Like this article? PLEASE +1 it! Evan Signature
Evan Carmichael Top Header
Share for a Cause









Corporate restructuring or reorganization may be sought in situations where a company is unable to satisfy its debts

Written by: Dr. Mohamed Ibrahim

Article Overview: Corporate restructuring or reorganization may be sought in situations where a company is unable to satisfy its debts

Free Download - Reorganization protects entrepreneurs prior to the company turns out to be in utter distress. By Dr. Mohamed Ibrahim
Name: Email:

Corporate restructuring or reorganization may be sought in situations where a company is unable to satisfy its debts

Corporate restructuring or reorganization may be sought in situations where a company is unable to satisfy its debts when they become due without affecting the ability of the company to continue business. However, the essential circumstance is the availability of cogent grounds that the company is likely to go into bankruptcy. Restructuring plans may include merger and acquisitions, capital reduction, debt rescheduling, claims enforcement stays, write-offs, rights of secured creditors, rights of unsecured creditors, debts for equity swaps, shareholders' rights and administrative costs. Corporate restructuring under the supervision of the court, unlike informal corporate restructuring limits autonomy in the management of the company as court supervision is required in respect of major business decisions. Again, it limits creditors' to compromise and agree to a flexible debt restructuring as the court shall be bound to exactingly adhere to the prescribed rules to ensure fair and equitable solutions for all parties involved in the restructuring process. Needless to say that a restructuring under court's supervision requires insolvency legislation having transparent procedure, tighter deadlines, clear distinction between restructuring and liquidation procedures, in addition to a judiciary having the required expertise.
It may be said that successful entrepreneurs have superior opinions of their capabilities to manage dealings. They normally assign constructive results to their abilities of decision making. However, self-assurance may be the underlying raison d'être that directors slacken in placing a troubled company in bankruptcy even in situations where it is evident that a company's current liabilities exceeded the fair market value of its current assets. On the other hand, if the rescue attempt is made for a public corporation the result would definitely affect wide latitude of interests. This is because a public corporation is not only a fortune of privately owned rights, but represents interests of a group of people. This may be verified by considering the interests of employees, creditors, suppliers, shareholders, and the local community in which the firm operates.
The public entails that a debtor when becomes bankrupt that signifies the loss of society's confidence. This may be attributed to the grave consequences of the liquidity crisis involving debts unpaid, job losses, and capital destruction. Accordingly, viable ventures should be offered a chance to reorganize excluding situations where dishonesty or fraud could be established. That is to say a fresh start may be declined in cases where the bankrupt conduct embraces entering on any debt commitment without anticipating ability to pay it, neglecting to keep proper books of accounts, undertaking business transactions subsequent to knowledge of his insolvency, and any misconduct which would be deemed as contributing to his bankruptcy. In such an instance the misconduct must provide glaring evidence of neglect to his business affairs. On the other hand, bankruptcy may result from misfortune without any misconduct from the part of the bankrupt on the basis of fair assessment of pre-bankruptcy behavior. Misfortune may arise in situations where the bankruptcy was a result of some accident over which the bankrupt had entirely no power.
The reorganization goal is to preserve commercial morality. It is an option which restricts employing insolvency as an easy solution for those who can bear with composure the disgrace of their own failure. Again, insolvency laws must not be considered as a means of discharge from a debt, but an instrument in the process of debt recovery. It should be considered as the final option for the enforcement of obligations. In contemporary society it may be positive to support rehabilitation of debtors to the effect that the period of restructuring shall be consummated on the shortest possible period.
It is submitted that the shareholders' interest remain the primary goal of directors. Directors' are only bound to take reasonable care to ensure the interests of shareholders. They are not legally obliged to serve the interests of non-shareholders. However, it would be a helpful attempt if directors initiated a scheme of arrangement before actual insolvency. Directors, accountants and legal advisors may be involved at an early stage instead of concealing or misrepresenting the company's true statement of insolvency. The act of concealing a company's low financial standing may extend the life of an insolvent company but would not ultimately avoid its death.
Restructuring must focus on attempts to achieve substantial operational changes in the debtor business rather than simple financial restructuring of balance sheets. The purpose of a scheme of arrangement is to provide a company sufficient time to restructure so as to avoid liquidation in situations where evidence of an intimidating liquidity crisis is expected. A financially troubled company is insolvent if it is reasonably expected to run out of liquidity within a reasonable nearness of time which is sufficient to implement a restructuring process. That is to say the restructuring process arises in a situation where it is likely that a liquidity crisis shall take place to the effect that the company will not be able to pay its debts when they become due in the future. In such a situation a scheme of arrangement or a filing for a stay of proceedings may the appropriate action.
The procedure in connection with restructuring and rehabilitation is governed by statutory provisions in each jurisdiction. A composition and scheme of arrangement is considered a major route of emergence from bankruptcy. The arrangement requires an agreement between a company about to be or in the course of being wound up voluntarily and its creditors. Such an arrangement is binding on both the company and its creditors. In most jurisdictions, the arrangement must be sanctioned by an extraordinary resolution of the company and the creditors must accede to the arrangement by three-fourths in number and value. Again, in the instance a company is being wound up by the court, the liquidator may with the sanction of an extraordinary resolution of the company, approval of three-fourths in number and value of the creditors and the sanction of the court make any compromise or arrangement with the creditors. In effect the statutory provisions dealing with composition and a scheme of arrangement may be employed as a process for restructuring a company either before or after it has been placed in liquidation. However, when a company's debts are approximately equal to its liquidation value, secured creditors will insist on a swift liquidation since they would ensure full payment or something near to be entirely paid. On the other hand, shareholders will favor a lengthy restructuring in anticipation of receiving something instead of absolute nothing.
The crucial matter is how a restructuring process succeeds in providing creditors with full payment. This may be resolved by addressing the likely results between a piecemeal sale and a going concern. A foreclosure procedure would unavoidably mean selling the company in distress on a piecemeal basis; however this option may be chosen if it is far away to rescue the company. A restructuring procedure conducted on an efficient manner is expected to ensure that creditors will be fully paid. The foreclosure procedure would seal the likelihood of providing the company in distress with a chance of rehabilitation. Some creditors may in expectation of recovering their whole debts inject some money for rescuing the company in distress. Needless to say, the restructuring procedure would not lock out foreclosure procedure. If efforts to rescue the company in distress failed, the company would finally finish up in liquidation. In situations where the value of the company in distress is equal to the debt owed to the creditors, unsecured creditors would not resist the restructuring process on the ground that if the company in distress is to be sold piecemeal, the unsecured creditors would probably get nothing. Once more, there would be no cogent grounds for tax authorities, shareholders, management and employees to raise claims during the rehabilitation process.

Related Articles
  Reorganization protects entrepreneurs prior to the company turns out to be in utter distress.
  Job Redesign
  Finances
  Director’s Liability Notices from the Australian Taxation Office
  What Are The Limitations of Filing for Bankruptcy?

Home > Legal > Dr. Mohamed Ibrahim > Corporate restructuring or reorganization may be sought in situations where a company is unable to satisfy its debts
Article Tags: administrative costs, autonomy, business decisions, circumstance, constructive results, corporate restructuring, court supervision, creditors rights, current assets, current liabilities, debt restructuring, insolvency legislation, merger and acquisitions, reorganization, rescue attempt, secured creditors, self assurance, shareholders rights, successful entrepreneurs, unsecured creditors

About the Author: Dr. Mohamed Ibrahim
RSS for Dr. Mohamed's articles - Visit Dr. Mohamed's website

Dr. Mohamed Ibrahim Mohamed Adam admitted to bar in 1976. Education. University of Khartoum, LL.B (hons) 1974; University of Aberdeen, United Kingdom PhD 1992 Commercial law. Dr. Adam brings a varied and very successful background to his legal practice. Prior to forming his own law firm, Dr. Adam served in the Sudan as a judge and legal counsel at the Attorney General Chambers. He also served as general counsel to a number of major domestic and multi-national companies in Saudi Arabia, including Alsalam Aircraft Company a joint venture between Boeing group and Saudi Airlines and other partners. Dr. Adam also acted as legal advisor for ISCOSA, a subsidiary of Siemens Westinghouse. He also served as legal counsel for Al Baraka Dallah Group, one of the major banking and investment institutions. Dr. Adam also acted as a general counsel for National Industrial Company (NIC) a joint stock company having international activities with about forty (40) subsidiaries. Dr. Adam also acted as consultant for leading Saudi law offices and is a member of the Sudanese Bar, the International Bar Association, the European Association of lawyers and other specialized legal organizations.

Click here to visit Dr. Mohamed's website
Dashed Line

More from Dr. Mohamed Ibrahim
The adverse consequences of counterfeiting
The conditions of Compulsory Licensing under the TRIPS Agreement
Reorganization protects entrepreneurs prior to the company turns out to be in utter distress
Strict compliance in letters of credit transactions
Corporate confidentiality


Related Forum Posts
Partnering for the wrong reasons Partnering for the wrong reasons - Well I guess the 2 biggest fears/mistakes are: 1.) Partnering with someone just because you trust them (i.e. a close family member or friend) and more importantly, need his/her money to implement YOUR unique idea. 2.) Giving away too much (in terms of company shares) too soon. For instance, let's say you gave away 50% of your company shares to a friend who was mainly just an investor who paid for more than 70% of the initial startup costs. You do more than 70% of the work, and the company becomes successful and you're able to repay all of your debts. Then going forward, you're stuck doing the majority of the work still, while you investor friend has been repaid in full and sits on his/her laurels because of the initial written agreement didn't require him/her to help out as much. What would you do then?
rebuilding credit rebuilding credit - In order to build credit you need to borrow and payback responsibly. If you have built-up many debts, re-financing to improve cash flow would be a great way to get control over your debts. It's hard to borrow when you have previous bad credit, so the best way to repair your credit score is with secured loans. For example you can pledge cash to the bank and get a credit card that is cash secured, use the credit card and make sure to make monthly minimum payments on time. In Canada you could take out an RRSP loan from a bank, which is secured by the RRSP investment. There is a tax benefit and it helps to improve your credit score.
Corporate Resource Speakers in Australia Corporate Resource Speakers in Australia - Where can we find one of the best Corporate Resource Speakers in Australia?
Re: Google Social Search - Important Update From Google Re: Google Social Search - Important Update From Google - Google are always all out to satisfy their clients and make money in the process. This is a welcome development in the right direction.
Your Riskiest Business Decision Your Riskiest Business Decision - Greetings All I was just thinking about my own Graphic Design business and how I've made risky decisions in the past. One of these decisions involved taking on a long term, full time contract at the expense of losing new and existing clients for the next 2 years, as well as having to satisfy existing clients on the weekends. Would the contract kill my entire freelance business after 2 years? Would it be worth it? As I'm nearing the end of the 2 year contract and I would have to say that it's paid off. This is because I managed to run my own business on the side (weekends) to retain most of my existing clients so when/if I decide to go back to full time freelancing I won't have to start from the beginning again. In saying this I would like to know of any risky business decisions that you have made and whether it paid off or not? My 2 year contract decision did pay off but I also lost two good clients because I did not have the time to efficiently satisfy their requests.


Share this article with your friends. Fund someone's dream.

Leave a comment below or share on the left and you'll help support entrepreneurs in Africa through our partnership with Kiva. Over $50,000 raised and counting - Please keep sharing! Learn more.



Featured Article


Bottom Footer
Share for a Cause












Newsletter

Get advice & tips from famous business
owners, new articles by entrepreneur
experts, my latest website updates, &
special sneak peaks at what's to come!
Name:
Email:
Popular Articles

3 Key Factors For Raising Capital

African Technology Development

How to Write Your Articles for Better SEO

Suggestions

Email us your ideas on how to make our
website more valuable! Thank you Sharon
from Toronto Salsa Lessons / Classes for
your suggestions to make the newsletter
look like the website and profile younger
entrepreneurs like Jennifer Lopez.