Selected cases

Supreme Court of New Zealand · [2020] NZSC 100

Debut Homes Ltd (in liquidation) v Cooper

The Supreme Court of New Zealand held a director liable after he continued a property company's wind-down while knowing the course would...

Supreme Court of New Zealand24 Sept 2020

Plain-English explainers, not legal advice. Use the linked official source for section-level detail, and get advice for your situation.

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Quick read

  • A controlled wind-down still needs a lawful creditor plan.
  • The Supreme Court of New Zealand held a director liable after he continued a property company's wind-down while knowing the course would leave a substantial GST...

Use this to check

  • Escalate as soon as forecasts show debts will not be paid when due
  • Do not treat tax debt as informal wind-down finance
  • Compare the effect of the plan across all creditors

Decision snapshot

  1. What happened

    • Debut Homes was a residential property developer controlled by Mr Cooper.
    • By late 2012 it was balance-sheet insolvent and unable to obtain further bank finance.
    • Mr Cooper decided to complete and sell the remaining properties rather than stop immediately.
    • That course improved the position of some secured creditors and reduced personal guarantees, but forecasts showed the company would be unable to pay all GST generated by the sales.
  2. What the court had to decide

    • Did continuing the wind-down breach the Companies Act duties concerning good faith, reckless trading and incurring obligations without reasonable grounds to believe they could be performed?
  3. What the court decided

    • The Supreme Court allowed the liquidators' appeal and restored the High Court orders.
    • Mr Cooper breached sections 131, 135 and 136.
    • A director cannot continue a course that benefits some creditors while knowingly creating a shortfall for another creditor, even where the director believes completing the work will reduce the company's overall deficit.

Practical impact

Practical read

  • A controlled wind-down still needs a lawful creditor plan.
  • Directors should not keep trading merely because completion may improve the net position if the plan depends on creating debts the company cannot pay.
  • Cash-flow forecasts, tax liabilities and creditor outcomes need to be considered together.

Useful next steps

  • Escalate as soon as forecasts show debts will not be paid when due
  • Do not treat tax debt as informal wind-down finance
  • Compare the effect of the plan across all creditors
  • Record advice, forecasts and the reasons for each major decision
  • Refresh the cash forecast: Include tax, employee and supplier liabilities when they fall due, not only project margin.

The wind-down plan

Debut Homes had unfinished properties, no further bank funding and more liabilities than assets. Mr Cooper chose to complete and sell the remaining homes. He believed this would produce a better overall result than stopping immediately.

The problem was visible in the forecasts. Completing the sales would generate GST that Debut could not pay. The strategy improved some secured positions and reduced guarantees, but it did so while leaving Inland Revenue with a substantial new shortfall.

What the Supreme Court found

The Court held that Mr Cooper breached the duties in sections 131, 135 and 136 of the Companies Act. A director's belief that the plan reduces overall loss does not justify a course that knowingly creates obligations the company cannot meet.

The liquidators' appeal succeeded and the High Court's compensation orders were restored.

What directors should do when cash gets tight

  1. Refresh the cash forecast

    Include tax, employee and supplier liabilities when they fall due, not only project margin.

  2. Compare realistic options

    Test continued trading, a formal restructure, asset sales and stopping against creditor outcomes.

  3. Get independent advice

    Seek insolvency and legal advice before the plan depends on new unpaid debt.

  4. Document the decision

    Record the information, assumptions, advice and creditor impact considered by the board.

Why a better overall result was not enough

Mr Cooper's plan was not presented as a gamble for a dramatic recovery. It was a wind-down intended to finish existing projects and reduce the total deficiency. That commercial intention did not answer the statutory duties.

The Court focused on what the plan required Debut to do along the way. The company would incur GST obligations from property sales despite knowing it could not pay them. Completing the work shifted the loss between creditors and improved positions connected with secured debt and guarantees. A director cannot choose that result simply because the overall deficit may be lower.

The distinction is important for small companies. A responsible-looking completion plan can still be unlawful if it depends on one group of creditors funding the outcome without agreement.

Warning signs that require a fresh decision

What the court focused on

  • Tax, wages or supplier debts are being deferred to finish current work
  • The plan works only if a forecast sale price or completion date is achieved
  • Secured creditors improve while new unsecured debt grows
  • Personal guarantees influence which creditors are paid
  • The business cannot obtain ordinary working-capital finance
  • Cash forecasts exclude liabilities that arise when assets are sold
  • The board has no documented trigger for stopping the wind-down

One warning sign does not decide liability by itself. Together, they tell the board that continued trading needs a new, evidence-based decision and usually independent professional input.

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