What happens at a CVA creditors meeting
I am worried about the creditors' meeting for my company's CVA. What should I do to prepare and what is likely to happen? Will anyone attend?
ReadWhat is a CVA (Company Voluntary Arrangement)?
A company voluntary arrangement or CVA is a powerful tool that was introduced in 1986. The Government wanted to see more viable companies rescued and continue to trade.
Many insolvency firms ignore this option preferring the control and the larger fees of administration It requires creativity, determination and often hard work to drive a CVA rescue through.
What happens at a CVA creditors meeting
Why do football clubs go into a company voluntary arrangement?
Football clubs tend to go into a company voluntary arrangement for two reasons.Firstly, if the debt is mainly unsecured i.e. the club does not owe the bank money, but owes HMRC and players for instance, then it is the most cost effective solution as it means that the club can continue to be run by the directors and a deal can be struck with the unsecured creditors for a proportion of the debt to be paid out over a number of years. For details of how the CVA works in practice then please refer to our detailed CVA page.However, a CVA does still carry a penalty in the leagues as it is classed as an insolvency event. HMRC is almost always a substantial unsecured creditor and it tends to favour CVA.The second reason is that a CVA is a way for a football club to come out of administration and continue to play in the leagues. Once the administration has protected the immediate position then the club has time to propose a CVA to the creditors. See our page on exiting an administration via a CVASo why don't they go for a CVA straight away?Administration can be arranged quicker and more easily than a CVA if the time pressure is on. This is especially the case if a winding up petition has been issued by a creditor. A CVA, in most cases, needs to have been at least drafted before it can be used to defend a club against a winding up petition. What is more, a football clubs financial affairs are likely to be quite complex with perhaps more than one company being involved in the running of the club.A notice of intention to appoint administrators filed at the High Court can quickly hold off any actions by aggressive creditors effectively buying time to arrange a restructure or indeed a sale of the business. However HMRC is more aggressive in its approach to football clubs as explained earlier. As such, winding up petitions are served more quickly and without much warning. If the petition is advertised quickly then the bank account would be frozen. Administration can stop this happening and allow the club to continue to trade.
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Prezzo’s CVA strategy appears to be working
I recently read an article in The Caterer , indicating that Prezzo is doing the right thing regarding its CVA being approved by its creditors - Their losses have been halved. It left me thinking, what should directors do once a CVA has been approved? Well, quite frankly, they should follow Prezzo's example. Yes, Prezzo is a big chain of restaurants but, what the directors are doing, in reality, any director can do in some form or another. So, what is it that is being done? In my view there are 3 fundamental things:Change Change ChangeOk, that is a bit flippant but lets look at it more closely.After the CVA was agreed Prezzo changed the management team by appointing Executive Chairwoman, Karen Jones. In small businesses it may not be that easy to change in this way, but management really should consider changing their structure. Perhaps responsiblities could change, maybe someone should be let go or even promoted? Change the strategy or focus on fundamentals. Karen Jones said the company was now focused on ensuring customers left wanting to return after a period where a “strategy of new openings and new concepts distracted from its mission of hospitality”. In hindsight that seems so obvious, a returning customer is worth so much more as you do not have to spend loads of money to get them back. Change your financial controls. The company's directors will need advance notice of any problems and the rigour of the process means that they must have good management information. Poor financial records is the principal reason that companies become insolvent.Investing in the future is the next big thing. Finding new money to carry out change can be a challenge. Debt for equity swaps can work in larger businesses where the lenders see an opportunity down the road. Debt relief can increase working capital by improving cashflow. In smaller businesses, creditors like to see that directors and stakeholders are putting money in. So, maybe sell some assets or try to raise other sources of finance. Lenders will lend to companies in a CVA as long as they are happy that the changes mentioned above are happening and any forecast is realistic. If you want to know how we can help businesses then give us a call on 0800 970539
ReadCVA Debt Write Offs and Tax
Debts written off in Company Voluntary Arrangements are not subject to tax, under s144 Finance Act 1994.
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Bury FC Delay CVA despite Winding Up Petition
Manchester based football club, Bury FC, have requested more time for them to consider a rescue plan. The newly promoted club are experiencing financial difficulties and received a winding-up petition from HMRC, due to unpaid debts, adjourned at the High Court in June, for what would be the third time in a few months. The club were given six weeks to sort out their future. Steve Dale, owner, was encouraged to use the insolvency mechanism of a Company Voluntary Arrangement, to settle the club’s hefty debts. He, himself stated in April, that the club’s financial situation was ‘’significantly worse’’ than he thought, when he took over. Only yesterday (9th July), during a meeting with the Giggs Lane Club’s creditors, was the CVA decision postponed for a further six weeks. Despite their promotion to League One last season, if creditors agreed to the deal, the Shakers would face a 12-point deduction. Inquesta Corporate Recovery & Insolvency are the potential supervisors for the proposed CVA. The director, Steven Wiseglass said: ‘’The creditors have adjourned their decision pending further negotiations and are scheduled to meet again on Thursday 18th July. We continue to work closely with the club, its director and the creditors to try to ensure a successful outcome.’’ Additional to the financial issues, Bury FC have been in dispute with Manchester City, who are to serve them a notice to leave their Carrington Training Ground. Manchester City allowed the Shakers to use their training ground since 2014, when they moved into a new City Football Academy. According to Manchester City Bury FC have failed to meet their obligations in the deal, regarding maintaining the buildings and pitches and numerous break ins have occurred. Once the notice is served, City would allow Bury until October, to find an alternative training facility. What is the future going to be like for Bury FC? Will they be rescued? Or will they face further challenges? What do you think? Comment below…
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Retailers increasingly turn to CVAs to restructure their businesses
UK High Street flagging as retailers increasingly turn to CVAs Figures from the British Retail Consortium (BRC) show that the UK high street and retail performance is facing difficulty. In 2016/2017 we saw a sharp decline in performance and it has been stressed that this has continued.This has been borne out in the high number of companies entering administration or seeking company voluntary arrangements (CVAs) within the last 12 months.Here, we'll take a closer look at UK high street performance and the factors causing it to suffer. Firstly, What has happened to high street performance in the UK? These are the key statistics from the latest BRC research:Overall year-on-year (YOY) retail sales fell 2.7% in May 2019 (the biggest decline on record!) Food sales dropped for the first time since June 2016, with further declines in clothing, outdoor goods and footwear 1,566 stores have had to reduce rent amounts Retail & Leisure Parks account for a third of all closures in the UK as a result of a CVA, administration or liquidation Nottingham city centre has experienced the most closures through either a CVA, administration or liquidation Birmingham holds the most closures of all UK Urban Areas. They've had 26 rent reductions and 23 closures since January 2018 Of all the Counties, Greater London saw the greatest damage, by far Footfall was down 1.4% on average over the 12 months to March 2018 As in 2016/2017 figures, the South East saw the most rapid fall in footfall There has been 140 closures and only 6 rescues of retail/leisure operators, since January 2018 To date, May 2019, 24 companies have failed, 743 stores have been affected and 31,250 employees have been impacted.How has this affected specific businesses? Several UK high street retailers have hit the headlines after being forced to take action due to falling footfall, including:Select: Closure of 14 stores, despite 50 being earmarked. Additionally, they have requested for a rent reduction L K Bennett: A notice of intention for Administration was filed, leaving 41 UK stores at risk as well as 480 UK staff affected Poundworld: Saw the closure of almost 200 stores, as they faced liquidation Mothercare: 60 store closures with 77 stores having their rent reduced by 17% Toys R Us: Entered administration after failing to find a buyer, having implemented a CVA New Look: Closed 60 stores and cut 980 jobs after agreeing to a CVA Homebase: A CVA vote, left 45 stores to cease trading with 1500 jobs at riskDespite this, six retailers have been saved. See the cases of House of Fraser, Arcadia, Office Outlet, Patisserie Valerie, HMV and Evans Cycles. What's caused this decline in high street performance? Economic and political uncertainty, falling consumer confidence, changing consumer habits and rising inflation have all contributed to the long-term decline of the UK high street.However, the most pressing factors impacting the retail sector in May 2019 were:1. Low Growth OnlineKPMG's UK retail partner, Paul Martin, stressed: “The extremely low growth online is real cause for concern, especially with almost a third of all non-food sales today being made online. This trend has continued to manifest itself over the last year and requires real focus from the retail community.”2. Business ratesIncreased business rates are potentially the biggest single contributing factor when it comes to UK high street performance.Gary Grant, founder of high street toy retailer, The Entertainer commented: "Landlords are being very realistic about their rent, but the one thing that is not negotiable are business rates."[The retail sector] is seeing many stores empty for long periods of time and the biggest issue is that [retailers] can’t open stores.''“Business rates are out of line now with retail turnover. Business rates are the real killer. Any increase in cost where you have flat and declining turnover is going to put pressure on the bottom line.''“The Government just haven’t got it. They need to take some responsibility for the high street’s decline.”Likewise, Helen Dickinson, OBE, BRC's Chief Executive, states how such rates prevent retailers from ''investing in their physical space. We have a broken tax system, which sees retailers paying vast sums of money regardless of whether they make a penny at the till, and yet the Government is failing to act.''With the UK high street continuing to suffer, it pays to know your options as a company boss. Taking difficult yet decisive decisions at the right times will put you in the best possible position to keep your company trading successfully.If you are worried about declining UK high street performance and the prospect of a CVA, contact the experts at Company Rescue today. Take a look at our site for many useful pages of advice.
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What is a Company Voluntary Arrangement with Hive Up?
When meeting directors they usually like the option of a Company Voluntary Arrangement , but they do have the obvious worries about future trading.Common ideas include “we want a CVA to restructure the business, but we are worried that our intellectual property would be put at risk". Or "if we do a CVA, we may be unable to tender for new contracts”. Or “why would our client continue to work with a company in a CVA”?So, what are possible solutions to these problems? Here, at KSA Group, we are pragmatic experts who will always try to help you find solutions. By using a CVA we can restructure viable but distressed companies. Sometimes this requires solving complex problems that can mean a standalone CVA is not sufficient. In appropriate circumstances we have used the following methods to address such complex scenarios. Hive Up What is a Hive Up? Hive essentially means “to move”. An asset, or the whole business can be ‘hived’ up to a currently existing or newly formed GROUP company, we call this “groupco”.This can be a really clean vehicle that is either newly incorporated or a company that already exists in the director’s or group portfolio. It will often have a clean balance sheet, no existing liabilities, but of course, a low credit rating, often 40-50 out of 100 or so. But of course, this is better than having no rating, post CVA.Moving assets within a group is not usually a problem for taxation (though we do stress that we are not tax experts and you should take your own advice from tax experts).OR groupco can acquire the business of oldco through a business asset sale. The trading business can then make payments for the purchase of the assets to oldco, which in turn uses the receipts as the contributions into a company voluntary arrangement .Alternatively, a newly formed company can acquire the shares of the trading company (“oldco”) which is going into a CVA, for nil or low value as the equity of the existing oldco company is often worthless.Usually before deciding on hive up, hive out or hive down, we recommend getting an independent valuer to provide a business asset valuation.Each situation needs careful assessment to decide the best method – call us to arrange a meeting with one of our KSA directors or regional managers to find out more. Hive Down What is a Hive Down? The board of oldco decides to sell some or all of the assets to its newly incorporated subsidiary company, called “bottomco” and the consideration (price) for this transfer is the shares in bottomco, or a cash payment can be made. This is effectively a swap of value for shares.Perhaps bottomco could raise new funds to achieve this. The providers of such funds must consider taking appropriate security and or the bank debt in oldco can be novated down to bottomco.Topco is now an insolvent company, with modest or zero assets other than the shares held in bottomco which are in effect not worth anything much. It enters into the CVA - company voluntary arrangement - to repay its unsecured creditors say 30p in £1 over 5 years, or 75p in £1 in 3 months. Bottomco may then pay this to Topco in consideration for the release of the shares.After the CVA ends, Topco could be wound up or left as a holding company for example. The people involved may buy the shares from the liquidator after a valuation from an independent party.This process avoids what is known as "transaction at an undervalue" which is a possible breach of s238 Insolvency Act 1986.As ever this is only a general guide, we cannot cover every scenario, so if you have a question or problem talk to us soon.Keith Steven - Managing Director KSA Group LtdCall 07974 086779 or 0800 9700539 today
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CVA Debate Review
The CVA debate was very well attended with 50 guests who came to hear the speakers and ask the panel questions.Speakers and Members of the panel wereKeith Steven, Managing Director of KSA Group Gary Weber, National Turnaround Manager KSA Group Professor Joshua Bamfield, Director of Centre of Retail Research Eric Walls, Licensed Insolvency Practitioner Wayne Harrison, Licensed Insolvency Practitioner Professor Grant Jones, Lawyer and Licensed Insolvency Practitioner Tony Groom, Managing Director of K2 Partners and Certified Turnaround ProfessionalKeith Steven opened with a quick history of the CVA and a rundown of how the CVA works, why it is a powerful rescue mechanism and why it is being used in the retail sector.Eric Walls pointed out that a CVA is an agreement with creditors by majority and so it is always likely that some will lose out. The landlord only CVA, popular in the retail sector, may be seen as an unfair process and Eric was sure that this will be tested in the courts at some point. The CVA gains much of its power from case law so this will be a welcome clarification.Gary Weber spoke about the benefits of the process from the company’s point of view and how change and discipline was needed for them to succeed and there had to be a core of a good business in there.Professor Joshua Bamfield of Retail Research Centre talked about the future of retail and the High Street and was able to draw on his research in the sector. His predictions of closures that he made in 2014 turned out to be true. Given the debate was on the CVA process he drew on figures that pointed out that CVAs were responsible for a minute portion of the 3000 stores closed this year so far. Joshua called for more living space in city centres and high street locations and the need for a better experience in our towns. His research led to him predicting that 15,000 stores would close by 2022.Tony Groom of K2 Partners started the questions with a challenge to the panel to say that viability and reality are the main issues facing retailers as opposed to the concept of whether a particular restructuring tool is fair. Wayne Harrison was of the view that all insolvency processes by their nature are unfair as it involves the breaking of a contract that a business may have signed up to but a CVA is perhaps fairer than a pre pack as it is at least transparent. Grant Jones pointed out that it was very unfair that the online retailers were paying little tax, and this was putting pressure on the High Street.As expected many opinions from the floor were that landlords have had it good for a long time with long and inflexible leases and they need to adapt to the new economy.However, It was pointed out that it was probably unfair on the landlord whose rent for premises was compromised due to the poor management of the retailer. Other retail chains are doing well like Zara/Primark/Wagamma. That said a landlord of House of Fraser (HoF) said they were “shocked” at how their premises had been classified especially since they had seen many CVAs before and their own calculations had indicated that the rent was affordable. What is more, there had been dialogue with HoF, which included the option of them taking back the premises, prior to the CVA but it had been forced on them and now the company was in administration they could not take back the premises yet. Interestingly, HoF had sold and leased back some of the stores and set the rent themselves. This intervention was welcome. However, Eric Walls pointed out a CVA is an agreement and not all CVAs are the same. If House of Fraser had not gone into administration, the CVA would have been tested in court.It was the overall feeling at the event that the High Street is heading for a lot of difficulty over the next few years and landlords, retailers and the Government are going to have to act together to preserve the High Street.
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CVA versus Pre packs – The Great Debate
With H.M. Governments Insolvency Service planning yet another review of the current practices regarding pre-packaged administration sales (pre-packs), this thorny subject once again comes under the spotlight. The Insolvency Service estimates that 25 per cent of all administrations are pre-packs, of which around 85 per cent are sold-on to parties already linked to the company.
ReadSatisfied client exits CVA
Below is a testimonial from one of our clients, having just finished a CVA with the help of KSA. One happy client!I wanted to drop you a quick note to let you know that today I have sent a final payment to Eric Walls and the creditors’ fund, which now completes the CVA process for the company. The company is now in a very different place to when you, Hugh and then Eirlys helped us so much to get through the first few months before the CVA was approved. Having read through some of the testimonials on your website I can only endorse the comments about your team and the fantastic way they listen, help, sort out and restructure the business. I am sure I am not alone in saying that most company owners and directors are pretty battle scarred before they get in touch with you but there is always a willingness to continue the fight for survival. We have, after all, created a business with loyal staff that have mortgages to pay. However, when we sit down and go through a five year plan there is a nagging doubt of whether I can pull the business through the process.What was particularly helpful to me in those early days was the complete lack of judgemental comment and instead, very helpful comments on how to turn around a business and get it back to prosperity. The majority of my company income comes from advertising in our trade journals and PR retainers, the first areas that get cut in tough times. So, even though Eirlys was able to successfully keep our creditors and trade suppliers on side, top line growth was always going to be a problem.I believe we came through the five years by making some major decisions that caused a number of problems in the first place. Our offices were far too big and costly, we had too many staff, and we had been overly loyal to some suppliers such as printers who had been charging too much for their services.Throughout the five years we have not experienced any problems with suppliers, apart from our bankers (with whom we had taken out a business loan that was backed by our houses).This bank has been hopeless and completely useless throughout and I can’t wait to get rid of them. My thanks again to you and the KSA team, we would not be here today without your help, thank you so much. Kind regards
ReadAnother customer safe from administration and in a CVA
A recent customer admitted other potential advisors were pushing for them to go into a pre pack administration, but with KSA's help, this business is in a CVA and will continue trading and returning money to creditors, including paying back a proportion of their £500k of tax liabilities to HMRC.We were sent the following email:All, I just wanted to thank you all for your assistance with the CVA preparation. With 100% of creditors voting in favour this is a testament to your experience and process in putting these together. The last few weeks has been a nerve wracking time and timing has been close to the wire, but the end result means that we are now well positioned to execute our plans going forward to the benefit of all. In deciding to go with KSA we had numerous other providers who were either cheaper or pushing a pre-pack route. You have delivered what you set out and certainly a much better outcome than administration. Marie, a special thanks for your efficient and calm handling of all the issues that have arisen, and Andrew – your “mother of all spreadsheets” will now double as our operating budget for next year. Finally, if you ever have any prospective clients who require a reference, I would be happy to talk with them. Regards
ReadCVA Case Study – Scottish Recruitment Company
One of the directors of a Scottish registered company, trading since 1994 and now trading from premises in Edinburgh, contacted and then appointed KSA in June 2009 to assist with the preparation of a Company Voluntary Arrangement (CVA) to the company’s creditors.The company provides temporary and permanent personnel placements across a number of sectors including industrial, construction & property, manufacturing, technology, scientific and information technology to name but a few.The company mainly operates in the central belt of Scotland but has also provided personnel around Europe, Iraq, and other areas of the world.Over time the majority of the company’s business related to the construction and property sectors, making up approximately 40/50% of the company’s turnover.The company had invested quite heavily at the end of 2007 and beginning of 2008, taking on larger offices and recruiting 17/19 new sales team members. Almost half of the new staff were recruited to focus on expanding markets like house building and consultancy recruitment.During 2008 the company started to feel the early effects of the current economic downturn but similar to other companies the company was unaware of the drastic effect it would have on new business, existing business and also debt recovery.At the end of 2008 the company took steps to reduce costs by making a number of staff redundant and vacating its premises in Glasgow so as to only trade from its premises in Edinburgh. Despite these changes the company was struggling to deal with historical debt of approximately £1.35m owed to unsecured creditors, including approximately £1.1m owed to HMRC.
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