FACTS AND THE IDENTIFIED SCHEME
3 The summary of the facts, set out in the paragraphs which follow, is substantially taken from the reasons of the trial judge. There was no challenge to his Honour's recitation of the facts.
4 The global merger of the BAT Group and the Rothmans Group was announced on 11 January 1999. That decision to merge was made without prior reference to the Australian group members. The merger was completed in September 1999.
5 In Australia, the merger involved WD & HO Wills Holdings Limited (Wills Holdings) and Rothmans Holdings Limited (Rothmans Holdings) and their respective subsidiaries. Wills Holdings was a listed public company in Australia. 67.3% of the issued shares in Wills Holdings was held by British American Tobacco Australia Limited (BAT Australia), a subsidiary of British American Tobacco plc (BAT UK). The other 32.7% was held by the public. The Appellant was a wholly owned subsidiary of Wills Holdings. Rothmans Holdings was also a listed public company in Australia. 50% of its shares were held by Rothmans International BV (Rothmans International) and the other 50% were held by the public. Rothmans was a wholly owned subsidiary of Rothmans Holdings.
6 Rothmans Asia Pacific Limited (Rothmans Asia) was also a wholly owned subsidiary of Rothmans Holdings. PT Rothmans of Pall Mall Indonesia (Rothmans Indonesia) was also a wholly owned subsidiary of Rothmans Holdings. 95% of the issued shares in Rothmans Indonesia were held by Rothmans Asia. Prior to the commencement of the merger, Rothmans Indonesia had incurred losses. At the time the merger was announced, Rothmans Asia had accumulated capital losses of $63.3 million.
7 Early in the world wide negotiations, it was agreed that the larger of the BAT Group business or the Rothmans Group business in each jurisdiction would "take the lead in the merger". In Australia, the Rothmans Holdings group, which had a larger market share and a larger market capitalisation than the Wills Holdings group, was to take over the Wills Holdings group. In Indonesia, however, PT BAT Indonesia Tbk (BAT Indonesia), which was owned 70% by BAT UK, had a larger market share than Rothmans Indonesia. Accordingly, BAT Indonesia was to acquire Rothmans Indonesia from its Australian owners, Rothmans Holdings and Rothmans Asia.
8 The ACCC expressed concern with the merger. It took the view that the merger would be likely to have the effect of substantially lessening competition in the cigarette market in Australia. The Chairman of the ACCC, Professor Fels, intimated that:
1. without brand divestments by the merged group, the merged entity would become a dominant force in the Australian market;
2. unless there was divestment of some of the brands of the proposed Australian merged group, the ACCC would seek to restrain the merger; and
3. the brand divestment had to be on terms that the buyer of the brands could be up and running as soon as the brands were transferred.
9 During April and May 1999, negotiations concerning the merger continued. Some aspects of the negotiations should be noted.
10 First, on 30 April 1999, a Term Sheet was signed on behalf of BAT UK and Imperial. The Term Sheet provided for the sale and purchase of a number of Australian and New Zealand cigarette brands, tobacco brands and tobacco paper brands together with their related intellectual property rights and know how (collectively defined as the Brands), a factory in New Zealand and "all such other assets as may be agreed relating to the Brands business". Some were Wills brands, some were Rothmans brands. The vendors named in the Term Sheet were the Appellant, British American Tobacco (New Zealand) Limited (BAT NZ) and Rothmans Holdings. Rothmans was not a vendor. The purchaser was Imperial. The price was A$325 million and included the assets necessary for the functioning of the sales force for the Brands to be sold. Completion of the definitive Sale and Purchase Agreement was to be negotiated subject, inter alia, to regulatory and shareholder approvals and completion of the merger in Australia. The Term Sheet recognised that "the parties [would] work together to achieve as efficient structure for the transaction as may be possible and [that] this may affect who [were] the vendor(s) and purchaser(s)".
11 Secondly, by 13 May 1999, the Wills Holdings' minority shareholders' position had been resolved in principle. The minority shareholders were to receive $6.25 per share from Rothmans Holdings for the transfer of their shares in Wills Holdings to Rothmans Holdings. Although BAT UK considered the $6.25 cash offer as "somewhat excessive", BAT UK was prepared to support the payment conditional on the receipt of all regulatory consents including the ACCC and on the parties agreeing to expedite the merger process in accordance with stated principles including:
1. the giving of whatever reasonable undertakings were required by the ACCC;
2. in respect of the Brand divestments, that the proposals be put to shareholders as soon as practical and notwithstanding that the buyer would not be obligated to execute the final brand sale agreements until after shareholder approval; and
3. in order to minimise any "tax leakage", that Rothmans Holdings and Wills Holdings would do whatever was required in order to mitigate tax liabilities relating to the merger including, but not limited to, the grouping of Indonesian losses and the maximisation of those losses.
12 On 19 May 1999, the merger of Rothmans Holdings and Wills Holdings in Australia was announced on the same day that a Memorandum of Understanding was signed behalf of BAT UK, Rothmans Holdings (Australia) BV, Wills Holdings and Rothmans Holdings (the MOU). The MOU set out "the basic principles, terms and structure of the Australian merger": cl 1.1. Clause 3.1 provided that Rothmans Holdings (the prospective merged company) immediately upon entry into the MOU, would procure Rothmans to negotiate in good faith with Imperial to agree upon option arrangements whereby Rothmans would irrevocably offer to sell to Imperial, and Imperial would irrevocably offer to purchase from Rothmans, the assets identified in the Term Sheet. Each irrevocable offer was subject to the condition precedent that the Australian merger was successfully implemented: cl 3.2.
13 On 20 May 1999, Mr Mark Dunkley (Mr Dunkley), the Group Taxation Manager for Rothmans Holdings, wrote to Mr John Kingsley (Mr Kingsley), the chief finance officer of Rothmans Holdings, reiterating the need to complete the merger prior to entering into any contractually binding agreements for the sale of brands to Imperial to utilise the tax losses which were to exist in Rothmans Asia. Mr Dunkley said that it appeared to him that there may have been instances of the BAT Group and Imperial entering into negotiations and preliminary agreements that could give rise to a question as to whether a brand disposal had taken place at a date prior to the merger occurring. While Mr Dunkley did not believe that their arguments had been jeopardised to date, he thought it was important that Mr Hardman be advised of the steps that needed to be undertaken in order to be in a position to utilise the tax losses that would exist in Rothmans Asia. Mr Dunkley prepared a memorandum for Mr Kingsley to send to Mr Ken Hardman (Mr Hardman), then head of tax of BAT UK.
14 In the memorandum Mr Kingsley sent to Mr Hardman on 20 May 1999, Mr Kingsley first described the current position. He said that Rothmans Asia had carried forward capital losses of $63.3 million that arose from the sale of an investment in the Philippines. As a result of the sale of Rothmans Indonesia, a capital loss of in excess of $100 million would also arise in Rothmans Asia. In total, therefore, the Rothmans Holdings group had in excess of $163 million of capital losses, which could be utilised and set off against capital gains arising in the Rothmans Holdings group.
15 Mr Kingsley then outlined a strategy for utilising the capital losses as follows:
1. Complete the merger prior to entering into any contractually binding agreements for the sale of the brands to Imperial.
2. Transfer the 9 Wills Brands to Rothmans: while that would give rise to a stamp duty liability, no capital gain would be generated, as a rollover would be available in respect of assets transferred between group companies.
3. Complete the contractually binding agreements between Rothmans and Imperial for the disposal of all brands, including the 9 Wills Brands, giving rise to a significant capital gain in Rothmans.
4. Transfer the available capital losses from Rothmans Asia to Rothmans.
16 As the trial judge recorded, Mr Kingsley had identified a critical issue - the need to ensure that there was no contractually binding agreement for the disposal of the 9 Wills Brands prior to the Appellant and Rothmans becoming part of the same group. Mr Kingsley said that if a disposal of the 9 Wills Brands occurred prior to the Appellant being wholly owned by the Rothmans Groups, the rollover would be ineffective, a capital gain arising from the disposal of the 9 Wills Brands would be generated in the Appellant and it would not be possible to transfer the capital losses in Rothmans. Mr Kingsley therefore urged Mr Hardman to monitor the creation of contracts and documentation in the United Kingdom that related to the disposal of the 9 Wills Brands to Imperial. He said that failure to do so could significantly jeopardise the ability to maximise the utilisation of the capital losses that existed in the Rothmans Holdings Group.
17 On 2 June 1999, BAT UK, BAT Australia and Rothmans Holdings (the Merger Parties)executed an enforceable undertaking to the ACCC (the ACCC Undertaking). By the ACCC Undertaking, each of the Merger Parties agreed to do all things in its power or control to cause or procure the disposal of the business of manufacturing, marketing, selling and distributing cigarettes and other tobacco products under the brand names listed in a schedule to the ACCC Undertaking, which included the 9 Wills Brands. Each of the Merger Parties also agreed to cause or procure entry into a series of contractual arrangements with Imperial as described in another schedule to the ACCC Undertaking. Each of the Merger Parties undertook to give effect to those contractual arrangements in accordance with their terms.
18 On 16 July 1999, Wills Holdings, Rothmans Holdings and BAT Australia entered into a Merger Implementation Agreement. The Merger Implementation Agreement provided detailed mechanisms and arrangements to give effect to the proposed merger of the Australian groups.
19 On 20 July 1999, Wills Holdings and Rothmans Holdings announced the conditional sale of brands to Imperial. On the same day, Rothmans Holdings executed a deed whereby it covenanted with Imperial that it would comply with the terms of the ACCC Undertaking and would comply with the terms of the contractual arrangements described in the ACCC Undertaking. In addition, on the same day, Rothmans, Imperial and the Appellant entered into an instrument entitled "Offers for Sale and to Acquire (Australian Brands)"(the Offer Instrument). By the Offer Instrument, Rothmans irrevocably offered to sell to a subsidiary of Imperial, nominated by it, certain Australian intellectual property assets and Imperial irrevocably offered to procure the acquisition, by one of its subsidiaries, from Rothmans of those Australian intellectual property assets. The Australian intellectual property assets included the9 Wills Brands as well as Australian brands owned by Rothmans. The sale and acquisition was to be on the terms of an agreement in the form annexed to the Offer Instrument.
20 Clause 3.5 of the Offer Instrument provided that, if either offer was accepted, Rothmans and the subsidiary nominated by Imperial would be deemed to have entered into a binding and enforceable agreement for the sale and purchase of the Australian intellectual property assets on the terms of the agreement annexed to the Offer Instrument (the Australian Brands Sale Agreement). The date of such agreement was to be the date of acceptance of the relevant offer. Clause 3.1 of the Offer Instrument provided that neither offer would be capable of acceptance unless the conditions precedent specified in the Offer Instrument had been satisfied or the conditions had been waived and unless the Implementation Date, as defined in a proposed scheme of arrangement between Wills Holdings and certain of its members, had occurred.
21 The merger was ultimately implemented through a scheme of arrangement in conjunction with a buy-back of BAT Australia's 67.3% shareholding in Wills Holdings for $3.85 per share (totalling A$342 million). On 16 July 1999, the Supreme Court of New South Wales ordered that a meeting of members of Wills Holdings be convened for the purpose of considering a scheme of arrangement under which Wills Holdings would buy back all shares in Wills Holdings held by BAT Australia and Rothmans would acquire all of the shares in Wills Holdings held by other shareholders for the consideration stated in the scheme. At the meeting held on 18 August 1999, the shareholders of Wills Holdings voted in favour of a resolution to approve that scheme of arrangement. On the same day, the shareholders of Rothmans Holdings also voted in favour of a scheme of arrangement between Rothmans Holdings and its shareholders. On 2 September 1999, the merger of Rothmans Holdings and Wills Holdings was completed in accordance with the scheme of arrangement.
22 On 3 September 1999, several instruments were entered into and completed to effect the merger. In particular, the Appellant, as assignor, and Rothmans, as assignee, entered into a deed of assignment, for a consideration of $181,700,000, of the 9 Wills Brands. Following exercise of the options under the Offer Instrument, Rothmans as vendor, on the one hand, and Pinelawn, an Irish corporation, Imperial New Zealand Limited and Van Nelle Tabak Nederland BV, as buyers, on the other hand, entered into the Australian Brands Sale Agreement. The three buyers were subsidiaries of Imperial. Each of those entities purchased different brands from Rothmans. The brands sold included the 9 Wills Brands. Ultimately, the Australian Brands Sale Agreement was completed and the 9 Wills Brands and the relevant Rothmans brands were transferred to one or other of the three buyers. The consideration received by Rothmans for the sale of the 9 Wills Brands to the three buyers was the same as that received by the Appellant from Rothmans, namely $181,700,000.