost Sharing Exemption.

It seems a long time in coming since it was announced in the Autumn Statement 2011  but Centurion now have sight of the Draft proposals for the introduction of this new VAT exemption for qualifying recharges, between a shared service centre and its members, to benefit from a VAT exemption treatment rather than a taxable VAT treatment. Comments about “my horse could have had a foal in same time” from me are being ignored by the rest of the Centurion team!

The draft proposals are open for consultation until the 18th May and Centurion are happy to consolidate any comments from interested parties on the plans for implementation of this VAT exemption or if you’d like to discuss the proposals as the details of its working are becoming clearer (or less opaque!).

What is clear is that the intention is that exemption will only to apply to recharges for services from a shared services consortium that meets the criteria set out in the proposals. We are pleased to report that as a result of feedback from the consultation process there has been a widening of the definitions being applied which should allow more bodies particularly in the charity sector to benefit should a shared service consortium approach look like a valuable tool to have in the cost management tool kit.

The key issues to look at include:

  • HMRC’s definition of an “independent group of persons” for the Cost Sharing Group (CSG)
  • All CSG members must carry on exempt or non business activities
  • HMRC’s definition of “ directly necessary” supplies to members that qualify for the VAT exemption treatment
  • Direct re imbursement of costs condition to be applied by the CSG to its members
  • Distortion of competition condition that the CSG could be open to from commercial operators

It’s clear that these arrangements will not be the “silver bullet” that sectors such as charities, housing associations, universities across Wales might have initially hoped that it would be, but there is still enough of flexibility in the proposals to make this a serious option to consider where critical mass can be achieved to deliver volume savings: Areas such as maintenance services across the housing association sector perhaps? – and the cost sharing group doesn’t have to restrict itself to groups of entities from the same sector; local authorities could join with charities or with housing associations for a commonly incurred service cost as well.

The proposals can equally apply to the business sector, of course, but those businesses would have to have significant levels of exempt business activity to meet the qualifying conditions but in other European States businesses in the health and insurance markets do take advantage of the relief that the legislation brings to the burden of VAT on their costs so perhaps businesses in the property, exempt training sector, welfare, betting and gaming sectors should at least be aware of the potential this change could yield.

Any responses to this draft proposal will need to be back in with Policy Division in HMRC by the 18th May.

Centurion will be including the topic for our VAT Forum for FD’S in the Welsh Housing Association Sector to be held on 15 May at ESIS Nantgarw and at our Annual Forums for Welsh Universities and Further Education Colleges held in June.

If you’ve not had sight of the Draft Proposal from HMRC as it currently stands give me a call 01633415390 or send me your comments liz.maher@centurionvat.com for inclusion in our response to the proposal by the 17th May.

Liz Maher,  Centurion VAT Specialists Ltd

www.centurionvat.com

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Grants & Contracts: or as we say in VAT is it a Grant or a Contract?

Thursday, February 16th, 2012
Liz Maher, Director Centurion VAT

Liz Maher, Director Centurion VAT

It’s an old chestnut of an issue but one which just isn’t going away in the world of VAT, writes Liz Maher Director of Centurion VAT, which is why she welcomes the recent guidance from the Charities Tax Reform Group (CTRG).

Trying to decide whether monies received from a local authority or government body are actually payment for services rendered or a non business grant just keeps coming up as a VAT concern for charities we find. Often the position is not helped by a lack of clarity within the contracts.

At its basic level VAT is a transaction based tax and this is reflected in the recent CTRG note. Put simply you are making a supply by way of business if you deliver a benefit that has some value to a third party or to the grant provider in direct exchange for the monies received.

A good practical example is the difference between the following:

Grant to Charity:

Charity provides accommodation to the homeless and the council gives it a grant to support its’ activities. Whilst the activities of the charity benefit individuals in the council’s area there is no direct benefit or service provided to the Council itself.

Contract for Services:

The same charity is appointed by a different Council to run a Council owned homeless shelter on its behalf for which the charity receives a “grant” each year. The charity is making a supply by way of business and the charge needs to be considered in the VAT context. Does it make the charity exceed the VAT registration threshold? If already VAT registered – VAT will need to be charged but this does open up the opportunity to look at recovering VAT on costs incurred by the charity in delivering the service.

There are a number of VAT cases that have gone through the VAT tribunal system looking at the “is it a grant or contract” issue from a variety of perspectives. One case “ Trustees of the Bowthorpe Community Trust” back in 1996 determined that the existence of a written contract between the local authority and the charity for the charity to deliver work experience to the disabled in return for 50% funding of the charity was not a supply for VAT purposes even though a contract existed. Yet with the changing mechanisms of procurement we have seen many examples where now local authority bodies are going out to tender to both charity and commercial bodies for the supply of “vocational training” which is clearly regarded as the supply of training services under a contract.

Indeed there may be case when a charity actually wants to be seen to make a business supply rather be in receipt of a grant…a recent Dog Rescue Charity successfully argued that the “donation” it received from the new owners of a rescued dog was actually the payment for the supply of a pet and zero rated for VAT purposes which unlocked a sizeable amount of VAT on costs.

So what’s in the latest guidance note….interestingly the thing that struck me is the quote they’ve used from the National Audit’s Office’s (NAO) Commissioning Guide used by public sector bodies which states

“The rules on when you can use grant and when you can use procurement mean there are many situations when a public body could use either. You need to decide which one is more suitable for your programme, service or intended outcome and is likely to provide the better value for money.”

What is clear that going down the procurement route will lead the supplying charity into the realms of making a supply for business purposes and clearly there is the need to establish the VAT treatment of both the supply and the costs associated to that supply.

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‘VAT a Pain’ – When is a Grant not a Grant?

Wednesday, January 18th, 2012
Liz Maher, Director Centurion VAT

Liz Maher, Director Centurion VAT

Our regular guest contributor, Liz Maher of Centurion VAT discusses the differences between grants and contracts.

When a charity makes an application for funding VAT is commonly regarded as primarily an issue in terms of being an extra cost which has to be added to the price of goods and services bought in from VAT registered businesses in order for the charity to deliver the project, be that consumable items or infrastructure costs such as building works.

Increasingly, however, charitable bodies are having to identified whether, rather than making an application for a grant, they are in fact tendering to provide a service to the third party and as such are regarded as making a supply by way of business on which, whether VAT should be due on the “income”, is an issue that needs to be addressed.

The VAT treatment for contracts is different from the treatment for grants and further confusion appears to arise from recent changes in the wording of applications with phrases such as “competitive tenders” and “service level agreements” being used to described arrangements which may or may not be actual grant applications.

A contract is usually a business activity and therefore within the scope of VAT. By contrast, grants are usually outside the scope of VAT. As a result, charities can often face a VAT penalty from failing to VAT register or if already VAT registered, failing to account for VAT on a Vatable supply, if it emerges that instead of believing they are offered a grant, HMRC subsequently assesses that the payment was under a contract.

Guidance from HM Revenue & Customs is limited on this issue although the Charity Tax Group is in the process of devising guidance on the matter.

In the meantime the WCVA has joined with the Liz Maher from the leading Welsh VAT specialist firm Centurion VAT and Sarah Case, Head of the Charity team at Broomfield & Alexander Accountants, to deliver a series of half day training sessions in Cardiff and Swansea on the VAT and trading issues arising from the question of when a grant is not a grant! Dates for these courses are:

Dates:

February 29th: Swansea 9.30 – 13.00

June 11th: Cardiff 9.30 – 13.00

Please click on the links above to register your place

Delegate places at each event are limited to 20 and cost £75 plus VAT.

 

Liz Maher,  Centurion VAT Specialists Ltd

www.centurionvat.com

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Charity funding at the crossroads…

Tuesday, January 17th, 2012
Chris Harris, MHA McIntyre Hudson

Chris Harris, MHA McIntyre Hudson

It is difficult to miss the signs of the economic times – the media reminds us constantly how difficult things are. My own favourite indicators, the boarded up shop index (there are more per high street) and the cranes index (there are fewer per town) are flickering from amber to red. More personally, I know a number of people who have been made redundant in the past 12 months and, while some have welcomed the opportunity for change, others are finding that jobs are hard to come by.

A year ago we were being told that the downturn was coming but there was little change on the ground. Now the Labour Force Survey has shown a 5 per cent reduction in sector employment and the value of public sector funding, which has been the great engine of growth in the sector, appears to be faltering.

Clients of my firm, MacIntyre Hudson, are feeling the pinch. The use of prime contractors squeezes out the smaller more locally based providers, and while there have been valiant attempts to remind commissioners to look beyond price, they appear powerless to resist the pressure they are under to find 20 per cent cuts.

If we take a look back over the past decade, while there have been some ups and downs, generally the trend has been one of growth. Figures provided by the Charity Commission show that while the number of charities peaked at 169,300 in 2007, the annual gross income more than doubled over the decade to reach £56bn in June 2011. See Figure 1 below:

Registered Charities Income

Over this period, the number of large charities (those with annual incomes in excess of £10m) more than doubled from 372 to 883, and their rate of growth was higher than the average for the sector. As a result, their share of sector income rose from 43 per cent in 2001 to 56 per cent in 2010.

The headline rate of growth has slowed for the sector in recent years and, more importantly, when inflation is taken into account the real growth rate turned negative in 2010. This can be seen in Figure 2 below:

 

Real Annual Growth

Ebb and flow

We expect that this new reality is going to be around for a while. Other countries that have experienced a banking bubble, such as Sweden, have taken a decade or more to recover, so while predicting the future can be difficult, it is safe to assume that the UK will have the same challenges for some time to come. This is not to say that there will be no money around, but life is likely to get more competitive and difficult as charities respond to relative scarcity. This will mean rather more hard decisions that affect people’s lives. Restructuring will be a recurring theme and many charities will find they can no longer provide services to so many clients. They may also have to face the prospect of reducing the quality of what they do provide. None of this is very palatable and some managers may feel ill equipped for the change. Most of us find it easier to say yes rather than no to those in need.

When the going gets tough

So the new reality is here and we are going to have to get used to it. Difficult times can focus the mind on what really matters and there is a place for those charities that respond to the real needs that recession throws up. For example, food banks are already seeing a significant increase in demand for their services. The Institute of Fiscal Studies has now confirmed that the government funding cuts do make the poorest poorer and this will affect advice and guidance centres as entitlements for their clients become eroded.

Charity finance managers need to help their colleagues and trustees to make the difficult decisions in ways that maximise the use of the charity’s resources. A financial effectiveness review that looks at each area of operation and asks the difficult questions about whether your charity is the best organisation for the job, should be combined with benchmarking and a sound use of quality standards for the fundraising, back-office and management functions.

Chris Harris is Principal at chartered accountancy firm MHA MacIntyre Hudson

Broomfield & Alexander is a member of MHA, a fast growing UK wide association of respected and progressive independent accountants and business advisers, all sharing common values and goals.

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Charities – creating a sustainable future

Tuesday, January 10th, 2012
Jo Bartlett, Charities Manager, Broomfield & Alexander

Jo Bartlett, Charities Manager, Broomfield & Alexander

Recently there have been unprecedented stresses placed on the charity sector and some organisations are facing a substantial reduction in services or even closure. However, these outcomes are far from inevitable.

Charities that have built and are building strong predictable income streams and have robust financial planning mechanisms in place, running their services in a financially sustainable manner will allow valuable services to be maintained.

Many of the steps that charities are taking – changing their operations on cost grounds and reviewing or delaying activities – will see them endure for longer as these strategies make the most of available resources.

Many find that by taking steps to ensure that they stick more closely to their core mission and adapting to a more austere funding environment that they can define more tightly the services that they deliver or are targeting their beneficiaries more precisely.

Expert advice will enable you to:

  • Read the future and position your organisation to take advantage of opportunities
  • Ensure that your organisation is operating in a cost effective way
  • Create holistic monitoring systems which calculate and record all your activity accurately
  • Take steps to identify beneficiaries, partners and income streams which will grow and strengthen your organisation

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Employee ownership could be the key to your business succession plan

Tuesday, November 29th, 2011

Too many business owners neglect business succession planning as they are busy running their business on a day-to-day basis. However, a well-planned exit strategy, which passes ownership and control of the business to its employees, could be the best decision an owner can make for the future of the business.

“At the Wales Co-operative Centre we have nearly 30 years’ experience of working with owners and employees to transfer businesses into worker co-operatives”, states Project Manager, Rhian Edwards.

“We’ve worked with small and large firms including mechanics, architects and scientists and we were instrumental in the Tower Colliery buy out in 1995. We are able to advise business owners who wish to sell their businesses and work with employees to take over their company. This is not usually promoted as a conventional succession route – professional advisers often advocate a business sale or management buyout option. However, a worker buy-out has the advantage of ensuring a business is left in the hands of people who have a vested interest in making it succeed”.

A worker buyout can circumvent the need for a potentially hostile business sale and it can save the company from unnecessary redundancies.

“Our business succession services are aimed at the employees”, states Rhian, “we do not feel there is any issue with professional advisors raising the awareness of this option with their clients as we would represent their client’s employees, not their clients”.

In Blaenau Gwent, the Wales Co-operative Centre worked with a group of employees who created Primepac Solutions Ltd. The nineteen staff members at the factory invested their redundancy payments into the company when the Dutch owners pulled out. The Centre provided legal and business planning advice and helped the company access development funding.

In Aberystwyth, the Centre supported a biotechnology instrumentation specialist, Aber Instruments to install an Employee Benefit Trust and a Share Incentive Plan as a means of handing the company over to its employees over an agreed period.

Barry Wise, Managing Director of Aber Instruments commented, “The Wales Co-operative Centre helped us put together a long term succession plan. We created an Employee Benefit Trust and over several years have been able to reduce our shareholding and transfer over 75% of the company to our employees.”

Rhian Edwards is Manager of the Business Succession and Consortia Project in the Wales Co-operative Centre. Rhian, along with her team of development officers are trained to offer advice, guidance and support to employees setting up as worker co-operatives.

To find out more about Business Succession, employee ownership and business consortia, call the Wales Co-operative Centre on 0300 1115050  or access the website www.walescooperative.org/employee_buy-outs

Writing a successful funding application

Thursday, September 8th, 2011
Bev Garside, Director Empower SVS

Bev Garside, Director Empower SVS

There are a number of key issues to consider when preparing a strong funding application. Firstly, ask yourself, ‘Does the project deliver on the priorities set out by the funder?’ Funders are just like you; they are passionate about their issues and supporting their chosen sections of the community, the difference is that they choose to pay organisations to deliver on those priorities.  The more closely your project matches the priorities of the funder, the stronger your bid.

The second issue to consider is whether you have demonstrated that there is robust evidence of need for the project. One of the biggest fears for funders is that they will fund a project that no-one wants or needs. You may provide evidence that there is a need for this project by demonstrating ‘high rates of crime’, ‘levels of deprivation’, or ‘poor educational attainment’ using statistics you will also need to demonstrate that the proposed solution is one that the community wants.

Getting the project costs right is absolutely essential and there are a couple of rules to consider.

Never cost the project to the available funding. If you have in your head that there is £25,000 available you will discount the costs to fit the funds. The most appropriate way to cost a project is to first develop a comprehensive outline of the project which includes how it will be delivered; how many people it will be delivered to, how it will be staffed, run, marketed etc. Once you have a comprehensive vision, and then list every possible item that you will need, and then allocate a cost to them; don’t forget VAT or renewable items such as print cartridges and postage. If it costs more that £25,000 either reduce the scope of the project or find additional funds.

EmpowerSVS dvdEmpower has developed an interactive DVD which takes you through all the elements of writing a strong funding application and approaching businesses for sponsorship. It is available for £39.95 including p&p +VAT

For more information contact Empower Support for the Voluntary Sector:

www.empowersvs.co.uk

01443 749787

admin@empowersvs.co.uk

VAT and it’s ever changing qualities

Thursday, September 1st, 2011
Liz Maher, Director Centurion VAT

Liz Maher, Director Centurion VAT

Our regular guest contributor, Liz Maher of Centurion VAT discusses the changing features of VAT and it’s wide ranging impact.

With the commentary in today’s Western Mail over the “stealth tax” VAT content in the soon to arrive, carrier bag levy in Wales (OK so it was me they quoted… but hey, everyone has their 5 min’s of fame)… I was reminded of the phrase: “Looking a gift horse in the mouth.”

Why? Well the issue being discussed in the article centred on the fact that within a charge purported to be levied to help raise funds for good causes in Wales…. yet .83p of the 5p a bag levy will be VAT going off to the Treasury representing the element that VAT registered organisations (including Charity Shops) selling the bag will have to account for on the income. Also the net income is recorded as trading income for the business and will add to any net profit calculation on which corporation tax would be due.

For those of us who specialise in looking after the not-for-profit sector from the VAT perspective it is difficult to be surprised anymore that what is first promoted as good news for charities quickly gets eroded by the demands of the VAT accounting rules.

Such is the ever changing complexities of tax and the pressures on keeping up to speed with VAT we’ve been running a series of VAT awareness seminars for the not for profit sector in Wales. As well as bespoke courses for clients in the third sector, we have recently, in conjunction with Sarah Case at Broomfield & Alexander, have put together a half-day training session to build VAT awareness and introduce entities to basic Direct Tax responsibilities. I have to say we’ve been very pleased with the level of interest and attendance.

Part of the success is the fact that we recognise that whilst the third sector needs access to high quality VAT & Tax training it can’t afford to travel far, incurring both travel and time costs in addition to course fees. So running short courses based locally in Wales for a minimal charge, really did seem to appeal. The next two dates for the diary are 15 Sept at the offices of Broomfield & Alexander, Cardiff Gate and 12 October at The Village Hotel, Swansea (by the way!)

VAT is a constantly changing feature… just look at the proposed drafting of the VAT exemption for cost sharing recharges currently being consulted on by HMRC… a change which could remove the charge of VAT on cost recharges between independent parties coming together to share costs of a project an issue directly relevant to the third sector.

I’ve managed to arrange with the HMRC policy team for them to come down to Wales on the 14th Sept to run presentations to the charity sector and the housing association sector through a WCVA hosted event in the morning and a Community Housing Cymru hosted event in the afternoon… let’s get our voices heard I believe, before the legislation is set in stone.

More changes are lurking ahead, as next year the proposal is that all entities with a turnover under £100k will be required from 1 April 2012 to submit their VAT returns online and pay electronically. Further moves to the digital management of VAT are likely for such areas as VAT registration, deregistration and recording variations in business’s details such as addresses. Even now, businesses are encouraged to register online and all those over the £100k turnover have to submit returns online.

The problem is, and I speak as a trustee board member for one national charity and the Treasurer of a small local charity, that the pressures on the third sector seem to be ever increasing at the moment as funding options disappear and income generation options face the same commercial spending downturn as everyone else. It’s tough out there, there’s no denying it.

…..and as for the ‘gift horse’ bit well I can offer some genuine knowledge transfer on VAT matters to help you to keep pace with the VAT side and a convivial atmosphere at a venue hopefully not too far from you… oh and did I mention jelly beans!! Neigh!

Liz Maher

Twitter: @VATbat

www.centurionvat.com

Share transfers

Wednesday, August 24th, 2011

Share TransfersThe new model articles for private companies highlight a change in the law which needs to be carefully addressed by directors of private companies when considering share transfers.

The 1985 Table contained the following provision in article 24: “The directors may refuse to register the transfer of a share which is not fully paid to a person of whom they do not approve”. This was inappropriate for private companies for at least three reasons. First, private companies rarely had partly paid shares. Secondly, in so far as this article was relevant to a private company it was essentially a credit control measure. The directors might be happy that A should owe money to the company but considerably less than happy that B should owe money. Thus when A tried to transfer his partly paid shares to B, the company could refuse to register the transfer to B. Thirdly, most private companies would extend this article to cover fully paid shares so as to allow the board to exclude undesirables from membership generally. A typical special article might read: “The directors may, at their absolute discretion and without giving any reason therefor refuse to register the transfer of any share to a person of whom they do not approve”.

The reason why the words: “without giving any reason therefor” were typically included was because the right to refuse to register the transfer of a share is a fiduciary power exercisable by the directors. In Re Smith & Fawcett Ltd [1942] Ch 304,a case which required the Court of Appeal to consider a similarly worded special article,  Lord Greene MR expressed it thus: “In the present case the article is drafted in the widest possible terms, and I decline to write into that clear language any limitation other than a limitation, which is implicit by law, that a fiduciary power of this kind must be exercised bona fide in the interests of the company. Subject to that qualification, an article in this form appears to me to give the directors what it says, namely an absolute and uncontrolled discretion”. It was generally considered necessary in such an article to provide that the directors did not need to give a reason for their exercising their right to refuse to register the transfer. So long as the directors gave no reason for their refusal, their motives could not be called into question. If a rejected transferee wanted to show bad faith he had to put forward evidence of that bad faith. If no reasons had been given for the refusal, no evidence of bad faith could be evinced.

Three sets of model articles have now been produced for companies formed on or after 1st October 2009. It was to be expected that the model articles for private companies would contain a restriction on the transferability of any share. It is to be found in article 26(5): “The directors may refuse to register the transfer of a share, and if they do so, the instrument of transfer must be returned to the transferee with the notice of refusal unless they suspect that the proposed transfer may be fraudulent”. Thus the right to refuse to register the transfer applies generally to companies having this article unless it is specifically excluded by a special article. The requirement that the instrument of transfer be returned to the transferee is new, as is the right of the directors to retain the documentation if they suspect that the proposed transfer may be fraudulent. But what is especially to be noted here is that the directors do not have a specific right to withhold the reason for refusal.

This is because of an innovatory provision in the Companies Act 2006. Section 771(1) provides that if the company refuses to register a transfer of shares or debentures, it must give the transferee its reasons for the refusal. Section 771(2) then states that the company must provide the transferee with such further information about the reasons for the refusal as the transferee may reasonably request. This does not extend to his being allowed to see the minutes of the board meeting at which the rejection occurred. Failure to comply with these provisions is a criminal offence committed by both the company and every officer who is in default.

The requirement to give reasons applies not only to companies formed on or after 1st October 2009 but to all companies. Therefore the statutory requirement to give reasons might be said to trump any existing special article which provides that reasons need not be given. There is probably no justification for the articles of existing companies to be reviewed in the light of this change in the law, but care must be taken when refusing to register a transfer. The reason provided must be one which can be demonstrated to have been taken in good faith.

Guest author Mike Griffiths

Mike Griffiths is a contributor to Gore-Browne in Companies, Jordan’s Corporate administration and Governance and Charlesworth’s Business Law, and a co-editor of Loose on The Company Director, Charlesworth, Griffiths and Doyle on Company Voluntary Arrangements and Loose on liquidators and will join us to contribute technical articles on various subjects over the next few months.

mike@blossomfarm.co.uk

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