On May 17, 2019, the Finance Minister for Canada released draft legislation relating to the goods and services tax/harmonized sales tax (GST/HST) with respect to cryptocurrencies and other virtual payment instruments.
Digital currencies are based on a decentralized, peer-to-peer (P2P) network that is not supported by any government or central authority. Additionally, financial institutions generally do not manage or oversee digital currency.
For Canadian tax purposes, including the GST/HST, cryptocurrencies are intangible personal property that cannot be considered as money as they are not legal tender in Canada. In fact, only bank notes issued by the Bank of Canada under the Bank of Canada Act and coins issued under the Royal Canadian Mint Act are legal tender in Canada.
For more information, read our On-line Tax Strategies newsletter.
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The Grant Thornton International IFRS team has published Insights into IFRS 16 – Interim periods.
The bulletin Insights into IFRS 16 – Interim periods provides guidance on the recognition of variable lease payments in interim financial statements that are compliant with IAS 34, Interim Financial Reporting.
There appears to be a conflict between the guidance in IFRS 16 on the accounting for variable lease payments that are not based on an index or rate and the guidance in IAS 34 regarding variable lease payments based on sales.
The bulletin explains how to apply the guidance in IFRS 16 and IAS 34 on variable lease payments using examples.
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Many municipalities in Quebec want to show their commitment to prevent corruption by implementing programs and risk management.
In recent years, Quebec municipalities, as well as the provincial government, have not been spared from the corruption concerns that have greatly tarnished the reputation of the municipal and provincial world.
Through scandals and media headlines, this phenomenon is also reflected in the rest of Canada and around the world.
As a result, many municipalities in Quebec want to demonstrate to taxpayers their commitment to preventing corruption and other wrongdoing by implementing programs and risk management in this regard. While some large cities can afford a full-time Inspector General, this isn’t the case for all municipalities.
The International Organization for Standardization (ISO) has instituted ISO 37001 to provide public and private organizations with a mechanism for demonstrating to stakeholders a level of quality assurance and integrity in proxy processes. This is why some municipalities would like to take the necessary steps for aligning with the standard or obtaining ISO 37001 certification.
Did you know that…
According to ACFE’s 2018 Report to the Nations, corruption is the main offence in eleven of the fifteen sectors of activity identified, the main offence in five of the eight high-risk departments and represents 62% of all crimes committed by senior managers and executives, and 77% of all crimes committed in proxy departments.
What are municipalities doing to deal with corruption?
Nowadays, transparency, ethics and social responsibility are values high in demand that somehow reflect the evils of our society: a general lack of trust. This widespread feeling undermines the credibility of the public service, including municipalities on the front lines.
To address this and exhale these values, it becomes imperative for municipalities to have thorough administrative systems and measures in place to manage risk and protect the organization.
Prevention is better than cure
The ISO 37001 standard is recognized throughout the world and defines an anti-corruption management system that establishes the procedures to be introduced for preventing, detecting and mitigating corruption. This standard identifies measures to be implemented within organizations that seek to adopt best practices and demonstrate their commitment to ethics, transparency and accountability.
In concrete terms, the purpose of applying the various clauses of this standard is to train and raise awareness among all municipal staff working directly or indirectly in the field of municipal contracts. Whether the choice is to align with the standard or obtain accredited certification under ISO 37001, organizations must ensure that they have an anti-corruption management system in place to prevent, detect and mitigate risks.
Ethics and compliance – The new tool for prevention, transparency and accountability
For municipalities, adopting such a policy helps show the population that public actors do not evade corruption and that they are taking all necessary measures to fight it by adopting best practices.
In addition, the implementation of ISO 37001 makes it possible to establish a climate of trust and predictability with business partners and set more rigorous parameters in the proxy process. These parameters will motivate, if not require, contractors and suppliers to demonstrate their own commitment to ethics and anti-corruption measures if they wish to continue doing business with municipalities.
Beyond the image and trust aspect that this standard conveys for municipalities, it is also necessary to look at the competitive advantages that it generates for service providers.
Reduce costs and increase productivity
The commitment to adopt ethical practices and a robust compliance program with regard to integrity and anti-corruption provides a clear competitive advantage for providers.
In addition to reducing legal and reputation costs and risks, such a program supports the development of a culture of organizational integrity that results in increased productivity and higher quality products and services.
In a context where municipalities evaluate contracts on the basis of alignment or ISO 37001 certification, providers demonstrating their commitment to ethics and compliance will have a competitive advantage over their competitors.
Restoring confidence
The introduction of these processes is intended to restore citizens’ confidence in their municipal administration. This approach establishes a consistent and predictable regulatory proxy framework based on an ethical organizational culture that enhances transparency and accountability.
In an environment where municipal leaders must demonstrate their proactive actions to counter corruption, collusion and other wrongdoing, the question is not about the need for a compliance program, but about the scope and implementation.
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Groupe Maison de l’Auto implemented a succession plan several years ago to ensure its growth and plan for a change in governance.
Relationships were established in 2012 between the managers of the Maison de l’Auto and our firm’s entrepreneurial succession experts.
A family business
In 1948, Luc Verreault’s father, Oswald, decided to go into business and opened a service station in Saint-Félicien. By applying the organization’s philosophy of always putting the client first, the company experienced outstanding growth and now has numerous car dealerships in Lac-Saint-Jean.
A third-generation family business that is constantly growing, Groupe Maison de l’Auto consists of seven large-scale dealerships offering Chrysler, Dodge, Jeep, ProMaster, Ram, Mazda, Kia and Mitsubishi vehicles.
Recognized for its professionalism, the organization offers an exceptional buying experience and five-start after-sale service.
Preparing the succession and ensuring the organization’s longevity
Luc Verreault began to reflect about the future progressive transfer of the business. He wanted an integrated succession plan built on key factors to support the success of such a process. To reinforce the new governance, he benefited from the assistance of a team of experts covering all aspects: human, strategic, financial and tax.
Luc Verreault’s shareholders were his three children and two non-family members, Jean-Michel Genest and Tony Bonelli. They were all targeted as transferees and the owner therefore wanted to ensure he had all the necessary tools on hand and appropriate work methods to ensure the business’s continuity.
It was with this in mind that the owner called on our firm’s services. Our team of experts, headed by Éric Dufour, the firm’s Entrepreneurial Succession Leader, helped the organization clearly define each person’s objectives and expectations in order to carry out the transfer plan.
Undertaking a diagnosis and setting up a succession plan
Once intentions had been diagnosed and the feasibility analyzed, we were able to implement a monitoring system based on the right agreement and concept, which included coaching on various aspects and the creation of a family council.
Five candidates were evaluated based on the diagnosis and succession plan. We assessed complementary areas and risks in terms of the targeted structure. We also highlighted each candidate’s strengths and weaknesses in order to assign them a strategic position within the organization.
Emmanuelle Verreault, the owner’s daughter and one of the five candidates, was designated to take on the role of Executive Vice-President.
Rethinking governance
The diagnosis brought to light an issue regarding the change in governance. The business model had to be reviewed to ensure greater synergy and foster team work rather than by dealership.
We highlighted various comparable business models in Quebec and mapped competitors, profiles and expertise mixes.
Staying attentive
In addition to the financial and tax aspects, there is a major emotional component in an entrepreneurial succession that has to be skillfully managed. This was all the more so for Groupe Maison de l’Auto because it was a hybrid transfer: family and non-family members. Using a global approach that took into consideration all aspects as well as recognized efficiency tools and practices, we leveraged our experts’ expertise to help the transferor and transferees overcome this emotional phase.
Initiating and maintaining contact with the various parties throughout the process was also critical to guarantee that the process took place efficiently and transparently, while ensuring a smooth transition where all parties knew their role and responsibilities.
Today, we are working with the owners of Groupe Maison de l’Auto to implement and adjust the succession plan. It is a long process that can take up to eight years. Thanks to a unique relationship that transcends the professional context, we can support each player in the transfer process to achieve the objective sought and ensure that this family business keeps on going.