All registered charities must now review their governance procedures every three years. We have heard it said that this is simply another burden for charities. We disagree and here’s why.

 

Why this requirement has been introduced

The policy goal seems to be to help charities succeed.

Some charities are large, well-established entities with robust governance procedures and highly-experienced people governing them. There is a reasonable likelihood that they review their governance procedures routinely.

However, a large proportion of charities are small and many are governed by people with mixed governance understanding and capability. We talk to many people governing charities who have not looked at their governance documents for years and some who are operating outside of what their rules allow. This places the people governing the charity at risk of doing something that is not legally permitted. It can also lead to charities not being well run and potentially failing.

We see this new obligation as the codification of good practice. Every charity (every legal entity) should regularly pause and reflect on how they operate. It will be time well invested.

 

What are ‘governance procedures’?

What does the term ‘governance procedures’ refer to? The Charities Act does not provide any firm answers, but we suggest governance procedures include, but are not limited to:

  • Key documents
    • The key governing document – a charitable trust deed for charitable trusts, a constitution/rules for charitable incorporated societies, or the constitution for charitable companies.
    • Secondary documents supporting the rules, such as bylaws, regulations, charters or policies.
  • Important practices
    • How the charity deals with conflicts of interest.
    • How does the charity deal with disputes and complaints.
    • How the charity recruits and onboards new trustees or officers.
    • The effectiveness of meetings and relationships.
    • Financial practices.

 

How to satisfy the legal requirements

Below is a simple approach which can be tailored to your charity and circumstances. We suggest you focus on what you feel needs most work, most urgently. You do not have to do all of this at once and that is not the intention. You have a three-year window so we suggest scheduling the reviews across your calendar of meetings.

 

Step 1 – Look at your rules

  • When were your rules drafted or last updated?
  • Do you follow the rules? If not, why not? Do the rules need to be updated to reflect how you operate in practice?
  • Do the rules reflect recent legal changes such as the Charities Amendment Act 2023, the Trusts Act 2019 and the Incorporated Societies Act 2022? Remember, the legislation will usually trump the rules, so being aware of the legal changes is important for keeping those in governance safe.
  • Do you understand what every part of your rules mean? Ask for legal advice if something in the rules is unclear – you need to know what you are required to do and why.
  • Document your review briefly, setting out what you considered and what action you propose to take.

 

Step 2 – Update your rules (if NECESSARY)

  • Consider updating your rules if they do not reflect current practice and/or do not take account of recent law updates.
  • You may need legal advice to do this properly. Don’t forget to update Companies Office and Charities Services.
  • Document that you have amended your rules or why you haven’t if they are fit for purpose.

 

Step 3 – Review your supporting documents

  • Read over the documents. Do they correspond with your rules? Do they make sense? Is anything out of date?
  • If you don’t have a Board Charter, consider creating one. These make it easier to onboard new governors and make it clear how relationships are to work. There are excellent templates available free online that you can tailor to your circumstances.
  • If you do not have a Health and Safety Policy or a Privacy Policy, we recommend having these drafted to ensure you and any employees, contractors and volunteers understand their legal obligations.
  • If your charity involves vulnerable people and/or children, we also urge you to have a Child Protection / Vulnerable Persons Policy and Police Vetting Policy.
  • If you amend existing policies or draft new ones, ensure that these are well-communicated to all relevant people.

 

Step 4 – Review your practices

  • Does the charity have robust processes in place to manage conflicts of interest? If not, we recommend creating and following a policy and introducing an Interests Register.
  • How do you induct new trustees/officers onto the Board? What documents do you provide to support their understanding of what’s involved and key decisions from the past? A Board Induction Pack is ideal.
  • Do you review your meetings? This can help put a focus on constructive relationships and efficiency.
  • Are your financial processes robust? Are you confident that all payments are made according to your delegations? Is more than one trustee/officer required to approve payments?
  • Do your contractors and employees have proper contracts in place? Is there are clear understanding of who owns intellectual property?
  • Once you have considered the above, identify what could use some improvement and get to work. Then document what you reviewed, and what action you took as a result of the review.

 

Our key takeaways

Charities that invest in reviewing their governance practices will benefit by ensuring documents and practices are up-to-date, helping to keep people and the charity safe and effective.

Avoid a last minute scramble by scheduling the process throughout the three-year timeframe.

 

More information

We help charities to thrive. That’s why we provide a wide range of free resources to support them. Visit our Charities Information Hub for advice and guides.

We welcome questions too and offer free, no obligation 20 minute conversations – just get in touch.


Please note that this article is not a substitute for legal advice and you should contact your lawyer about your specific situation. Please feel free to contact us by completing the enquiry form or call us on 03 348 8480.

Is your organisation thinking of setting up a branch overseas? While local law will need to be considered, governance and structures which ensure there are connections into the future are also important factors in setting up branch organisations.

We have written this with international charities in mind, as for a business venture, there are different considerations at play.

This is to ensure that child organisations are linked to the founding body and that they have same vision and share a sense of unity and uniformity. Without such governance mechanisms, it becomes difficult for a founding body to guide branch organisations in other countries, or hold them accountable. This can be a problem if connection is lost and potentially the reputation of the parent organisation is impacted by the actions of an offshore affiliated group.

Governance Principles:

Some examples of oversight measures we can help to incorporate into the local organisation’s documents might include;

  1. Appointment of Governance – before directors/trustees are appointed to the branch organisation, the founding body must give prior written consent of the appointment.
  2. Removal of Governance – the founding body might be able to remove those in charge of the branch organisation by written notice.
  3. Amendments to documents – The founding body could be consulted and approve of any changes to founding documents. This should including any changes to the clause that gives you this power, meaning that clause is entrenched.
  4. Reference of your mission statement or overall purpose (including the specific purpose of branching out globally) and the founding body throughout governance documents.
  5. Ensuring a consistent name is used at the branch level as well as any logos (see below).
  6. Ensuring there are consistent purposes across each branch (while recognising there may be local law around what qualifies as charitable if you are a charitable organisation).
  7. Considering how each branch relates to each other, and how you will incorporate this into the governance documents.
  8. Ensuring that there is a consistent statement of faith included in all documents if your organisation is religious. This can help diminish the branch disseminating different interpretations or views that are not aligned to the founding body.

In implementing these principles, it is also important to get local tax and accounting advice to ensure there are not unintended consequences.

Intellectual Property:

Another important consideration is intellectual property (IP). This is often a very valuable asset for an entity and is also how an organisation is known. It is important to ensure that the founding body owns the IP that is used by the branch organisation.

  1. We suggest trademarking the logo and name in jurisdictions where you will operate so that you own it.
  2. We suggest an IP license with the branches setting out how they can use it and grounds for terminating use.
  3. Consider ownership of domain names and that you retain ownership of those for each jurisdiction.
  4. Consider social media accounts and who will run or own them.

This is also another mechanism that can be used to distance yourself from a branch organisation if they are no longer aligned with your views.

Policies:

Having consistent policies will also help as part of the overall governance structure and we suggest creating the following to start:

  • Privacy Policy & Data Protection Policy
  • Conflict Of Interest Policy
  • Child Protection Policy
  • Gifts Policy
  • Non-Disclosure Agreement

If you are interested in your options and would like to discuss further, please contact our team.


Please note that this article is not a substitute for legal advice and you should contact your lawyer about your specific situation. Please feel free to contact us by phone 03 348 8480.

Shareholder activism is becoming more common. It is defined as when Shareholders take a more active role in steering the company rather than being passive bystanders to the initiatives and direction of the governing body.

Many Shareholders are now using activism to push companies towards more sustainable or ESG focused investing decisions. As Shareholders of the company, they are able to hold directors to a level of scrutiny that the public may not be able to.

Through holding shares in a company, Shareholders are entitled to access various mechanisms that allow them to contribute to the decision-making of the associated company. There are many key mechanisms, and depending on the company, the Shareholders class (and associated rights), and the context of the opposed issue, some mechanisms will be more appropriate than others.

Varied examples of Shareholders activism; There is a spectrum of actions possible. Which is appropriate will depend on the context.

  1. Proposing a resolution to be discussed and voted upon at an Annual General Meeting (AGMs). This option is outlined in the Companies Act in Schedule 1(9). You may be aware that a resolution passed at an AGM will not be binding upon Directors, however it is a significant indication to the Board about how Shareholders feel about a certain matter. However, simply proposing the resolution may have an impact, and furthermore, in accordance with normal Shareholders powers, directors can be voted in or out. If Board Members consistently show a pattern or behaviour or strategies that conflict with what Shareholders want, this could be an option Shareholders pursue.
  2. A formal letter to the Board outlining how they feel for example, about the direction the Board is heading in, or their thoughts about a strategy/activity/initiative of the company. Sometimes more formal measures like Shareholders resolutions can be difficult in a politically charged environment, and so more informal measures may be more appropriate.
  3. Meeting directly with the Board or the CEO outside of a formal AGM setting, to discuss points of contention or concern is an option. An informal meeting allows the parties to discuss issues in a less structured and formal manner. Of course the downside is that the structures of a formal meeting allow for accountability, and transparency.
  4. Question and discuss resolutions or proposals by the Board during AGMs. Questioning decisions and providing insights and different perspectives can also help other Shareholders to become more informed about the topic at hand.
  5. Rallying other Shareholders to join your cause. By forming a coalition with other Shareholders, you can increase the support and legitimacy of your concern.
  6. Nominate a director; Some groups may be able to increase their shareholding so they hold enough shares to nominate a director. This can help shareholders have more say in the direction of the company, as they can ensure their appointed Director shares the same vision for the future.
  7. Contact the media; As this approach is quite confrontational, we suggest  that internal methods are attempted first. Through media attention and potentially public backing, Boards will feel more pressure to follow the will of Shareholders.

Case Study: The Church of England

The Church of England has a history of Shareholders activism, largely through engaging with Boards to encourage responsible and environmentally friendly investing. In regards to recent dealings with Exxon, the Church has put forth both Shareholders proposals and voted against current directors due to strongly disagreeing with their progress towards climate change.

To read more about Boards and Shareholders see here and here

If you are interested in your options and would like to discuss further, please contact our team.


Please note that this article is not a substitute for legal advice and you should contact your lawyer about your specific situation. Please feel free to contact us by phone 03 348 8480.

The way we invest money has a powerful impact – if it is invested in something that is fundamentally negative, our investment is tacit support. Unsurprisingly, responsible investors (including people responsible for trusts) are increasingly looking more deeply at how they invest. Many now expect more than a good financial return – they want to know their investment is supporting a positive outcome for the environment or society.

Two approaches often used in responsible investing are negative and positive screening.

What is negative screening?

Put simply, negative screening is seeking to avoid investing in industries that may be considered unsustainable or even harmful. A goal is to make a positive difference by excluding certain stocks.

Common exclusions are things like fossil fuels, tobacco, alcohol, gambling and weapons, sometimes referred to as ‘sin stocks’. Other criteria might be avoiding a geographic area as a way of avoiding supporting particular political regimes or avoiding stocks that are associated with unacceptable human rights practices. Often referred to as ‘socially responsible investing’, the goal is to minimise harm.

Investors can ask their financial advisors to avoid this type of investment or stocks in their investment portfolios. However, it can be difficult for investment advisors to completely filter out such industries due to a lack of information available about particular entities. Not all companies provide information on things that may matter, for example, the diversity of staff, or the proportion of products that might be classified as harmful. So negative screening can be rather a blunt tool.

What is positive screening?

By contrast, positive screening, sometimes called ‘best in class screening’ seeks to make a positive difference by supporting particular industries or practices.

This might involve supporting particular stocks that have positive outcomes, such as stocks that have low carbon footprints or that are seeking to solve an environmental issue. It is arguably simpler to identify and support companies that excel in their fields.

Positive screening is not perfect either and can be too exclusive, particularly if investors are looking for a diverse portfolio.

Neither approach is perfect, and often a mixed approach is adopted. The key is to ensure:

Myth busting

Some investors worry that investing in socially responsible options will limit their financial return or may be too risky. Our ‘Legal Opinion on Enabling Impact Investing’ sets out to bust some of the pervasive myths about impact investing. It encourages investors responsible for funds to think again about how their funds can make a meaningful difference and provide a financial return.

There are many other useful insights on our Impact Investing Information Hub. Please do get in touch if we can assist you with impact investing.


This article is for general informational purposes only and does not constitute legal advice. For advice specific to your situation, please contact a qualified legal professional. Reproduction is permitted with prior approval and credit to the source.

 

We often get asked what it means to be a “reasonable” director under section 137 of the Companies Act 1993 (the “Act”). That section imposes a duty of care on all directors, requiring them to exercise “the care, diligence, and skill that a reasonable director would in the same circumstances”.

Section 137 of the Act sets a clear expectation for directors to act with care, diligence, and skill. By following the standard of a “reasonable director” and carefully considering the context of each decision, directors can help protect their companies, creditors, and themselves from potential liability.

Duty of Care under Section 137

The duty of care holds directors to an objective standard. This means that the courts will assess their conduct against that of a competent and diligent director, regardless of their personal experience or knowledge. This is a contrast to section 131 which has a subjective standard (based on what that director believed). A director must make decisions using the same level of care and attention that a reasonably competent director would in the same context. This standard ensures that all directors—whether newly appointed or experienced—are held accountable to the same expectations of responsibility.

However, this duty isn’t applied uniformly across all cases. The courts will also consider several factors specific to the director’s role and the company’s situation. These factors influence the level of care that is deemed reasonable, making the standard context-dependent. The factors include:

  1. Nature of the Company: A large, publicly listed company will have different governance expectations compared to a small, family-owned business.
  2. Nature of the Decision: Critical financial or strategic decisions will require more diligence than routine administrative matters. For example, entering a high-risk financial arrangement demands more scrutiny than minor operational decisions.
  3. Director’s Position: Executive directors, involved in daily management, will be held to a higher standard compared to non-executive directors who may have more of an oversight role. Executive directors are expected to have a more detailed understanding of the company’s operations and finances.

The courts apply the “reasonable director” test by evaluating whether the director acted in a manner that a reasonably competent director would have in the same position and under similar circumstances. For example, an executive director should be more aware of day-to-day business risks and financial health, especially when making decisions about continuing to trade in the face of potential insolvency.

Breaches of the Reasonable Director Standard

Directors who fail to meet the standard set out in section 137 risk being found in breach of their duties. Common scenarios where directors fall short of this standard include:

  1. Trading While Insolvent: One of the most frequent breaches involves continuing to trade when the company is unable to meet its debts as they fall due. Directors are expected to halt trading when insolvency is evident or imminent. Failing to do so can result in significant financial harm to creditors.
    • Case Example: In the Mainzeal case, directors were found liable for allowing the company to continue trading while insolvent, even though they relied on assurances of financial support from external sources. The court held that the directors failed to protect the interests of creditors, and their reliance on vague promises of support was unreasonable​.[1]
  2. Improper Transactions: Directors can be held responsible for engaging in or allowing improper transactions that harm the company or its stakeholders. This includes entering contracts or financial arrangements without proper due diligence, exposing the company to undue risk.
  3. Failure to Manage Financial Risks: Directors must monitor the company’s financial health and take action to address risks such as insolvency or declining revenues. Ignoring warnings can result in breaches of the duty of care.

Directors who breach section 137 may face personal liability for any losses incurred by the company or its creditors. Depending on the severity of the breach, directors could also be disqualified from serving on boards in the future. In extreme cases, where fraud or reckless conduct is involved, criminal charges may be brought against the director.

Guidance for Directors

To ensure compliance with section 137 and avoid personal liability, directors should consider the following guidelines:

  1. Understand Your Role: Be clear on your specific duties within the company. Are you responsible for daily operations (executive director), or do you have an oversight role (non-executive director)?
  2. Exercise Due Diligence: Make sure you have all the relevant information before making decisions. This includes understanding the company’s financial health and assessing the risks associated with major decisions.
  3. Consider the Context: The actions required of a director may vary depending on the size of the company and the nature of the decisions being made. Larger companies with complex operations may require greater scrutiny and involvement from directors.
  4. Seek Expert Advice: If you are unsure about a decision—especially one involving high financial risk—seek professional advice from lawyers, accountants, or other specialists. A reasonable director knows when to consult experts.
  5. Document Decisions: Keeping records of your decision-making process, including the information you relied on, can be helpful if your actions are later questioned in court.

We have also written a guide on Mainzeal and its implications here.


This article is for general informational purposes only and does not constitute legal advice. For advice specific to your situation, please contact a qualified legal professional. Reproduction is permitted with prior approval and credit to the source.

[1] Richard Ciliang Yan v Mainzeal Property and Construction Limited (in liq) [2023] 1 NZLR 296; [2023] NZSC 113.

In August, 2024, the New Zealand Government announced plans to modernise and simplify the Companies Act 1993, which governs how New Zealand’s 730,000 companies are established, operated, and dissolved. While the Act has been in place for over 30 years and remains largely effective, targeted improvements are set to make it more suitable for today’s business environment. The Government has decided to progress a package of reforms that will take place in two phases.

Phase 1: Corporate Governance Reforms

Phase one of the reform will include the following key aspects:

  1. Modernising and Digitising the Companies Act: the Act and other related legislation will be updated to remove outdated, ambiguous and overly complex provisions. This will aim to reduce compliance costs and better utilise modern technology for both businesses and regulations.
  1. Director and Partner Identification Numbers: Unique identifiers will be introduced for company directors and general partners. This will help track their involvement across multiple businesses and combat illegal practices, such as phoenixing (where a business re-emerges under a different name after insolvency).
  2. Enhanced Privacy for Directors and Shareholders: Directors and shareholders will be allowed to list an address for service on the Companies Register instead of their residential addresses, addressing privacy and safety concerns.
  3. Insolvency Law Reforms: To improve outcomes for creditors, the period during which transactions with related parties can be voided when a business is insolvent will be extended to four years, following recommendations from the Insolvency Working Group.
  4. Improved Use of the New Zealand Business Number (NZBN): The reforms will encourage greater uptake of the NZBN, simplifying transactions between businesses and government agencies, and allowing for automatic updates to company records using NZBN data.

Phase 2: Governance and Accountability

The second phase, led by the Law Commission in 2025, will focus on enhancing corporate governance by reviewing directors’ duties, liability, offences, penalties, and improving enforcement mechanisms.

These reforms are expected to streamline corporate processes, reduce costs, and enhance transparency, benefiting both businesses and the broader New Zealand economy.

— 

This article is intended for general informational purposes only and does not constitute legal advice. For advice specific to your situation, please contact a qualified legal professional. Reproduction is permitted with prior approval and credit to the source.

Succession planning is a critical component of effective governance for any board, whether it’s for a corporate entity, charity, or for-purpose organisation. In New Zealand, where governance practices are guided by both legal frameworks and best practice principles, succession planning ensures that a board remains dynamic, diverse, and capable of steering the organisation into the future. This article outlines some practical considerations to keep in mind when developing a succession plan for your board.

1. Primary Responsibility of the Current Board

Succession planning is one of the board’s most important responsibilities, ensuring continuity and stability during leadership transitions.

(a) Evaluating Leadership Roles

Start by assessing the current leadership. Who is your Chair and how long have they been in the role? It may be time to consider appointing a deputy Chair who can learn the ropes now and ensure a smooth transition when the time comes for the current Chair to step down. Planning ahead mitigates risks associated with abrupt leadership changes and maintains strategic continuity.

(b) Emphasising Diversity of Thought

When considering successors, resist the temptation to simply replicate the existing board members. Instead, focus on bringing in new perspectives. Diversity of thought fosters innovative solutions and more resilience. Actively seek out individuals who bring different experiences, skills, and viewpoints to the table. We have also created a Board Skills Matrix which you can access over here.

(c) Mapping Out a Succession Plan

A clear, structured succession plan is essential. Consider implementing a rotation schedule for trustees, this could be legally enshrined in your Trust Deed. For instance, a trustee might serve for a term of three years, renewable for another three years, with a maximum of three terms (3+3+3), after which they must stand down for at least a year. This ensures regular infusion of fresh ideas while maintaining experienced leadership.

(d) Encouraging Healthy Board Renewal

Term limits and rotation schedules naturally create opportunities for board renewal. These mechanisms facilitate necessary discussions about new leadership without making it personal. Focus these conversations on the organisation’s needs rather than individual preferences to prioritise the entity’s long-term success.

2. Utilising a Skills Matrix

A skills matrix is a valuable tool for evaluating the board’s current composition and identifying gaps in expertise or experience. This can be used to decide where there may be areas to bring people in on. By regularly updating the skills matrix, you can keep your board aligned with the evolving needs of the organisation. Here is ‘needs matrix’ example from SportNZ.

3. Long-Term Vision: “Where Will We Be in 50 Years?”

While succession planning often focuses on the near to medium term, it’s crucial to consider the long-term legacy of the current leadership. The question, “where will we be in 50 years?” encourages the board to think beyond immediate challenges, nurture potential leaders, anticipate future trend and position the board to respond to long-term challenges and opportunities.

4. Conclusion

Board succession planning is not just about filling seats—it’s about ensuring that the board remains effective, diverse, and forward-thinking. By taking a proactive approach, utilising tools like a skills matrix, and thinking long-term, your board can continue to provide strong governance that drives the organisation’s success for decades to come.

If you would like to listen to a short podcast on this topic, the Institute of Director’s have released an episode featuring a Chartered Fellow of the Institute of Directors here where Steven Moe (the host of the show) talks through governance and board considerations.

 

If you need assistance in developing a succession plan tailored to your board’s needs or have legal questions regarding governance, contact one of our experts at Parry Field Lawyers.

 


This article is intended for general informational purposes only and does not constitute legal advice. For advice specific to your situation, please contact a qualified legal professional. Reproduction is permitted with prior approval and credit to the source.

In the context of contract law, understanding the differences between assignment and novation is important for effectively managing contractual relationships and obligations. They have significant differences in terms of their legal implications and requirements.

Assignment

Assignment involves the transfer of rights from one party (the assignor) to another (the assignee) without altering the underlying contract or requiring the debtor’s consent. Key points include:

  • Transfer of Rights: Only the benefits or rights under the contract are transferred. The assignor retains their obligations.
  • Consent: The debtor’s consent is not required for the assignment to be effective. However, the assignee cannot be imposed with obligations without their consent.
  • Notification: It is generally good practice, although not always legally required, to notify the debtor of the assignment.

For example, if Party B is owed money by Party A, Party A can assign the right to receive payment to Party C without needing Party A’s consent.

 

 

Novation

Novation, on the other hand, involves the replacement of an existing contract with a new one, requiring the consent of all parties involved. This creates a completely new contractual relationship and extinguishes the original contract. Key aspects include:

  • Substitution of Parties: A new contract is formed where a new party (the novatee) replaces one of the original parties (the novator), with the consent of the remaining original party.
  • Discharge of Obligations: The original contract’s obligations are discharged, and a new set of obligations is created under the new contract.
  • Consent Requirement: All parties involved must consent to the novation for it to be valid.

For example, if Party A owes Party B $100, and Party B agrees to transfer this obligation to Party C, with Party A’s consent, a new contract is formed where Party A now owes $100 to Party C, and Party B is released from the original obligation.

 

 

Legal Distinctions

The main differences between assignment and novation lie in the nature of the transfer and the necessity for consent:

  • Assignment: Transfers rights only and does not require the debtor’s consent.
  • Novation: Transfers both rights and obligations, discharging the original contract, and requires the consent of all parties involved.

In summary, assignment allows for flexibility in transferring rights without complicating the original contract, while novation provides a clean slate by forming a new contractual relationship. Each mechanism serves different strategic needs, depending on whether one wishes to transfer benefits alone or completely restructure obligations and parties involved.

We assist a wide range of clients with all aspects of commercial law. Please do get in touch if you would like assistance.  Contact Steven Moe at stevenmoe@parryfield.com or Aislinn Molloy at aislinnmolloy@parryfield.com.