Women In Law Middle East

Women in law Middle East

The following is a recent interview between Women in Law Middle East founder Fatima Jamaluddin, and Sterling Stamp’s founder Ihsane Elidrissi Elhassani. Q: Why Law?

A: I know it sounds cliché, but at the age of 16, when I finished high school, I did not have a clue what I wanted to study at university. I loved literature, Arabic, French, and English but did not want to make it my profession. I looked around, several members of my family were already lawyers or studying law, so I followed suite. Day one of law school, I understood that it was the right choice for me. Law is the science of life. Day to day concepts that I did not understand or took for granted had their rationale in law and the evolution of legal systems. Every day since then was a light bulb moment.

Q: Take us back to your days at Law School. A: The funny thing in my law studying career, and I call it a career for reason, it spanned over 2 decades: my teens, early twenties, and mid-twenties. Three different countries and three different legal systems. I did my Licence or undergrad in Morocco. The first year was a shock to the system. Everything was different from high school. Sea of people attending the classes, different method of teaching, attendance not compulsory, sheer volume of syllabuses to go through and the most frightening thing of all the high rate of failure in the first year. There is a tacit numerus clausus at Moroccan Universities between years; out of 3,000 first year students, 200 passed into the second year. On graduation I went to Belgium to do a master’s degree, a new country, a new culture, a new legal system, and an invaluable life experience. Then followed work life and the decision to move to the UK to qualify as a solicitor, a new legal system, a new language, and a new culture. Law has shaped my career and provided me with the opportunity to gain a deeper understanding of other languages and cultures. Q: You have established your own boutique law firm in London. What was your motive behind that, and how did your track record as a legal manager helped you in founding your own firm? A: The motive behind establishing my own law firm is a desire to create something, something that has my fingerprint. Working in house and for law firms was necessary in order for me to gain the perspective and skills needed to run my own legal firm. Q: Given you have been trained on legislative drafting, what legislation do you wish to update or draft? A: There are so many laws that need updating in all fields. The closest to my heart are human rights law, especially women’s rights in our region of the world. Morocco has done some amazing things to improve women’s rights, in particular amendments to the family code. There are still changes to be made to bridge the gap between the sexes, in both directions. Q: Since the beginning of your practice to date, what are the main changes in the legal industry that you have noticed? A: I started my law career 20 years ago. The most notable change is that women have access nowadays to higher executive positions in the legal field. I see more women head of legal and partners than before. Q: Since you are a trilingual legal practitioner, and your law firm bridges Europe to the MENA region, we are interested in learning about international transaction agreements you handle. As such, which governing law and forum are the most popular to be used, and what are other patterns you notice, dealing internationally. A: English law and the UK are still the most used legal system and forum. I would love to see North African and Middle Eastern countries taking the lead as international legal hubs. Q: Can you explain the process of qualification you went through? A: To qualify as a solicitor in England and Wales, I had to have my international qualifications verified by the Law Society, a process called certification of good standing. I then completed an undergraduate law degree in one year, in English; a course called the Graduate Diploma in Law [GDL]. I then undertook twelve months professional skills training; a course called the Legal Practice Course [LPC]. Finally, I deployed these skills under the supervision of a senior lawyer, a period of training known as a training contract. To create a legal firm and receive a license to practice law, I applied and received authorisation from the legal regulator in the UK; the Solicitors Regulation Authority [SRA]. I also applied to the SRA to be recognised as the practice manager. The method of qualifying as a lawyer in England and Wales is changing, the GDL and LPC are being compounded into one national exam known as the Solicitor’s Qualification Exam. We are already speaking with several international lawyers and law students to help with them with this process. Q: What are your top tips for women aspiring to establish their own law firms? A: Just do it. Interested in Public Private Partnerships Check our article about: Public-Private Partnerships

Women Adoul in Morocco! 37% of the successful candidates are Women

Women Adoul in Morocco! The Not So Modern Legal Dilemma

“The Adoul examination entry for the year 2018 results were unveiled July 21st 2018, 299 women candidates were retained which makes up 37% of the 800 successful candidates” .

Behind this seemingly anodyne announcement hides one of the most controversial and bold decisions of King Mohammed VI of Morocco, decision made on 22ndJanuary 2018 in his religious capacity as the commander of the believers to allow women to exercise the Adoul profession reserved until then to men.

The decision and the journey to reach it opened an old age debate surrounding the ability of women to be competent witnesses and plunged the country in a jurisprudential crisis that brought to the forefront some glaring contradictions and discrepancies.

Even if the profession of Adoul in Morocco borrowed its name from the Koran, but it is in essence a legal profession. Adoul can perform several tasks including:

·       drawing contracts including contracts of marriage and divorce settlements;

·       certification;

·       wills; and

·        inheritance.

So why was the profession of Adoul off limit for women in Morocco knowing that women can take office as judges, notaries, lawyers and expert witnesses?

It is surprising to learn that what stood as a hurdle on the way of women and the Adoul profession is simply the testimony component. Testimony (shahada) is an attestation with regard to a right of a party against a third.

The only verse of the Koran that evokes the gender of a witness and was interpreted by some as equating the testimony of two women to that of one man, is the verse of debt, which occurs in Koran in verse 2:282.

There has never been a unanimous opinion as to the religious stance on the value of women’s testimony. Some scholars categorised the verse as recommendation or merely instructional and without legal import. Others opined that the recording of debts, witnessing, and all other matters dealt with in the verse may be categorised as obligatory.

The debate surrounding the numerical value of witnesses testimony, including the probative value of women’s, is not unique to Morocco or to the Muslim world.

The rules surrounding testimony were a natural reflection of the fixed popular probative notions of each period of time, notions that saw the value of a witness increased, decreased or neutralised depending on the social ranking, slavery, freedom status or gender.

The legal life went through a multitude of stages including the divine, the formal, and the intellectual stages, the transition from one stage to the other did not occur abruptly and immediately. Now this principle of evidence is largely acknowledged to be unsound and deleterious, nonetheless a form of history worth examining.

What I noted is that what is on trial is not the testimony per se, but women themselves. This is the common denominator of all the topics involving women rights in Morocco. Stripped from the dogma, Adoul is a legal profession established by law, classified as auxiliary to the court. A profession that men and women could exercise if they have the right qualifications and training.

Link to the original Article.

Author:

 Ihsane founder of Sterling Stamp

 

Ihsane Elidrissi Elhassani

Founder and Principal Sollicitor at Sterling Stamp London

For any further inquiries, contact us on : i.elidrissi@sterlingstamp.com

Check our latest Article about: Construction Work in the UK and the payments’ provisions under the the UK Legislative framework.

Proposed Reforms for Payment Provisions under HGCRA

Proposed Reforms for Payment Provisions under HGCRA

The Housing Grants, Construction and Regeneration Act 1996 (‘HGCRA’)[1], modifies the common law [2] principle that entitled the contractor to payment once substantial completion has been achieved. A party to a construction contract which is more than 45 days is entitled to payment by instalments, stage payments or other periodic payments for any work under the contract [3] .

However, The HGCRA does not impose a minimum period of time after which a payment needs to be made. The parties are free to agree on the amounts of the payments and the intervals or the circumstances in which they become due [4].slot deposit dana

Hence, the main contractor would be able to impose a long period of time before payment becomes due and payable, and consequently put pressure on smaller subcontractor’s cash flow.  The legality of this approach has been confirmed by the Technology and Construction Court which held that an adequate stage payment did not have to ensure instalment payments across the whole period of construction[5].

An analysis of Carillion’s balance sheets after its collapse, in January 2018, revealed such behaviours. Carillion was not an exception, as the tier one contractors have been found by the Department of Business, Innovation and Skills to be net receivers of trade credit from their subcontractors. In fact, the majority of contractors are Small and Medium Enterprises companies. They often act as subcontractors and are awarded contracts[6] based on the competitive tendering process. They often have little leverage on changing the length of payment cycles.

A possible reform would be to impose statutory maximum periods upon which payment becomes due and payable. An example of such statutory maximum periods can be found in The Public Contracts Regulations 2015 that imposes a duty to pay within 30 days of a sum becoming due on public sector contracts. To be effective, the proposed reform needs to have a set of regulations that imposes transparency on the payment terms for the parties to a construction contract, as well as penalties on the parties defaulting to issue timely payments. Such measures could resemble the one brought by the Reporting on Payment Practices and Performance Regulations 2017[7].

Whilst such reform requires additional cost and intervention in a contractual framework that is already regulated, it ensures frequent payments throughout the project’s supply chain and mitigates the risk of losing the money held by the contractors if they become insolvent before it is paid. Ultimately, it ensures that the client or main contractor will not use the subcontractor as creditor and that payments will be due frequently https://www.miroir-mag.fr/wp-content/slot-pulsa/ .

[1]Part II as amended by the Local Democracy, Economic Development and Construction Act 2009 (‘LDEDC’)
[2]Appleby v Myers (1867) L.R. 2 C.P. 651; Hoenig v Isaacs [1952] 2 All E.R. 176; Bolton v Mahadeva [1972] 1 W.L.R 1009
[3]Housing Grants, Construction and Regeneration Act 1996 s.109(1)
[4]Housing Grants, Construction and Regeneration Act 1996 s.109(2)
[5]Grove Developments Ltd v Balfour Beatty Regional Construction ltd [2016] EWHC 168 (TCC)
[6]Public Contracts Regulations 2015 Regulation 113(2)
[7]The Reporting on Payment Practices and Performance Regulations 2017


Author:




Hamza Sekkar


Partner & Director of Legal Engineering


 If you have any queries, please contact me on h.sekkar@sterlingstamp.com


Read the Previous Article treating: The payments’ provisions under UK legislative framework


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FAQ: Construction Law Questions
		

						

						

					

			

							

		

					

		

				

						

					

			

						

				

			
Starting construction works in the UK?
Here are some of your most asked question Regarding Construction Law.
		

				

					

		

					

		

				

						

					

			

						

				

							
Do you have a legal question for our solicitors? Check out our Frequently asked questions for more information. It is possible that your question has already been answered!


Read the frequently asked questions and their answers regarding Construction Law and other legal matters in the United Kingdom.


1. What license does a construction based business in the UK need?

Depending on the type of work the business is doing, there may be specific licensing requirements. Industry associations can be a good source of information about the specific licenses that may be required for your type of work. 

2. Will Brexit have an effect on public procurement for UK construction Business?

 There is almost no immediate change in public procurement in the UK. Although the UK’s procurement rules are based on EU directives, they have been implemented into the UK through national legislation (such as the 2015 Public Contracts Regulations, the 2016 Public Utility Contracts Regulations and the 2016 Concession Contracts Regulations) (and similar legislation in Scotland and Northern Ireland) legal). Except for some changes (such as quoting OJEU and the European Commission), these changes still have the same full force and effect to a large extent (although as mentioned above, there are some technical amendments that do affect the enforcement rights of EU contractors) .

3. Will Brexit affect the access of EU contractors to the UK Public procurement Market?

Under the TCA agreement, both the United Kingdom and the European Union are committed to providing more access to each other’s procurement markets and increasing the transparency of public procurement procedures. Therefore, TCA is based on the procurement access commitments of all parties stipulated by the GPA. Therefore, suppliers in the EU and the United Kingdom can now access each other’s procurement in the field of natural gas and heating, and these private-sector public utilities are acting in a monopolistic manner. Signed contracts, as well as service contracts for hotels, telecommunications, real estate and education.

Public contracts outside the scope of GPA and TCA arrangements include public contracts related to medical services and national defense. This means that in EU or other GPA procurements, UK suppliers cannot enjoy the guarantees of these contracts. Similarly, the European Union and other GPA providers cannot automatically obtain UK public contract opportunities in these areas.

4. Is English Law still suitable for Construction projects after BREXIT?

Brexit has not diminished the advantages of using British law as the law governing contracts. The exclusive jurisdiction clause can still be used as before to give the UK courts binding jurisdiction and to ensure that the resulting disputes in EU member states are based on the Hague Convention Enforceability of judgments of the English courts. Agree to the future relationship agreement. The parties should continue to use English law in the contract and should continue to use the exclusive English jurisdiction clause, which is still their preferred option.

If it is the preferred method of resolving disputes, Brexit will not reduce the advantages of arbitration. Similarly, when arbitration is the designated method for resolving disputes, English law can still be selected as the governing law of the agreement, which will be the same as before Brexit.

5. What are the standard construction contracts in the UK jurisdiction and what are their main differences between them?

There are many standard forms of construction contracts, and some options require contractors to:

    
 	
  • Build only
    • 
 	
  • Establish and implement specific design elements;
    • 
 	
  • Design and build; or
    • 
 	
  • Assist in design and procurement, and manage others to build.
    • 


It is possible to hire contractors based solely on the design, but this is usually before the construction phase.

6. Is Collaborative contracting commonly used in the UK? What are the different partnership options available for contractors?

The “2018 National Construction Contract and Law Report” issued by the National Bureau of Specification (formerly the “National Building Code”, which latest version was published in February 2020) shows that 3% of the surveyed/participated projects used Cooperation/joint contracting. In comparison: traditional procurement (46%); design and construction procurement (41%); construction management (3%); and management contracting (1%).

7. What are the requirements for a legally binding Construction Contract under UK jurisdiction?

The Elements required to create a legally binding contract are: offer, acceptance, consideration and intention.

The Housing Grants, Building and Renewal Act 1996 (as amended) (HGCRA) applies to contracts for “construction work” in England and Wales (with certain exceptions). What constitutes “construction work” is defined in HGCRA. HGCRA requires contracts related to such operations to meet minimum requirements. If the contract fails to do so, it will imply that the contents of the “Construction Contract Plan” (HGCRA) or “HGCRA” comply with the contract provisions.

8. What are the standard types of Insurance used or required in construction projects?

Most companies have a statutory obligation to maintain employer liability insurance, which provides insurance for the death or personal injury of employees during their employment. Other insurances commonly used include:

    
 	
  • Public Liability Insurance: Provides coverage if due to negligence the death or personal injury of someone other than the employee and the loss or damage of third-party property (that is, property other than the project)
    • 
 	
  • Professional indemnity insurance: Underwrite the legal liability of the insured (if negligence), and provide defective design insurance, but does not include defective workmanship or materials.
    • 
 	
  • All risk insurance (or engineering insurance): Underwrite the risk of any material loss or damage to the project and on-site.
    • 
 	
  • Existing building insurance: Employers usually insure any existing building to prevent loss or damage caused by specific hazards (such as fire, lightning, flood, etc.).
    • 



9. In case of litigation, is there a time limit beyond which the parties to a construction contract may no longer bring claims against each other?

Unless the contract is concluded as a deed, the statutory limitation period for breach of contract claims is six years, in this case twelve years. The time is usually calculated from the date of actual completion. The statutory limitation period can be shortened through the contract, and the statutory limitation period can be extended, provided that very clear language is used.

There is a statutory time limit for filing a tort lawsuit (but the ability to file a tort lawsuit against a construction project is limited).

10. Is the contractor allowed to suspend work in case of a construction contract in England?

HGCRA contains a statutory right to require contractors to suspend any or all of their obligations in the event of non-payment after giving at least a 7 days’ notice. In addition, unless there are contractual rights (very unusual), the contractor cannot stop the project.

11. How are construction contracts disputes resolved?

Construction contracts disputes are usually resolved through adjudication, litigation and arbitration. The parties can also use mediation in litigation or arbitration procedures to resolve disputes, which is actively encouraged by the court.

12. Do UK courts recognise international jurisdiction, in case the contract provides it?

After leaving the European Union, the United Kingdom itself became a party to the Hague Convention on the Choice of Courts Agreement (the Hague Convention). The Hague Convention requires contracting states (currently all EU member states, Mexico, Singapore and Montenegro) to recognize the exclusive right to choose court agreements in favour of other contracting states and enforce any resulting judgments.

The United Kingdom has also made bilateral arrangements with many other countries (mainly the Commonwealth of Nations) for mutual enforcement of judgments.

In the event that none of the above conditions applies, the party seeking to enforce the foreign judgment must reopen the lawsuit in England to recover the judgment amount as a debt.

13. How Common is the use of direct agreements and Collateral agreements?

Collateral warranties are usually used. It is a separate contract between the contractor and a third party in which the contractor: guarantees that the obligations under the construction contract have been fulfilled and will continue to be fulfilled; agree to maintain insurance; and grant copyright licenses, and in some cases (including) Agree to the right to use step by step.

16. Does the Uk recognise the Concept of ‘Force majeure”or frustration? and does it provide remedy to the affected party?

Force majeure has no special significance in England. Nevertheless, the construction contract may still involve force majeure, and the content covered is not yet clear, which may cause problems. Elements that may be considered force majeure may be listed as clear reasons that allow the contractor to request additional time and/or money, or they may be reasons for suspension (if the suspension lasts longer than a predetermined period, the contract is suspended). The fact that the contract becomes uneconomical is usually not a reason for force majeure. In the context of the current COVID-19 global pandemic, the meaning of force majeure under British law may be closely watched.

Frustrations are recognized in the UK. If the contract is “frustrated”, it will be automatically terminated. The contract is effectively terminated, and the parties do not have to do anything, and the parties can be exempted from performing more obligations under the contract (although, if the party assumes the obligations before the contract is frustrated, it must still perform these obligations). The parties cannot demand compensation from the other party for future non-performance.

Interested in Public Private Partnerships Check our article about: Public-Private Partnerships



LEGAL CONTENT DISCLAIMER


The material on this page is intended to provide general legal advice to members of the public with guidance on the law in the United Kingdom. This material has not been supplied to satisfy the unique needs of any individual. To address a person’s specific circumstances, Sterling Stamp insists on seeking legal guidance. It’s essential to note that the law is continuously changing, and while we try to keep the material current and of high quality, we can’t promise that it will be updated or free of mistakes or omissions. As a result, Sterling Stamp, its employees, independent contractors, affiliates, or third parties will not accept liability or be held accountable in any way for any innocent or negligent acts or omissions on our part that may result in any harm or responsibility arising from the use of or inability to use the information given.
						

				

					

		

					

		

				

		
FAQ: Corporate Law in the UK
		

						

						

					

			

							

		

					

		

				

						

					

			

						

				

			
Doing Business in the UK?
Here are some of your most asked question Regarding Corporate Law.
		

				

					

		

					

		

				

						

					

			

						

				

							
Do you have a legal question for our solicitors? Check out our Frequently asked questions for more information. It is possible that your question has already been answered!


Read the frequently asked questions and their answers regarding Corporate Law and other legal matters in the United Kingdom.


1. What are the main legislative regulatory and other sources regulating corporate practices?

Corporate governance in the UK is influenced by a number of legislative, regulatory and other sources:

    
 	
  • The main legislation is set out in the Companies Act 2006 (the “Companies Act”), together with the Listing Rules and the Disclosure Guidance and Transparency Rules (the “DTRs”) made by the Financial Conduct Authority (the “FCA”).  
    • 
 	
  • The main governance-focused regulations are the UK Corporate Governance Code (the “UKCG Code”) that came into force on 1 January 2019 for companies and the UK Stewardship Code for institutional investors that came on the 1st of January 2020, each of which is currently issued and administered by the Financial Reporting Council (the “FRC”), the FRC is soon to be replaced by a new regulator. 
    • 
 	
  • The Takeover Code might also be relevant if the corporate is or may be the subject of a takeover or merger transaction.  
    • 
 	
  • Companies should also consider the application of guidelines produced by investor protection groups, such as the Investment Association.
    • 



2. To what extent Brexit will affect Corporate Practices and their regulation?

The UK left the European Union (“EU”) on January 31, 2020, marking the beginning of the transition period, which is expected to last until December 31, 2020. During this period, most EU legislation (including any new or revised laws during the transition period) will continue to apply to the UK. The British government has stated that it will not extend this transition period, and the British Parliament has passed legislation for this purpose. The EU (Exit) Act 2018 (as amended by the EU (Exit Agreement) Act of 2020) stipulates that the main body of EU law (the so-called “reserved EU law”) will be directly incorporated into UK law from the end of 2007. Transition period.

A series of auxiliary legislation was passed to address the shortcomings in retained EU law caused by the departure of the United Kingdom. The full impact of Brexit on corporate governance in the UK remains to be seen, but the impact on companies will be obvious in the 2019 reporting season. 37% of the companies in the (FTSE 350) with 37% of FTSE 350 companies referring to Brexit in the viability statements in their 2019 annual reports, compared with 14% in 2018.

3. What other main changes/challenges could Challenge Corporate governance during 2021?

These are some of the Challenges that corporates might encounter in 2021

    
 	
  • Diversity of the board: In recent years, the public has paid more and more attention to the composition of the board of directors, especially in terms of the balance between skills and gender, ethnic and cultural diversity. This has led to several independent reports that set many diversification goals for the FTSE 350 company. The 2016 Hampton-Alexander Review report recommended that by 2020, all boards of FTSE 350 companies should have 33% female representatives. Although this goal has not yet been achieved. Progress in this area is relatively slow. By 2019, 37% of FTSE 100 companies and 69% of FTSE 250 companies have not reached the target. Although these goals are not legally mandatory, from the perspective of corporate governance, a growing number of boards lacking diversity is unacceptable. Investor Surveillance Service Voting Information Services (“IVIS”) is increasingly advertising companies that have failed to achieve board diversity goals.
    • 
 	
  • Issues related to Stakeholders: The British board and management are paying more and more attention to the interaction with shareholders and other stakeholders. At the same time, they are also paying more and more attention to the company’s public reporting on matters other than financial indicators (including environmental, social and governance (ESG)). Companies must establish specific mechanisms for interaction with employees, and we will soon see the first “Article 172(1) Statement” 
    • 
 	
  • The integrity of the Audit: The government has confirmed that the new regulatory agency, Reporting and Governance Agency (“ARGA”), will replace the FRC. On par with the recent scandals (including the collapse of Carillion and Thomas Cook), ARGA will have broader powers than FRC, and it is expected that auditors will be more rigorously scrutinized. The revised “Ethics Standard 2019” will be applied to auditors from March 15, 2020. It will prohibit auditors from contributing to the decision-making of client entities or providing them with recruitment or compensation services. 
    • 


And finally, the Covid-19 Outbreak and its effects seem to be significant and wide-ranging.

4. What Roles could shareholders have in the management or strategic direction of the entity they have invested in?

Active shareholders of listed companies in the UK usually influence the company’s operations through interaction with the company’s board of directors, or ultimately by exercising voting rights at a general meeting of shareholders. Various corporate matters require shareholder approval, which allows shareholders (especially major shareholders) to use leverage to exert pressure on the board. These matters include adopting new company articles of association (or revising them), re-electing all board members every year, approving directors’ remuneration policy (which must be reviewed and approved every three years), approving major company transactions, and granting the power to issue new shares, Cancel the statutory pre-emption right and approve related party transactions.

5. What responsibility does a shareholder have in regards to the entity he has invested in?

Generally, shareholders are not liable for the company or other shareholders related to corporate governance. Although the “Management Code” does impose obligations on the signatory, the compliance obligation is voluntary, and the obligation is applied on the basis of “compliance or interpretation.” The “Management Code” puts forward a series of general expectations on how the signatories supervise the invested company, are willing to act collectively with shareholders, disclose their voting policies and report voting activities. The latest version of the standard has been expanded from asset managers to asset owners and service providers and includes a new requirement that management results must be reported annually in a management report. Now, it also puts forward additional expectations, including the requirement that ESG factors must be considered when making investment decisions, to ensure that investment decisions are consistent with customer requirements, and to explain how to implement management principles in addition to other asset classes. Listed equity (such as private equity), and explain the culture and strategy of the signatory’s organization. The FRC believes that the Management Code and the UKCG Code are complementary.

6. Do Shareholders owe any duty to the entity or the other shareholders of the entity he has invested in?


    
 	
  • A UK company is a legal person, not the same as a shareholder. Shareholders (also called “members”) have rights and obligations to the company and to each other. The relationship between the company and its members is based on its articles of association (mainly its articles of association), which constitutes a legal contract between the company and its members and between the members according to the “Company Law”.
    • 
 	
  • Generally, the shareholders of a British company are not responsible for the company’s actions or omissions. British law recognizes the concept of a “corporate veil”, which separates the legal personality (and liability) of a company from the legal personality of shareholders. The limited exception to this principle is that shareholders abuse the company’s independent legal personality (to “shame” the company) for illegal purposes. Under normal circumstances, the liability of shareholders is limited to the amount (if any) that they have agreed to contribute capital to the company but have not yet contributed (for example, any unpaid amount that should be paid when subscribing for shares).
    • 
 	
  • The “Management Code” defines “management” as “responsibly allocate, manage and supervise capital to create long-term value for customers and beneficiaries, thereby bringing sustainable benefits to the economy, environment and society.” The definition will involve activities including: conducting adequate analysis before investing; requiring the issuer to be responsible for major issues, and cooperating with others to influence the issuer.
    • 



7. Are indemnities, insurance permitted in relation to members of the management body?

The company can compensate its directors for the costs incurred in successfully defending the company’s claims and the liability to third parties (excluding fines and regulatory fines). Companies can also purchase and maintain director and senior management (D&O) insurance policies for their directors.

However, the “Company Law” prohibits the company from compensating its directors for negligence, breach of contract, breach of duty or breach of fiduciary duty related to the company. Any provision in this clause aimed at granting such compensation will be invalid. The reason for this is that directors should not be able to effectively exempt themselves from their fiduciary responsibilities. (These restrictions do not apply to non-director employees.)

8. Under the UK jurisdiction, can shareholders seek enforcement against the entity he invests in and/ or members of the management?

According to the principle that the company is an independent legal person independent of the shareholders, the duties of the directors should be borne by the company rather than the shareholders. Therefore, shareholders have no right to directly sue the directors for breach of the company’s obligations. The articles of association constitute a contract between the company and its members but do not constitute a contract between the company and its directors.

However, in certain limited circumstances, shareholders can (often requiring court approval) take steps to perform the duties of a director or force the company to take certain steps. Shareholders can also take action against the company (in accordance with the common law) to prohibit conduct that may constitute a violation of the company’s articles of association and/or correct the director’s abuse of his trust power.

Under the UK jurisdiction who manages a corporate/ business entity and how?

The board of directors is ultimately responsible for the management of the company, and the daily operation of the company’s operations is usually taken care of by an executive management team led by the CEO (usually a director). The executive management team should report to the board of directors (and hold it accountable).

9. How are the management and its members appointed and removed in a business entity under the UK legislation?

Directors are appointed or removed through “ordinary resolutions”: “ordinary resolutions” are resolutions passed by a simple majority of shareholders attending and voting at the general meeting of shareholders. The UKCG Code and the usual articles of association stipulate that every director must retire immediately before each annual general meeting in order to seek re-election at the annual general meeting. The board of directors can temporarily appoint other directors, but these directors are usually required to retire with other directors immediately before the next annual general meeting and be re-elected by shareholders. board.

10. What are the main responsibilities of the management body in corporate governance?

The main challenges faced by management agencies include determining effective methods for companies seeking to solve current key issues in corporate governance. According to the “Company Law”, directors must prepare a salary report for each financial year of the company. This report is a retrospective summary of directors’ compensation for the previous fiscal year. It requires an advisory (non-binding) vote from shareholders. Directors must also submit a forward-looking compensation policy (which forms part of the compensation report) to shareholders every three years. This policy stipulates the framework and restrictions on future directors’ remuneration. Subject to a binding vote of shareholders. Both votes were passed by ordinary resolutions.

11. Are employees concerned by Corporate governance under the UK legislation? If so, what are their responsibilities?

The latest amendments to the UKCG Code require that the board of directors adopt one of the following three methods of employee participation: directors appointed by employees, formal staff advisory groups or designated non-executive directors. Or, if the board does not choose any of the above three methods, the board can adopt other alternative methods for employee engagement and explain why these methods are considered effective.

The UKCG specification specifically uses the term “workforce” instead of the term “employee” in order to include not only full-time employees but also part-time employees and flexible agency employees. In addition, the UKCG guidelines recommend that companies establish adequate procedures to enable employees to confidently ask questions and investigate these issues in an appropriate manner.

12. Is there any law or regulation concerning corporate’s social responsibility under Uk Legislation? If so, what is it?

Stakeholders are putting increasing pressure on companies to improve the accessibility and accuracy of data that can be used to assess compliance with ESG requirements. Listed companies have been required to disclose their global greenhouse gas emissions and energy use. In addition, at the time of writing this article, the FCA is negotiating with the Financial Stability Board’s Climate Change Financial Disclosure Task Force on the disclosure of financial risks related to climate change by requiring high-quality listed commercial companies to make disclosures. Explain any failure to do so.

Directors are increasingly expected to consider the impact of company operations on the wider community. Therefore, it has become a common practice for companies to produce annual corporate social responsibility (“CSR”) reports that outline annual considerations. The company must also include certain CSR information in the annual report.

13. Who is responsible for disclosure and Transparency in the corporate under the UK jurisdiction?

The board of directors is responsible for regular disclosure in the form of annual reports and semi-annual reports and releases relevant announcements to the market when necessary. Although the entire board of directors is responsible for this, if the necessary disclosures are not made, enforcement actions may be taken against individual directors “knowingly concerned”.

14. What is the role of audits and auditors in such disclosures?

Auditors must review the reports generated with the audited financial statements and any separate corporate governance statements, and present their own reports to confirm the adequacy of the disclosure, whether it meets relevant legal requirements, and whether the disclosure contains any material misstatements.

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