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In 2013 a WA Supreme Court decision may have caught the attention of small company directors; it seemed using the company’s funds to buy that shiny new boat for the wife might not be a voidable transaction or breach of directors’ duties after all…
Unfortunately for some, that decision was quickly overturned by the Court of Appeal the subsequent year. The appeal decision does not necessarily mean an extravagant private purchase by a company will always fall foul of the law in a subsequent liquidation, but the occasions under which that may happen are confined to quite limited circumstances.
The background facts in the case of Weaver & Jones v Harburn [2013] WASC 441 were that:
The liquidators of Harburn Group sought recovery of the funds used to buy the boat. The claim was put on two fronts; as a voidable unreasonable director related transaction under section 588FE(6A) Corporations Act 2001 (Cth), alternatively as a claim for damages for breach of the director duty provisions in sections 181 and 182 Corporations Act 2001 (Cth).
Unreasonable director related transaction
The Court first dealt with the voidable transaction claim. Section 588FE of the Act provides that a transaction is voidable if (amongst other things) it is an unreasonable director related transaction of the company entered into in the 4 years prior to liquidation. Section 588FDA of the Act provides that a transaction is an unreasonable director related transaction if (amongst other things):
The Court considered there was no doubt (i) the money transferred from Harburn Group to purchase the boat was a payment or disposition of the company’s property; and (ii) Mr Harburn’s wife was a close associate of the company’s director. The remaining issue was whether ‘a reasonable person in the company’s circumstance would not have entered into the transaction’, considering the company’s circumstances at the time of the transaction (July 2007).
Notwithstanding there was no benefit to Harburn Group in purchasing the boat, and the purchase caused detriment to Harburn Group (in that it had less money), what was considered highly relevant is that the company was not only solvent but comfortably solvent at the time of the transaction. It had net assets of between $445,000 and $535,000 of which a significant portion was cash. It was able to meet its rent through the balance of the 2007 calendar year, and was only wound up in 2011. At the time of the transaction the future of Harburn Group was uncertain – it may have continued to trade indefinitely. Mr Harburn was in complete control of the company; not needing to consult with anyone else about how the company’s funds were to be applied.
For these reasons the liquidators failed to establish that the transaction was unreasonable.
The Court then dealt with the claims of breach of sections 181 and 182 Corporations Act 2001(Cth). Adopting views expressed by the High Court in Angas Law Services Pty Ltd (in liq) v Carabelas (2005) 226 CLR 507, the Court noted that the appropriation of a company’s assets by a director will not necessarily lead to a breach of the director’s duties. The actions must be considered within their context and no inflexible rule should be imposed.
In then considering the commercial context the Court noted that Mr Harburn was the only director of the company and (importantly) ultimately the only person who could benefit from the company. At the time of the transaction Harburn Group was solvent and there was no reason to believe it would become insolvent in future. Just as the liquidators failed to establish that Harburn Group’s payment was an unreasonable transaction; so to they could not establish a breach of the directors duty provisions of the Act.
The heart of the appeal in Weaver v Harburn (2014) 103 ACSR 416 was the relevance or weight to be given to the financial health of the company at the time of the boat transaction.
McClure P (Buss and Murphy JJA concurring) rejected the Master’s finding the director reasonably believed the company was in a comfortable financial position at the time of the transaction. For example:
Accordingly, at best the company’s financial health was ‘uncertain’ at the time of the transaction and the director knew this.
Secondly, the Court considered whether the transaction could be reasonable even if the director believed the company was in good financial health. Approving the decision in Slaven v Menegazzo [2009] ACTSC 94, the Court accepted the appellant’s argument the boat transaction was unreasonable regardless of the financial health of the company. In essence, a transaction may be so objectively unreasonable that the financial position of the company at the time of entry into the transaction is not relevant.
There are at least two lessons from this case at first instance and on appeal.
An example of a transaction that might satisfy the test, is a ‘gift’ to fend off the risk of an equitable claim based on otherwise unrewarded contributions by a spouse or other third-party to the building up of the company’s income or assets. Or a payment made by the company said to discharge some liability the recipient claims the company has. It may be quite difficult to justify the transaction without the company having some form of liability (present or future, certain or contingent) that is discharged by the transaction. Presumably the size and nature of the gift/payment/transaction will play a part in objectively assessing its reasonableness from the company’s perspective.
Future cases will be left to decide what is and is not reasonable, on the particular facts of those cases. These are already coming through, with liquidators successful in clawing back transactions in some cases, such as Smith v Starke, In The Matter of Action Paintball Games Pty Ltd (In Liq) (No 2) (2015) 109 ACSR 145 (paying loans for a third party), Golden Heritage Golf Pty Ltd (in liq) (recs and mgrs apptd) v Sun (2016) 113 ACSR 550 (offering loans with better security terms), and failing in other cases, such as Crowe-Maxwell v Frost (2016) 91 NSWLR 414 (personal expenses and other payments to directors).
Particularly when winding down a business and considering distributing the remaining assets personally, we recommend legal advice on the appropriate manner to do so (and whether it is appropriate to do so in the first place).
This article is general information only, at the date it is posted. It is not, and should not be relied upon as, legal advice. This article might not be updated over time and therefore may not reflect changes to the law. Please feel free to contact us for legal advice that is specific to your situation.
Tully is a specialist commercial litigator with more than 20 years’ experience. He practices almost exclusively in the Supreme and Federal Courts and has been involved, both as counsel and as instructing solicitor, in many trials and interlocutory hearings, including applications for interlocutory injunctions.
Tully is an experienced commercial negotiator and has had great success in resolving disputes for his clients through mediation without the expense and delay of a trial. In the modern commercial litigation practice the ability to negotiate effectively, either at formal mediations or meetings generally, is an essential skill. Tully believes that you should never lose sight of the end result, the key is to identify the client’s goal, then move to achieve that goal in a commercial and efficient way, but also in a way that is proportionate to the nature of the dispute.
While Tully has a broad range of experience, he has made a particular speciality of disputes involving the breakdown of the relationship between the co-owners of businesses. Whatever the structure – partnership, company or unit trust – he is able to guide his clients through these difficult situations, which generally involve divergent views as to relative contributions and expectations.
Tully is a member of the Law Society of Western Australia and a member of the Australian Institute of Company Directors. Tully is a Director of Williams + Hughes.
Recent litigation matters Tully has conducted in Court include:
LLB, BA (Hons)
Digby practices in the area of litigation and dispute resolution. He appears regularly in the superior Courts, including as trial Counsel, and consistently over the last decade been rated by clients and peers as a leading dispute resolution lawyer.
Digby seeks to focus on the important issues with a view to achieving a speedy resolution. He appreciates the need to consider carefully the commercial aspects of a dispute and not only the 'black letter' law.
Digby believes in formulating a strategic plan with clients to achieve results including, where appropriate, taking an aggressive approach. Litigation is an investment decision and ought to be approached in the same way as any other investment.
Digby is a member of both the WA and NSW Law Societies. He is regularly engaged by interstate firms whose clients require representation in WA and acts for a number of overseas clients.
Digby is a founding Director of Williams + Hughes.
As independent and objective verification of Digby's advocacy experience, see the below links to some cases in which he has appeared as counsel: