Conference PLUS May 09
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Transcript of Conference PLUS May 09
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Crisis Impact on Director’s & SME’s GovernanceHugues LacroixPLUS - May 2009 ConferenceThe Global Credit Crisis
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Guest speaker - Hugues Lacroix•CA, MBA & ICD.D•More than 20 years of experience in finance and governance
•Investment Vice-President, at the Fonds de Solidarité (VC) for 12+ years
•Director for Labrie Environmental Group, ex-Spectra Premium & ex-Manac
•Guest lecturer - MBA (Tours & Sherbrooke Universities), IAS DEP program (McGill);
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Agenda
1. Foreseeable risks2. Can you mitigate them ? How ?3. Nature of the risks
& if time permits :4. How to interact at that level
to protect value (vs create) ?
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Agenda
1. Foreseeable risks
Disclaimer :
I am not a lawyer or an
insurance specialist…
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Lets make a little test…• Anyone from the United States in the audience ?• OK, those from Canada too…• Who has 20$ dollar bill in their wallet or purse ?• Do you have many of them ?• Did you know that you were taking an undue risk ?• Because you have too many of them…• XXX You should have less twenty’s
& more 10$ and 50$ bills XXX
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Because of the Green-Backed Commercial Paper Scandal
We’ve just been told that $20 bills are no longer “legal tender” and are of uncertain value
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You should have known !!!You’re gonna tell me that :• You got them at the bank from a reputable ATM• They were “rated” by a reputable notation agency• You were told they were backed by gold (no longer)• How could you know, they were treated as cash on
the balance sheet…Well, you should have requested 2 notation
agencies… (this is how we feel right now)
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Managing risk
Unidentified risks cannot be managed !
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Risks are devious by nature…
Some are easier to anticipate (more common) :• Imported toxic products (sofas, milk, toys paint ,..)• Improper conduct from management (City, Unions,…)Some are tougher :• ABCP• Giant corporation crashing down (GM, Abitibi,…)• Planes crashing on New-York towers
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Managing risks is not a plus …
It’s a must !
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Managing risk
• Can it be done in SME context ?• Do they have the proper tools ?• What changed since the crisis ?
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Agenda
2. Can you mitigate them ? and if so, how ?
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Your industry could :• Required certification / training of directors;
- Plenty of very valuable course : ICD, IGOPP, CAS • Or at least, credit it’s value against premium;• Required a real due diligence prior to accepting a
directorship;• Supply tools to BoD to identify & manage risks• Offer a policy for directors’ personal coverage;
Things that could be done – industry related
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You can also try insuring : ethical behaviour• behaviour of CEO & directors is fundamental• must promote the « Tone at the top »• no longer tolerable for entrepreneur to act illegally or
unethically in the name of the corporation Making sure they avoid :• using privileged information to personal means• misbehaviour that will engage your personal responsibility• mingling their personal interests & those of the corporation
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Managing industry risk
One of your client have just been offered a
director’s position…
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What an honor !
Impossible not to accept
Wrong …!
What could you do ? What should they do ?
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Should validate :• Availability ?• With whom & why ?• What (understanding the context) ? • Professional BoD or not ?• Absence of any conflict of interests • Quality of the information & of decisional process
What DD could be required prior to accepting ?
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• Attestation of paid salaries, DAS, taxes… + follow-up
• BoD minutes for the last 12 to 24 months• Audited financial statements • Indemnification agreement• Subscribe good « D&O » insurance policy• Right to opinions from independent third parties
Example of information request :
Minimal Diligence – things to obtain
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Example of an information request done by a skeptic
director in a file…
Requested details on :• D&O insurance details• Indemnification agreement• Management declaration• Legal records (of proceedings)• Right to third parties opinions
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Request details on :• BoD minutes• Audited financial statements• BoD & committees charter• Board book for last BoD• Any conflicts of interest• Old Due Dill material• Business plan / press review• Key shareholders’ list• Meet CEO, directors, lawyer,
auditors,…
No need to say that my services were not retained…
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The best protection remains* :
Do not accept a director’s position…
(*) : According to Me Catherine Tyndale, Nicholl Paskell-Mede
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« Nowadays, anyone who agrees to sit as a director seems to demonstrate that he (or she)
lacks the necessary judgment to make a good director ! »
But should we still accept ?
Groucho Marx revisited
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Mitigating risks
Once your client is hooked in…
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• Attend the meetings : continued presence & critical mind remain their best defense
• Keep copies of important documents used (in decision process)
• Read minutes, have them corrected if needed• When in doubt, get an expert opinion, best to
delay a decision, and obtain addt’l information
What can they do better, to mitigate the risks :
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• Dissidence should be registered if necessary (abstention is not an option !)
• Must be recorded in minutes if do not share opinion of the majority & if conclude that not in best interest of corporation
• dissidence absolve directors of responsibilities linked to a decision
Consequence : I quit ! or You leave ?
(or : After me, the flood can come)
Dissidence & resigning
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3. Nature of the risks
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Managing risk in an SME context…
Corporations still have 3 objectives :• Insure it’s continuity• Make profits• GrowBut to achieve that, it must avoid failure
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Managing risk in an SME context…BoD still has 3 objectives, namely to insure risks are :• Identified by senior management;• Managed by the corporation (via a plan to : prevent,
avoid, reduce, transfer or segregate the risks); OK : Insure them…
• Followed upon, once issue raised to their attention
Directors must provoke a discussion & obtain information allowing them to make the right decisions (is it done… ?)
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Managing risk in an SME context…
Directors (in Quebec) still have 3 real personal risks :
• Reputational risk• $$$ risk for legal fees (defend against “claim” not
properly insured - indemnity vs responsibility)• $$$ risk for governmental claims (if not covered)(Note that 2 out of 3 are covered by your industry)
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Managing risk in an SME context…
• In that context, for directors of private companies, real risks are limited;
• Most of the residual ones are driven by the presence of minority or institutional investors;
• Slightly more risky for publicly traded corporations;
• The problem is…
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The “Expectation Gap”…
According to the general public, directors should :• Know it all;• Make no mistake;• Catch all improprieties (if any);• Leave no question unanswered;In clear, to be someone close to “GOD” status
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Questions ?
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Agenda
4. How to interact at that level to protect value (vs create) ?
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Roles of a BoD
Accountants are familiar with FIFO & LIFODirectors must familiarize themselves with NIFO :
« Nose In, Fingers Out »
Role of a BOD is not to initiate or stop management actions, but to guide them.
Directors are not there to manage the company but to insure that it is well managed
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Remember : 5 modes of governance available1. Advisory : Voluntary, no rules « per se »
2. Statutory : Meet minimal legal requirements
3. Cosmetic : Approve, but without really challenge the CEO / Shareholders’ position
4. Controlance : Revise what is proposed & do monitoring; Oriented towards BoD effectiveness & protection of value
5. Governance : Authorise major orientations, supervise & monitor their deployment; Oriented towards BoD efficiency & value creation
Most of your private client are likely to be at level 3 or 4
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More control to preserve valuePossible course of actions :•insure information exactitude & integrity•validate value of internal controls•monitor financial results•measure operational performance•insure organization & BoD effectiveness•insure appropriate ethical & legal behavior•insure appropriate divulgation
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More governance to create valuePossible course of actions :•leadership continuity •establishing a clear vision, mission or strategy•identify & share opportunity (M&A)•increase organizational & BoD efficiencies •evaluate CEO & Directors performance •identify & manage risks (can be preservation too)•create synergies (network)
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To govern is to make choices…
•Strategy is making choice, to take risks, differentiate;•Easier & comfortable to manage conformity & control;•If every situation is analyze with same filter, always trying to minimize risks, we all become alike;
•Thus, negating value creation options;•Must manage and not negate risks;
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Un leader du capital de développement de la PME, établi depuis 1983 Faits saillants au 30 novembre 2008
Entreprises partenaires1 881*
Emplois créés, maintenusou sauvegardés
126 035*Placements2,5 milliards $
Nombre d’actionnairesPrès de 575 000
Souscriptions annuellesmoyennes depuis 5 ans
611 millions $*
Actif net6,2 milliards $
Investissements3,7 milliards $
Valeur de l’action21,20 $
* Données au 31 mai 2008
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Entreprisesdu secteur technologique31 %
Industrieset services69 %
Incluant notamment :• transport, textile,
plastique, récréo-touristique, ressources naturelles, agroalimentaire, services financiers, construction, aérospatiale, immobilier, etc.
• soutien aux projetsd’exportation
Un portefeuille diversifié Au 31 mai 2008
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Le rendement du Fonds
Valeurde l’action
21,20 $
Note : Ne tient pas compte des crédits d’impôt accordés aux actionnaires.
Depuis le débutdes activités
4,1 %
(15,3) %
Semestre terminéle 30 novembre 2008
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Une force qui grandit rapidement
4 534
5 955
Actif net (en millions $)6 171
30 juin 2002 31 mai 2005 30 novembre 2008
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Une force qui grandit rapidement
2 769 2 901
3 705
Investissements (en millions $)
30 juin 2002 31 mai 2005 30 novembre 2008
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Volumes d'investissements* (en millions de $)
* Incluant les investissements non admissibles à la norme de 60 %.
20072004 2005 2006
405
492
643 668
2008
31 mai
(11 mois)
730
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Le Fonds de solidarité FTQ… nous sommes :Un fonds d’investissement d’appartenance
syndicale qui est devenu la plus grande institution québécoise vouée à la création d’emplois par la
solidarité économique.
Pour toute information : Hugues Lacroix CA, MBA, IAS.A
(514) [email protected]