The position of Mr Scott
197 There is also a great deal to say in favour of Mr Scott. There is no doubt Mr Scott was an outstanding executive involved in the Centro Group.
198 An indication of the extent to which Mr Scott devoted himself to the affairs of the Centro Group and his prodigious work ethic is illustrated by para [29] of his affidavit sworn 20 July 2011:
I worked very hard to achieve and maintain the enormous and rapid growth of the Group, and to which I have referred. By mid 2007, and for many years previous, my average work day in my employment in the Group was as follows:
(a) if I was in Melbourne, I would arrive at my office in Glen Waverley between 8:30am and 9:00am. I would leave the work place between 8:00pm to 9:00pm. At home, I usually worked from 10:30pm to 1:30am. Thus, I averaged and on week days, a 15 hour working period each day. At the weekend, I usually worked 10 hours on each of Saturday and Sunday. Thus, my normal working week averaged above 90 hours;
(b) I spent about a third to half my time travelling during 2007, (and in the preceding years) as the group expanded internationally. My records show that over 50% of my work days (excluding weekends, public holidays and annual leave) were spent interstate or overseas. Usually, I travelled outside normal working hours;
(c) Wherever I was, I generally received and considered 100 to 150 emails during each working day. I tried to process these promptly so that I maintained a one page inbox. Additionally, I received about 50 items each working day in "hard copy" form in my "in tray";
(d) I spent a large amount of time in meetings and at functions on Centro business, by way of example my records for July to September 2007 show that, each week, I spent an average of over 50 hours in formal meetings or functions. These averaged about 1.5 hours each. Board meetings would usually run from 8:30am to 5:00pm. By 2007, they ordinarily occupied two days with a follow up staff meeting afterwards. In addition to the formal meetings or functions, I had numerous non diarised meetings, about 10 per week, for an average duration of about half an hour; and
(e) I estimate that I spent three plus hours each working day on the telephone. I spoke on the telephone to the group's employees (including those in the US or Europe), to the investment banks, the analysts, the fund managers, the investors, the professional advisors, and to those with whom the group did business.
199 Further, for many years, Centro's achievements under Mr Scott's leadership were worthy of praise. As Mr Scott recites in paragraphs [17] - [23] of his affidavit, the growth in the company and commensurate growth and returns to shareholders in the 10 year period from 1997 to mid 2007 was considerable:
Soon after I was recruited in 1997, Centro converted to a stapled entity (stapling a company share and a trust unit). Between 1997 and 2007 the Group grew by 46% on a compounding annual basis. That is to say, Centro's owned and assets under management grew from $482 million to over $26.5 billion over the ten years that I was at the Group. The staff increased from about 130 to over 1,600. The number of shopping centres the Group owned or managed rose from less than 10 to over 800.
Over the ten years that I was the CEO, our focus on delivering results to shareholders included an increase Centro's annual after tax profit from $20.4 million to over $335 million.
In the decade to mid 2007, Centro had delivered a compound return of over 25% annually. Centro was then the highest returning Australian listed property trust for the prior decade.
At its peak in 2007, Centro Properties Group, the main listed vehicle in the group, was one of the 50 biggest ASX listed companies based on its market capitalisation of over $8 billion. Centro was the largest landlord for each of Woolworths and Coles Myer.
The Group became more and more complex. It grew to include more managed funds, syndicates, and two substantial listed entities. It also moved to acquire and to operate assets internationally, particularly in the United States where, by mid 2007, two thirds of its assets were located.
During this period my key focus, and that of the board, was on optimising shareholder returns.. By 2007 as noted above, this was progressing well with the compound annual total returns of over 25% to Centro investors for the first ten years to mid 2007 that I was with the Group. At the time, Centro had delivered the highest returns of any Australian listed property trust or any real estate investment trust ("REIT") over each of three, five and ten years.
By mid 2007, the Group was about 50 times the size it had been when I joined in 1997. It had become a large international business, the fifth biggest shopping centre owner/manager in the world's largest market, the US, as well as being the second largest Australian shopping centre owner/operator. In the then economic and financial environment, it was perceived by the markets as poised for greater things, and that is what I believed. Of course, that environment was irretrievably changed thereafter by the Global Financial Crisis ("GFC") in 2008."
200 None of the above evidence from Mr Scott was disputed in this proceeding.
201 It was also supported by others. For instance, the former chairman of Centro's Audit Committee, Mr Wilson (a director of the Centro Group from 1993 until December 2005) stated the following:
The Centro Group business model developed at an excellent pace, and evolved very substantially due to the strategic vision and leadership demonstrated by Mr Scott, and his executive group as a highly competent and well led team.
What in 1997 was a comparatively simple property investment model, additionally advanced into a more diverse unlisted syndicated array of retail property assets, extended its asset portfolio internationally, and further diversified during the early 2000s with the emergence of a series of managed funds based on a mix of retail property assets, both national and international.
The business model featured initiatives new to the Australian retail property sector. It was several times recognised positively by business analysts in their media releases. Similarly, Mr Scott was more than once recognised in the business media for his excellent performance, and for the leadership he provided to Centro, and for the retail property industry.
The entire period of my association under Mr Scott's leadership saw major growth and development, and, most importantly, and concurrently with that, major increments of growth in Centro unitholder value. Regrettably, the unexpected and inopportune global financial collapse brought that to an end, as it did with many other entities.
202 Whilst the Court has already found that Mr Scott is intelligent, experienced, conscientious and honest, other evidence supports this conclusion:
(a) Mr Graham Terry (Centro's former COO) stated in support of Mr Scott:
In addition to his exceptional business skills, I have at all times found him to be a completely honest and sincere man who was always dedicated to the company and obtaining the greatest success for it and the shareholders. I found him to be an extremely hard working individual who often worked in excess of 90 hours per week, including weekends. He worked tirelessly to achieve the goals he set for Centro and put his heart and soul into the company, often at great personal expense.
(b) To similar effect Mr Michael Andrew said:
During this time, Mr Scott, effectively, was the trustee for large amounts of money. He always handled himself with the utmost honesty and integrity. He ensured the highest ethical standards around our investment policy. A very good example was Mr Scott's reluctance in any way to promote the school's investment in his own business interests. He always sought to distance himself on an arm's length basis. Mr Scott was also one of our largest personal donors giving significant funds to the future educational needs of the schoolchildren.
203 Mr Scott's industry and contributions outside the work environment have been also referred to by Milton Cockburn and others, notably Ms Megan Hansen, in their evidence in support of Mr Scott.
204 Mr Michael Andrew supported Mr Scott in evidence before the Court. Mr Michael Andrew is presently the chairman of KPMG Australia and has recently been elected to become the global chairman of KPMG International. In these roles he has regularly attended audit committee meetings and has been engaged in the preparation of annual financial statements and has advised boards on best practice advice on corporate governance and ethical standards. In support of Mr Scott, Mr Andrew provided the following evidence:
[8] … I was often a sounding board for matters involving Centro Properties…
[9] One particular example I recall occurred following criticism from Corporate Governance experts. Mr Scott chose to personally refinance his own equity base at his own personal cost rather than rely on loans from the company. There was no compulsion on him to do this, but he did it as a matter of good practice and one that was of significant personal cost to Mr Scott.
[10] Since the collapse of Centro, Mr Scott has shown great contrition and worked tirelessly to try and improve the company's prospects volunteering significant time at his own cost to try and add value to the company.
[11] I know from a personal perspective the deep impact the Centro experience has had on Mr Scott, and on his family, and what a high personal price he has paid. Never, at any stage, has he sought to duck away from his responsibilities. Rather, he has sought to engage, and face up to, them.
[12] In my professional judgment, Mr Scott is a dynamic individual of high integrity who relied, in hindsight, on many others to do the right thing. In my experience, Mr Scott is only too happy to be held accountable for his own actions.
[13] Mr Scott was a financially literate, insightful and creative thinker who would always come up with new ideas and solutions. In hindsight, it is clear that Centro grew too quickly, and that it made strategic decisions around the business model of borrowing short-term funds to invest in long term and liquid properties without putting in place the proper internal control structures around the group. These were heady times for the property market and, again, in hindsight, it is clear that these factors forced the business model to fail once liquidity was restrained through the Global Financial Crisis.
[14] Despite the administration of Centro, Mr Scott did not personally profit from the company. He sustained significant financial and personal reputational loss. He maintains a reputation for honesty and integrity, and I was pleased to see that the Court recognised that in its reasons for judgment.
[15] Mr Scott is of good character, and I trust that this will be fully considered by the court in determining any sanctions from the hearing.
205 Mr Scott has described the impact of the relevant events in these proceedings on his reputation and employment prospects to date in his affidavit:
[31] The proceedings have had a profound impact on me, my reputation and my ability to obtain any future employment. I believe that the possibility of future employment in my prior capabilities will be at best very difficult for me if not impossible... It is unlikely that any Board or business owner in areas of my prior experience (property, capital raising, etc) will employ as a senior manager an individual that has been found to have contravened the Corporations Act.
[32] I was dismissed from Centro in January 2008. Since then, I have approached a recruitment firm and a number of business associates to seek out any employment or consulting opportunities. Initially, I was advised by the recruitment firm that it would probably be at least 18 months to 2 years after me leaving Centro before I could secure employment elsewhere. Later, after these proceedings had been commenced I was advised by a recruitment consultant that it would not be possible for me to seek alternative employment until the outcome of the ASIC proceedings became known. In any event, I have been applying all of my efforts to the ASIC case over the last year and would have not been able to work in full time employment in any event. As such, the existence of the ASIC proceedings has operated in a practical sense to bar me from seeking alternative employment or consulting opportunities.
206 To similar effect, another 'testimonial' stated the following:
The ASIC proceedings have been devastating to this good man. Following his departure from Centro, Mr Scott and I often discussed what the future might hold. I recall feeling (and saying to him) that it was probable that work might be difficult to find for a couple of years but that, after that time, I was confident his skills, his abilities and the extraordinary performance he had been able to deliver over more than a decade, would see him readily employable, albeit it most probably in a private or charitable entity. (Colman affidavit paragraph 13)
Being on the front page of newspapers as someone being prosecuted by ASIC has, I believe, removed this possibility for the past 2 years. (Colman affidavit paragraph 14).
The last few years, I know, have been calamitous for Mr Scott. He had complete faith in Centro. In keeping with this view, he had most of his wealth in Centro, taking virtually all of his (sometimes not insubstantial) rewards and bonuses in Centro stock (as did most of his team). In the failure of the Centro group and in these proceedings it is probably fair to say that he has lost more as an individual than any other person; he has lost his career, most of his wealth and his future employability and business repute have been damaged substantially. (Colman affidavit paragraph 15).
207 It was submitted by Mr Scott that whilst he, unlike the other defendants, was a member of executive management, the case brought by ASIC against Mr Scott in this proceeding concentrated largely, if not exclusively, on Mr Scott as a director and not as CEO. Therefore, any penalty should be the same as the other directors. The knowledge said to have put Mr Scott on notice as to the errors in the accounts took the form of information provided in Board packs to each director and received by them in that capacity and resolutions passed at Board meetings at which Mr Scott (and all directors) were present.
208 It was further submitted that Mr Scott, whilst not a member of the BARMC, which had the responsibility under its charter of "monitoring compliance with applicable accounting standards" and assisting the board with discharging its responsibilities with respect to the financial statements, had responsibilities with respect to the accounts which may be viewed as being of a similar magnitude to that of the members of the audit committee.
209 Accordingly, it was submitted by Mr Scott that to the extent to which the Court determines that it is appropriate to discriminate in terms of penalty between the defendants, any penalty to be imposed upon Mr Scott should be on par with that imposed on the members of the audit committee.
210 In considering the position of Mr Scott, I have taken into account the matters that I considered in the case of the non-executive directors. I similarly reject Mr Scott's application for relief from liability.
211 Again, whatever other penalty is appropriate, a disqualification ban is not required, nor is it appropriate. As with the other directors, Mr Scott has made and will make a useful contribution to company boards. Mr Scott has abilities and skills, as with the other directors, that the public should not be deprived of in the future. The public needs no protection in the form of a disqualification ban in the case of Mr Scott. The principles relating to punishment, personal deterrence, and general deterrence will all be satisfied by declarations and the pecuniary penalty I have determined to impose.
212 However, I think Mr Scott is not in the same position as the non-executive directors, and I accept the submissions of ASIC in that regard. Unlike with the non-executive directors, ASIC does submit I should differentiate between Mr Scott and the other directors.
213 Whilst the observations I made in relation to the non-executive directors and the way ASIC presented its case are applicable to Mr Scott, Mr Scott was the managing director and ASIC did focus attention (albeit not primarily) on Mr Scott's role as CEO. Further, Mr Scott's involvement in the management representation letter was of a higher responsibility than that of the other directors.
214 Whilst I do not think that there is any likelihood of Mr Scott contravening again, I consider that the imposition of a penalty, even at the lower range, is appropriate as a general deterrent and as a further form of punishment.