An Entrepreneur’s Guide to
Certified B Corporations and
Benefit Corporations
“B certification and/or incorporation
gives us the common tools we
need to assess the positive and
negative impacts of our practices,
make and measure improvements,
and share what we learn.”
—Vincent Stanley
Director of Philosophy, Patagonia
This report is brought to you by
The Yale Center for Business and the Environment
and Patagonia, Inc.
About The Yale Center for Business and the Environment
The Yale Center for Business and the Environment provides a platform for gener-
ating, incubating and launching innovative action at the intersection of business
and the environment. The Center joins the strengths of two world-renowned
graduate schools—the Yale School of Management and the Yale School of
Forestry & Environmental Studies—together with an extensive network of internal
and external thought leaders at the business- environment interface. Driven by
student interest, we develop partnerships with a wide range of actors across
Yale (students, faculty, staff) and in the professional world (alums, companies,
NGOs, governments). Our work covers finance, entrepreneurship, marketing,
operations, and strategy on issues involving energy, water, carbon, food, natural
areas and society.
www.cbey.yale.edu
About Patagonia, Inc
Founded by Yvon Chouinard in 1973, Patagonia is an outdoor apparel company
based in Ventura, California. A Certified B Corporation, Patagonia’s mission is to
build the best product, cause no unnecessary harm, and use business to inspire
and implement solutions to the environmental crisis. Since 1985, Patagonia has
dedicated 1 percent of sales each year to environmental causes.
Cover image: Tuckerman & Co creates classic workwear that is made to last
and better for people and the planet. Wherever possible, Tuckerman & Co.
uses less harmful materials over their conventional counterparts. Tuckerman
& Co. is a Certified B Corporation. Photo credit Stephen Faust.
1
We live in a time of social and environmental crisis, with a disturbing—and
destabilizing—degree of income inequality that creates anxiety for all but the
most economically secure. Even the affluent cannot be spared anxiety about
the planet. According to E. O. Wilson, we have a 35-year window to learn how
to adapt to climate change and prevent the conversion of nature into universal
desert. To put things right will require an unprecedented level of cooperation and
civic engagement on the part of human beings. We will need responsive govern-
ment; strong, engaged NGOs and nonprofits; and socially and environmentally
responsible businesses to produce our goods and services.
More than ever we need more Certified B Corps and Benefit Corporations—and,
at the very least, companies that hold to similar principles.
It is not enough for business to simply make incremental improvements and use
resources more efficiently. In these times, every business should have a legit-
imate, clearly defined purpose. Each business must justify to its stakeholders
the legitimacy of its products or services through the lens of their social and
environmental costs. Every business should actively benefit its employees, cus-
tomers and communities—and work effectively to minimize its adverse impact on
nature. B certification and/or incorporation gives us the common tools we need
to assess the positive and negative impacts of our practices, make and measure
improvements, and share what we learn.
This guide serves as a comprehensive tool for those deciding whether (or how
and when) to become a Certified B Corp and/or Benefit Corporation. It is telling
that the author, Abigail Barnes, first undertook this project while thinking through
these questions for her own start-up. Now she
shares with other entrepreneurs the clarity she
initially sought for herself.
The challenge I would pose to the reader is to
get past as quickly as possible the question of
whether to become a B Corp and on to the how
and when. This guide maps the way.
Vincent Stanley
DIRECTOR OF PHILOSOPHY, PATAGONIA
FOREWORD
2
So you’ve decided you want to be more
than just a company. You want to have
a positive impact on society, promote
corporate social responsibility, and use
the power of business for higher purposes
of social good. Now you’re wondering
how this whole process works. Don’t
worry, we’ve got you covered.
The information in this article does not constitute legal
advice and is offered for informational purposes only.
Is B Certification or Benefit
Incorporation the Right
Decision for Your Company?
To B or Not to B: The Pros
and Cons of Becoming a
Certified B Corporation or
Benefit Corporation
You’re Past Debating: Tell Me
How the ProcessWorks
The Unchartered Legal
Landscape of the
BenefitCorporation
Additional Resources
Endnotes
CONTENTS
04
07
10
12
14
15
Is B Certification or Benefit Incorporation
the Right Decision for Your Company?
B-Corp
This guide will help you navigate whether going “B” is a good fit for
your business and how to go about securing the designation.
To start, you’ll want to answer four questions:
1
2
3
4
Do you want to be a Benefit Corporation,
a Certified B Corporation, or both?
Do you qualify as a Certified B Corporation
or a Benefit Corporation?
Do you have sufficient resources
and manpower?
Is your board on board?
4
AN ENTREPRENEUR’S GUIDE TO CERTIFIED B CORPORATIONS AND BENEFIT CORPORATIONS
1
DO YOU WANT
TO BE A BENEFIT
CORPORATION,
A CERTIFIED B
CORPORATION,
OR BOTH?
There are two types of “B” entities, and they are
often (mistakenly) used interchangeably. The first is
the Benefit Corporation. The second is the Certified
B Corporation.
1
You can be either or both.
Benefit Corporation
A Benefit Corporation is an incorporating structure
similar to a C-Corp, sole proprietorship, partnership,
or LLC. Unlike these other entities, however, a
Benefit Corporation must consider the impact of its
business decisions on all stakeholders—not just
shareholders or members
2
—while creating a mate-
rial positive impact on society and the environment.
It is well accepted that corporate directors have a
fiduciary obligation to their shareholders. Over the
past few decades, corporate America has inter-
preted this obligation to mean profit maximization.
Known as the doctrine of shareholder primacy, this
ideology has become a pillar of modern business
practice. Under this theory, shareholder interests
stand superior to those of other stakeholders—
a view that stems mostly from a few seminal
lower court decisions and economists like Milton
Friedman, whose famous article on this topic in
the 1970s heavily influenced corporate America.
3
Many scholars disagree with this theory, saying that
it is more of a trend than a legal doctrine.
4
They
would argue that case law does not necessarily
support shareholder primacy, and that emphasizing
short-term profit and prioritizing shareholder value
undermines the long-term health of the business
and erodes the social and environmental health of
the communities in which they operate. Still others
believe that the theory only extends insofar as
it involves the sale or hostile takeover of public
corporations—in other words, a publicly traded
company must sell to the highest bidder and cannot
cite social mission or the environment as a defen-
sive strategy for taking a lower bid.
While the answers to these questions remain
unclear, Benefit Corporations have emerged largely
in response to the doctrine of shareholder primacy,
affording legal protection to companies that esteem
social and environmental values over shareholder
returns.
5
The trend has taken off since the first
states passed Benefit Corporation legislation in
2010, and 31 states have since followed suit.
6
To become a Benefit Corporation, a company must
add language to its charter and articles of incorpo-
ration requiring consideration of all shareholders
and non-financial interests—e.g., community,
environment, employees and customers—when
making business decisions. Most states require
only that the company provide a “general public
benefit,” which is broadly defined as a “material
positive impact on society and the environment,
taken as a whole, as assessed against a third-party
standard, from the business and operations of a
benefit corporation.” Other states require that the
company create a specific benefit—e.g., improve
the local education system—although this latter
requirement is optional in most states.
8
Because
these definitions are rather vague, it is often the
third-party standard-setter (usually B Lab’s Impact
Assessment) that determines whether a company
has satisfied either a general or specific benefit—
although notably there is no minimum performance
requirement to incorporate as a Benefit Corporation
(unlike with certification).
9
In theory, adding this benefit language to a com-
pany’s incorporating documents should afford the
company greater legal protection when making
decisions consistent with its social mission—even
when those decisions undermine shareholder
profits. For example, if a company were to reject an
unsolicited tender offer for reasons related to the
company’s social mission, or forfeit short-term profit
gains in exchange for long-term value, the company
should theoretically be immunized from a share-
holder suit or other legal repercussions.
But things get fuzzy when examining how much
legal protection this language provides.
First, not all states recognize Benefit Corporations,
and the incorporating statutes for states that rec-
ognize Benefit Corporations vary. This is important.
If you’re wondering whether your state recognizes
these designations, charts summarizing the statutes
and policies for each state are available here and
here.
10
Second, states that do not recognize Benefit
Corporations may have constituency statutes. These
permit consideration of other stakeholders, whereas
Benefit Corporations require consideration. In effect,
the Benefit Corporation took constituency statutes
to the next level, breathing new life, legitimacy, and
form into the values espoused under the constitu-
ency statute.
But in states that neither recognize Benefit
Corporations nor have constituency statutes, the
case is tougher.
11
Ultimately, the extent to which
the“B” structure affords a company legal protection
remains unclear. For a more detailed legal discus-
sion, see Section IV.
Certified B Corporation
The second form of “B” designation
is the Certified B Corporation.
B certification is the functional
equivalent of Rainforest Alliance,
LEED, or Fair Trade labels. Notably, you do not
need to be a Benefit Corporation to become a
Certified B Corporation, although you may need to
become a Benefit Corporation to remain a Certified
B Corporation.
To become certified, a company must apply to
B Lab—the nonprofit organization that created
the designation. B Lab independently evaluates
all applicant companies through the B Impact
Assessment. This survey looks at a range of metrics
in the following four categories to benchmark a
company’s social and environmental impact com-
pared to other businesses:
• Measurable Social Performance
• Accountability
• Transparency
• Measurable Environmental Performance
Across these criteria, companies are rated on
a scale of 0 to 200 based on factors like energy
efficiency, employee benefits, and corporate
transparency. A company’s score determines
whether it qualifies for Certified B Corporation.Only
companies with a score of 80 or higher are eligible.
Once approved, companies must recertify every
two years. B Lab also requires that Certified B
Corporations modify their governing documents to
shareholders
community
environment
employees
A Benefit Corporation is an
incorporating structure similar
to a C-Corp, sole proprietorship,
partnership, or LLC.
B certification is the functional
equivalent of Rainforest Alliance,
LEED, or Fair Trade labels.
B
5
AN ENTREPRENEUR’S GUIDE TO CERTIFIED B CORPORATIONS AND BENEFIT CORPORATIONS
allow directors to consider stakeholders besides
shareholders in company decision-making. In
states that recognize Benefit Corporations, com-
panies must incorporate as one within two years
of becoming a Certified B Corporation to retain
certification. For states that newly recognize Benefit
Corporations, a Certified B Corporation is generally
given four years from the effective date of the
legislation to incorporate. Check here to see what
your state requires.
12
In states without a constituency statute, or formal
recognition of Benefit Corporations, the company
need not amend its incorporating materials; instead,
the company must enter into an agreement with B
Lab to consider all stakeholders to the maximum
extent permissible by law.
13
Whether this act has
any legal reach remains to be seen, and so this
agreement appears largely symbolic.
2
DO YOU QUALIFY
AS A CERTIFIED
B CORPORATION
OR A BENEFIT
CORPORATION?
To become a Certified B Corporation, the company
must be for-profit (non-profits and government
agencies do not qualify).
14
The company must also
have been in operation for at least 12 months to
acquire full certification status, although no revenue
is required.
15
B Lab has introduced a temporary
certification track for “start-ups,” defined as a
company that has been in operation for less than
12 months. This temporary track allows “start-ups”
to have “pending” certification status.
16
Geography
is also immaterial - any private business anywhere
in the world can become certified.
17
And to be
clear,acompany may be incorporated as a C-Corp
in Delaware and be a Certified B Corporation—
just as any C-Corp can also be Rainforest
AllianceCertified.
The process of incorporating—or reincorporat-
ing—as a Benefit Corporation is effectively the
same as it would be for most other corporate legal
structures (e.g., C-Corps or LLC). But, again, you
must incorporate in a state that recognizes the
BenefitCorporation.
18
3
DO YOU HAVE
SUFFICIENT
RESOURCES AND
MANPOWER?
It’s important to consider the resources and financial
investment associated with a B designation.
Certified B Corporation
Fees: Annual payments range from $500 to
$50,000, depending on the company’s earnings.
19
If the company’s revenue is below $2m, the
annual fee is $500. Fees increase commensurate
withrevenue.
20
Actions Required: To successfully complete the
B Impact Assessment requires paperwork and
staff-time—and a score of 80 or higher out of 200
on the B Impact Assessment. Companies must also
complete a Disclosure Questionnaire that considers
information involving “any sensitive practices,
fines, and sanctions related to the company or its
partners.”
21
To remain a Certified B Corporation, a
company must recertify every two years.
22
Benefit Corporation (Incorporating
or Reincorporating)
Fees: One-time payment between $70 and $200.
23
An attorney should be involved in this process,
and so legal costs may be incurred. Benefit
Corporations must also compile an annual report
that discloses the company’s environmental and
social impact. This process will require additional
resources.
24
Actions Required: The company must modify its
governing paperwork (e.g., articles of incorpora-
tion, bylaws) to comply with their state’s Benefit
Corporation statute. Companies must also submit
an annual report.
4
IS YOUR BOARD
ON BOARD?
The easiest time to carry out this process is
when you—the entrepreneur—are the sole board
member.
25
However, this likely means your busi-
ness is very young, and probably pre-revenue.
But assuming you qualify and choose to pursue
either designation, you will want to consider the
perspectives of the current (or future) board on a
mission-driven company. Don’t forget, they are
yourcurrent (or future) bosses.
Take Etsy, for example. Etsy is a rare breed in
that it is one of the few publicly traded Certified
B Corporations. And because it is incorporated
in Delaware, a state that recognizes Benefit
Corporations, Etsy is required under its certification
status to incorporate as a Benefit Corporation
within a set timeframe. It hasn’t yet. Etsy has until
August 2017 to make that decision—or four years
since the date Delaware began recognizing Benefit
Corporations—and it remains to be seen whether
itsboard will agree to the switch.
6
B
To B or Not to B: The Pros and Cons of
Becoming a Certified B Corporation
or Benefit Corporation
Before we outline the pros and cons, it helps to have some historical
context. Broadly stated, the B designation seeks to patch a market
failure. Specifically, the status quo of profit maximization isn’t working
for employee welfare, wages, the environment, or the overall health
of the US economy. Short-term profit maximization (“Short-Termism”)
is currently the name of the game, and many are skeptical as to
whether this is the appropriate measure of success.
The reason for skepticism? This so-called success often comes at a cost.
Prioritizing short-term shareholder profit can compromise a company’s long-term
value, as measured by profits, employee and customer loyalty, and positive
social impact.
How does the “B” designation change that? Well, there’s a difference between
Nike using recycled materials to create its attire and Nike becoming a Certified B
Corporation or Benefit Corporation. Namely, in the second case the company is
held to higher standards of accountability and transparency.
But as we’ll discuss, there are pros and cons, and entrepreneurs should
weigh both sides before becoming part of this market fix. You can’t be a “good”
company if you’re not a company at all.
7
AN ENTREPRENEUR’S GUIDE TO CERTIFIED B CORPORATIONS AND BENEFIT CORPORATIONS
PROS
Resiliency
One benefit of B certification is the resiliency of
the company’s corporate structure in the wake of
economic instability. B Lab reported that Certified
B Corporations were 63 percent more likely to
survive the 2008 recession than were companies
without the B designation.
26
Since then, Certified
B Corporations have demonstrated an annual
survival rate of 90-99 percent compared to the
69 percent average among small businesses
in the United States.
27
Benefit Corporations and
Certified B Corporations also tend to perform
better in the long term. Studies show that corporate
social responsibility (CSR) is linked to financial
success, and that mission-driven companies foster
employeejob satisfaction.
28
Brand Identification
In an era of “greenwashing” and misleading labels,
Certified B Corporations and Benefit Corporations
help consumers identify trustworthy companies.
The certification process and impact assessments
for B certification are highly standardized, thereby
holding companies to a high level of scrutiny and
ensuring accountability and transparency. For
Benefit Corporations, most states require that they
file and make public an annual benefit report.
29
These transparency requirements help separate
the “good” companies from those that merely have
good marketing departments.
Networking & Strategic Partnerships
If you become a Benefit Corporation or B certified,
you join the ranks of companies like Patagonia,
Etsy, Warby Parker, and New Belgium Brewing. To
date, there are nearly 4,000 Benefit Corporations
and 2,000 Certified B Corporations in existence.
30
Of the latter group, 130 industries and 50 countries
are represented.
31
According to CEOs of these com-
panies, one of the leading benefits of becoming a
Certified B Corporation is the network and strategic
business partnerships that stem from becoming
part of the B corporate tribe.
32
Generally, Benefit
Corporations are also regarded as part of the B
tribe, although they are not held to the same social
and environmental performance standards as their
certified counterparts.
Capital Attraction
The “B” designation attracts capital. Indeed, some
investors and groups are explicitly partial to
socially responsible businesses, with ever-greater
numbers of investors putting money in such compa-
nies.
33
Investors are watching the B trend closely,
aware of the market potential. According to JP
Morgan, the market for socially responsible invest-
ing is currently estimated between $400bn and
$1tn dollars, with the Millennial Generation unques-
tionably helping drive this growth.
34
In a recent
international survey, 67 percent of respondents said
they preferred to work for socially responsible com-
panies, and 55 percent were willing to pay premium
for products and services from companies that com-
mitted to having a positive social and environmental
impact.
35
Companies are accordingly aligning their
values with those of the Millennial Generation—the
fastest growing demographic group—to attract and
retain talent.
36
And as the purchase power of the
Millennial generation grows, the value of the “B
Corps” designation is only expected to increase.
Quality of Workforce
Engaged employees are 3.5 times more likely than
their unengaged counterparts to invest personal
time in innovation and company problem solving.
37
It may seem obvious, but employees work harder
if they care about their company’s work. It’s well
accepted that having low employee turnover saves
money and promotes a more skilled workforce.
On this front, B Lab lists employee engagement as
a metric on its Impact Assessment. Other metrics
include salary above minimum wage, wellness
initiatives, workforce diversity and benefits, to name
a few. By publishing these metrics, the company
opens itself up to scrutiny, but in so doing incentiv-
izes strong performance in these fields.
Certified B Corporations and Benefit Corporations
also attract talent. By 2025, Millennials will repre-
sent 75 percent of the workforce, and studies show
that a company’s purpose and mission play a sig-
nificant role in how Millennials choose employers.
38
Additionally, schools are creating incentives to
encourage graduates to work for mission-driven
companies. For example, the Yale School of
Management, NYU Stern School of Business, and
Columbia Business School all offer loan forgiveness
programs for students who work for Certified B
Corporations after graduation.
39
APPLY IT!
What would be the most
important benefits for
my company?
8
AN ENTREPRENEUR’S GUIDE TO CERTIFIED B CORPORATIONS AND BENEFIT CORPORATIONS
CONS
Heightened Level of Scrutiny
One drawback of the B designation—which could
also be construed as a positive—is heightened pub-
lic scrutiny. Some studies have shown that social
activists are more likely to target mission-driven
companies as bad actors than their mission-less
counterparts
40
—the rationale being that these com-
panies are holding themselves out as ethical and
moral pioneers, thereby inviting greater scrutiny.
Efforts to enhance a company’s reputation in corpo-
rate social responsibility (CSR) can ironically lead to
hostility from its biggest proponents. For example,
you may have read recently about the accusations
that Etsy is using a “Double Irish” corporate tax
structure to dodge US taxes.
41
The accusations,
which appear to be without merit, have nonetheless
created a PR headache at Etsy headquarters, a
Certified B Corporation and business leader in CSR.
Additional scrutiny can also come from within. A
shareholder of a Benefit Corporation owning 2
percent of the company can bring what’s called a
benefit enforcement proceeding if the company, its
directors, and/or its officers fail to follow the gen-
eral public benefit requirement.
42
This proceeding
can be used to compel a Benefit Corporation to
take specific action in furtherance of its general
or specific public benefit, and potentially force
the creation and/or publication of the company’s
benefit report.
43
While in theory these proceedings
ensure that company directors and officers adhere
to the benefit corporation statute’s standard of
conduct, to date no Benefit Corporation has been
involved in a benefit enforcement proceeding.
Additionally, perhaps in response to concerns of
added scrutiny, annual reporting compliance stands
at below 10 percent.
44
Further, unless the company’s
bylaws state otherwise, neither the board nor the
corporation is liable for monetary damages if a
company fails to carry out its requirements under
the benefit corporation statute.
45
Additional Resource Commitment
The amount of time and resources spent on
certification and/or incorporation depends on
severalfactors.
It can take months—and in some cases years—to
become a Certified B Corporation, and the amount
of time hinges heavily on whether a company
already had a system in place to measure its social
and environmental impact. If the company has been
in operation for a relatively long period of time, it
will have to spend more time gathering and compil-
ing documentation to corroborate responses in the
B Lab Impact Assessment. Regardless of the stage
of the company, certification will invariably add
some level of administrative work. It is important
for a company to assess whether it has sufficient
bandwidth to take on the additional work. On the
financial side, the fee directly corresponds with a
company’s annual revenue.
For Benefit Corporations, the process is relatively
straightforward: either file as a new entity, which
would require the same amount of time and
resources as filing for any other legal structure,
or the company must reincorporate as a Benefit
Corporation. The latter will likely take longer, and
will largely turn on how long the company has
existed and the legal costs associated with corpo-
rate restructuring.
Potential Threat to Near-Term
Shareholder Profit
If someone promised you either $1 million tomor-
row or $10 million in five years, which would you
choose? As an entrepreneur, your success is
constantly measured by how quickly you can turn
a profit and by the amount of profit you generate.
Investors care about exit strategy, timeline, finan-
cial projections and, ultimately, getting their money
(and then some) back.
Venture firms know that only about one in ten of
their investments—after vetting hundreds—will actu-
ally realize returns. For the gamble to work, they’re
generally looking for a quick exit and big multiples.
If only this math worked out for the American econ-
omy, the environment, and social good. It turns out
that this approach doesn’t translate into corporate
social responsibility. In fact, it promotes the oppo-
site behavior—think outsourcing jobs, lower wages,
and lower quality goods.
Say you decide that your cost of goods needs to
be higher in order to afford paying your employees
a living wage, and you know your product will
still thrive, but the increase may cut into investor
margins. Will your investors support this decision?
Maybe you decide that foregoing higher margins
will result in a better product, happier workers,
and the company’s long-term success. These are
important questions for entrepreneurs to consider,
as they involve managing investor expectations
and communicating why thinner margins in certain
cases are a smarter business decision.
APPLY IT!
What potential challenges
could my company face?
9
You’re Past Debating:
Tell Me How the Process Works
B Corp Certification
STEP 1: B Lab Impact Assessment
STEP 2: Assessment Review Call
STEP 3: Supporting Documentation
STEP 4: Amend Articles of Incorporation
STEP 5: Sign Declaration of Interdependence
STEP 6: Ongoing Requirements
Benefit Corporation
STEP 1: Make Sure Your State Recognizes Benefit
Corporations
STEP 2: Articles of Incorporation & Accompanying
Paperwork
STEP 3: Annual Reporting Requirements
10
AN ENTREPRENEUR’S GUIDE TO CERTIFIED B CORPORATIONS AND BENEFIT CORPORATIONS
language to have any legal significance, the incor-
porating state must either recognize the Benefit
Corporation or have a constituency statute—
ideally both. In states without either, this language
is largely symbolic.
STEP 5: Sign Declaration of
Interdependence
The final step in becoming a Certified B Corporation
is signing a three-page pro forma document that
consists of a Term Sheet and the Declaration
of Interdependence. This document details the
conditions and expectations of certification, with an
emphasis on the underlying purpose of becoming
certified. For acopy of the document, click here.
STEP 6: Ongoing Requirements
The company must pay the annual certification
fee—based on annual revenue—and recertify
every two years. Additionally, companies must
maintain and update the company’s supporting
documentation, as B Lab randomly selects 10
percent of Certified B Corporations for an annual
on-site annual inspection.
49
Certified B Corporations
must maintain a public profile on B Lab’s website,
but need not submit an annual report—unlike
BenefitCorporations.
B CORP
CERTIFICATION
Any private company can become B Corporation
certified, anywhere in the world. To date, there
are Certified B Corporations in 50 countries world-
wide.
46
The B trend has been catching on quickly,
both domestically and abroad.
Below is a general overview of how the certification
process works.
STEP 1: B Lab Impact Assessment
An evaluation comprised of 180 – 200 questions—
with some questions weighted more heavily than
others—is administered to determine the compa-
ny’s social and environmental impact. You will
need to score 80 out of a possible 200 points to
becomecertified.
STEP 2: Assessment Review Call
A B Lab staffer will get in touch with your company
to verify the accuracy of your responses on the
assessment.
STEP 3: Supporting Documentation
The company will be asked to provide sup-
porting documentation for 8 to 10 randomly
selected responses on heavily weighted
questions.Companies are also asked to fill out
the Disclosure Questionnaire which examines
thecompany’s litigation history among other
areasofpotentialconcern.
47
STEP 4: Amend Articles of
Incorporation
The company must then amend its articles of incor-
poration with language that allows the company’s
directors to consider the impacts of any business
decision on all stakeholders and reflect the com-
pany’s mission-driven commitment. In most states,
companies have one year following certification
to amend their articles of incorporation.
48
For this
B
BENEFIT
CORPORATION
B Lab offers guidance on how to incorporate
for each state here. Because the process varies
depending on the state you file in, the three-step
process outlined below should be used as a sup-
plemental guide and overview of how the process
generally works.
STEP 1: Make Sure Your State
Recognizes Benefit Corporations
Click here to find out.
STEP 2: Articles of Incorporation &
Accompanying Paperwork
If you are creating a new entity, you are going to
approach this process in the same way you would
any other entity. However, you would need to
include language stating that the purpose of the
corporation is to create a general public benefit,
and/or a specific public benefit, depending on the
state in which you’re incorporating. Some states,
like Connecticut and Oregon, have made the
process incredibly easy, and allow entrepreneurs
to simply check a box on the incorporation forms
to elect Benefit Corporation status. If you are an
existing entity, you would amend your governing
documents (e.g., articles of incorporation and
bylaws) accordingly. To see what the model Benefit
Corporation language looks like, click here.
STEP 3: Annual Reporting
Requirements
In most states, Benefit Corporations are required to
publish an annual Benefit Report, which provides
information about the company’s social and
environmental impact. This report must include the
results of a third-party assessment of the compa-
ny’s social and environmental impact, though not
necessarily the B Lab standard. Unlike the reports
of Certified B Corporations, Benefit Corporation
reports do not require that a specific third-party
standard be applied, and Benefit Corporations are
also not subject to third-party audit or review.
50
This distinction in reporting requirements is one of
the leading distinctions between certification and
incorporation. Certified B Corporations, alternatively,
must comply with the B Lab Impact Assessment. With
the exception of Delaware, Benefit Corporations
must make these reports publicly available.
51
And
as previously noted, annual reporting compliance of
Benefit Corporations is below 10 percent.
52
APPLY IT!
Steps for B Corp Certification
1. B Lab Impact Assessment
2. Assessment Review Call
3. Supporting Documentation
4. Amend Articles of Incorporation
5. Sign Declaration of
Interdependence
6. Ongoing Requirements
Steps for Benefit Corporation
1. Make Sure Your State Recognizes
Benefit Corporations
2. Articles of Incorporation &
Accompanying Paperwork
3. Annual Reporting Requirements
11
The Unchartered Legal Landscape
of the Benefit Corporation
Unlike most business entities, the Benefit Corporation is relatively
new, and so the law surrounding these nascent structures is not well
established. As a result, the extent to which the B designation and
constituency statutes can preserve a company’s social mission is
unclear. This section summarizes the current state of the law to better
present the legal landscape when it comes to running a Certified B
Corporation or Benefit Corporation.
To start, let’s first discuss the Business Judgment Rule. Every entrepreneur
should know this rule, as it is a well-established legal standard in corporate law.
This rule affords corporate directors protection against liability if they make an
informed decision in good faith that they believe is in the best interest of the
company. That’s it, plain and simple.
Now the case law. Don’t start skimming—this is the good stuff.
How much legal protection do constituency and benefit corporation statutes
really afford? The four most instructive cases on this point are Unocal Corp. v.
Mesa Petroleum Co. (1985),
53
involving a hostile corporate takeover, Revlon, Inc.
v. MacAndrews & Forbes Holdings, Inc. (1986),
54
involving a corporate sale, and
eBay Domestic Holdings, Inc. v. Newmark (2010),
55
rejecting corporate culture
as a defense in refusing a company’s sale.
56
Finally there’s Dodge v. Ford
(1919),
57
which held that a “business corporation is organized and carried on
primarily for the profit of the stockholders.” But don’t get discouraged by
that language, or by the holdings in these cases, because this is how
the legal system works. Cases start in the lower courts and work their
way up through the higher state courts, then to the federal courts,
and finally Supreme Court. The law changes over time and Benefit
Corporations are very young.
12
AN ENTREPRENEUR’S GUIDE TO CERTIFIED B CORPORATIONS AND BENEFIT CORPORATIONS
First, all but one of these cases—Dodge v. Ford,
a Michigan case - came out of Delaware, a state
recognized as a leader in corporate law. As a
result, the Delaware decisions arguably have more
corporate legal clout than Dodge; but they’re all
still state courts decisions. And for those who need
a quick refresher, the case law of one state is not
binding in another state. It is also worth noting that
corporate law is largely a creature of the state, and
so the cases that will matter the most will likely
come out of state supreme courts.
LEADING CASE LAW
Unocal Corp. v. Mesa
Petroleum Co.
In Unocal, Mesa tried to purchase Unocal through a
hostile takeover, and Unocal said, Yeah no thanks,
we’d rather go with someone else. Mesa sued. No
shock there. From this case, the court created a
two-part test for hostile takeovers, which is relevant
for Benefit Corporations. Under the Unocal test, a
board must 1) have reasonable grounds to believe
that a danger to its corporate policy and effec-
tiveness exists; and 2) that any defense measure
adopted is proportionate to the threat posed. The
court further added that during hostile takeovers,
corporate directors have an “enhanced duty” under
the business judgment rule to show that a compa-
ny’s actions are in furtherance of the company’s
welfare. That’s the Unocal test.
Revlon, Inc. v. MacAndrews &
Forbes Holdings, Inc
In Revlon, the courts basically said, Once the com-
pany is for sale, take the highest bid. In this case,
the court accused the seller of “playing favorites,”
holding that “market forces must be allowed to
operate freely to bring the shareholders the best
price available for their equity.” You’re probably
thinking, Benefit Corporations are doomed. Not
so fast. When Revlon was decided in Delaware,
the state had neither a constituency statute nor a
benefit corporation statute in place. If they had,
theoutcome may have been different.
eBay Domestic Holdings, Inc.
v. Newmark
Both Revlon and Unocal are relatively old cases,
and new case law is generally more representa-
tive of the legal landscape, so let’s talk about a
more recent one. This case comes out of a lower
Delaware court (Court of Chancery) than the prior
two, and so it doesn’t carry as much legal weight,
but it’s out of a Delaware court nonetheless. In
eBay Domestic Holdings, Inc. v. Newmark (Del
2010), eBay sued craigslist. eBay, a minority
shareholder, wanted to acquire greater control
of craigslist. Craigslist blocked the tackle. In its
defense, craigslist said that eBay’s additional con-
trol “would fundamentally alter craigslist’s values,
culture, and business model, including departing
from [craigslist’s] public-service mission in favor
of increased monetization of craigslist.” The court
applied the Unocal standard and concluded that a
company’s unique corporate culture, by itself, fails
the test. However, they kept the door ajar, noting
that there may be “instances in which the law might
recognize as valid a perceived threat to a ‘corpo-
rate culture’ that is shown to be palpable (for lack
of a better word), distinctive and advantageous.”
No court decisions have further defined protected
corporate cultures or what this threat to corporate
culture would look like.
Unilever and Ben & Jerry’s
Finally, back in 2000 Unilever sought to acquire
Ben & Jerry’s. Unilever was the highest bidder,
and ultimately acquired Ben & Jerry’s in that year
for $326 million. Had Ben & Jerry’s decided to
instead sell to a lower bidder whose interests and
corporate values perhaps better aligned theirs, a
protracted legal battle would have likely ensued.
Given the choice between spending your first years
of retirement in a courtroom, versus kicking it back
in the foothills of Vermont eating Chunky Monkey,
you’d probably take the latter option too. And
despite Vermont having a constituency statute at
the time, the decisions in Unocal and Revlon were
not favorable to Ben & Jerry’s case. Their lawyers
likely advised them to take the highest bid. It’s
certainly possible, however, that Ben & Jerry’s could
have won the case on other legal arguments and
invoked Vermont’s constituency statute. Notably,
after Unilever’s acquisition, Ben & Jerry’s became a
Certified B Corporation.
58
Now, had Ben & Jerry’s rejected Unilever’s offer and
gone to court, the outcome of the case would have
shed more light on the question of how far compa-
nies can go to protect their social mission. It’s worth
pointing out that in this corporate bid a Goliath was
trying to buy a Goliath. But what about the Davids
of the world? They likely wouldn’t have the option
of fighting Unilever in court. And so the real legal
questions will likely follow from behemoths like
Walmart trying to purchase B-hemoths like Etsy.
Stay tuned.
13
AN ENTREPRENEUR’S GUIDE TO CERTIFIED B CORPORATIONS AND BENEFIT CORPORATIONS
There is a considerable amount of misinformation out there on Benefit
Corporations and Certified B Corporations. For this reason, we’ve put together
a curated list of reading materials (in no particular order) for those that want to
dig deeper. Many of these materials were used to complete this guide.
• ElizabethSchmidt, Nonprofit Law: The Life Cycle of the Charitable
Corporation, 2nd Edition (Wolters Kluwer 2016).
• J. Haskell Murray, Social Enterprise Innovation Delaware’s Public Benefit
Corporate Law, Harvard Business Law Review, available at http://www.hblr.
org/wp-content/uploads/2014/10/4.2-3.-Murray-Social-Enterprise-Innovation.
pdf (2014).
• Benefitcorp.net
• Model Benefit Corporation Act (June 2014).
• Lynn Stout, The Shareholder Value Myth: How Putting Shareholders First
Harms Investors, Corporations, and the Public (Berrett Keohler 2012).
• Ryan Honeyman, The B Corp Handbook: How to Use Business as a Force for
Good, (Berrett Keohler 2014).
• Milton Friedman, The Social Responsibility of Business is to Increase its
Profits, NY Times (Sept. 13, 1970).
• Leon Neyfakh, Is ‘Shareholder Value’ Bad for Business?, Boston Globe (Aug.
3, 2014).
• Michael Porter and Mark Kramer, Creating Shared Value, How to Reinvent
Capitalism and Unleash a Wave of Innovation and Growth, Harvard Business
Review (Jan-Feb 2011).
• Courtney Emerson, Delaware’s Public Benefit Corporations: Comparative
Analysis and Fiduciary Duties, SSRN (December 2013).
• J. Haskell Murray, An Early Report on Benefit Reports, SSRN (October 2015).
• eBay Domestic Holdings, Inc. v. Newmark, 16 A.3d 1 (Del. Ch. 2010).
• Revlon, Inc. v. MacAndrews & Forbes Holdings, Inc. 506 A.2d 173 (Del. 1986)
• Unocal Corp. v. Mesa Petroleum Co., 493 A.2d 946 (Del. 1985).
• Dodge v. Ford Motor Company, 170NM 668 (Mich. 1919).
ADDITIONAL RESOURCES
About the author
Abi Barnes is the CEO & Co-Founder of Allergy Amulet, Inc. She has written
extensively on social, political, and environmental issues, and has been pub-
lished in several well-known periodicals and academic journals, including The
Atlantic and Forbes. She is a graduate of Vermont Law School, the Yale School
of Forestry & Environmental Studies, and Kenyon College.
Photo taken in front of the Chouinard Equipment blacksmith shop, where
Patagonia first took root.
Acknowledgements
A special thanks to Patagonia, the Yale Center for Business and the
Environment, Vincent Stanley, Stuart DeCew, Cassandra Walker Harvey,
Joshua Galperin, Todd Cort, Betsy Schmidt, and James Woulfe.
The graphic design was created by Henk van Assen, Senior Critic at Yale
University School of Art, together with KellyBryan and Igor Korenfeld,
Designers at HvADesign.
14
AN ENTREPRENEUR’S GUIDE TO CERTIFIED B CORPORATIONS AND BENEFIT CORPORATIONS
ENDNOTES
1. There are various derivatives of
the Benefit Corporation, although they
are sometimes used interchangeably,
including: Public Benefit Corporation
(Delaware, Colorado), Social Purpose
Corporation (Washington, Florida,
California), and Benefit LLC (Maryland).
2. Owners of corporations are called
shareholders, whereas owners of LLCs
are called members.
3. Milton Friedman, The Social
Responsibility of Business is to Increase
its Profits, N.Y. Times (Sept. 13, 1970).
Friedman’s work also contributed heavily
to the “Chicago School of Economics”
movement, which rejected Keynesian
economic thought and emphasized free
market principles.
4. For a more in-depth discussion on
this countervailing position, see Lynn
Stout, The Shareholder Value Myth:
How Putting Shareholders First Harms
Investors, Corporations, and the Public
(2012).
5. The legal predecessor to the
Benefit Corporation is the constituency
statue, which has been around for
decades. Most constituency statutes
were introduced into law in the 1980s in
response to the corporate merger and
acquisition craze. Constituency statutes,
while varying in scope, state that cor-
porations may consider stakeholders’
interests other than shareholders in
company decision-making. Notably,
such decision-making was arguably
permissible under a separate legal the
Business Judgment Rule before constit-
uency statutes emerged. The Business
Judgment Rule is a long-standing legal
standard where courts will make the
presumption that corporate directors
have acted on an informed basis, in
good faith, and in the honest belief
that the action taken was in the best
interest of the company. Constituency
statutes took this rule to the next level,
affording corporations greater legal
protection when considering stakehold-
ers’ interests before shareholder profit in
corporatedecisions.
6. The country of Italy also recognizes
Benefit Corporations. State by State
Status of Legislation, BenefitCorp.Net,
http://benefitcorp.net/policymakers/
state-by-state-status (last visited Oct.
23, 2016); Italian Parliament Approves
Benefit Corporation Legal Status,
BCorporation.EU, http://bcorporation.eu/
blog/italian-parliament-approves-bene-
fit-corporation-legal-status (last visited
January 26, 2017).
7. How Do I Create General Public
Benefit, BenefitCorp.Net, http://
benefitcorp.net/businesses/how-do-i-cre-
ate-general-public-benefit (last visited
June 18, 2016).
8. Only Delaware and Colorado require
that a company identify a “specific ben-
efit.” In Minnesota, companies have the
option of electing to be a General Public
Benefit Corporation or a Specific Benefit
Corporation—and the trend appears to
be towards the latter.
9. Certified B Corporations must
satisfy B Lab’s third-party standard,
whereas Benefit Corporations can
satisfy any third-party standard, but it
is not required—this requirement varies
by state. It is worth noting that with
respect to Benefit Corporations, B Lab’s
model legislation states as follows:
“Government has no role in determining
whether a selected third party standard
is acceptable or whether the benefit cor-
poration has met its benefit corporation
purpose to create a material positive
impact; Benefit [C]orporations are not
required to adopt a specific third party
standard; and Benefit [C]orporations are
not required to be audited or certified by
any third-party standards organization.”
How Do I Pick a Third-Party Standard?
BenefitCorp.Net, http://benefitcorp.net/
businesses/how-do-i-pick-third-party-
standard (last visited June 29, 2016).
10. J. Haskell Murray, Corporate Forms
of Social Enterprise: Comparing the State
Statutes, https://papers.ssrn.com/sol3/
papers.cfm?abstract_id=1988556 (Jan.
15, 2015); Christopher Wirth, Benefit
Corporation Reporting Requirements,
Drinker, Biddle & Reath, LLP, http://bene-
fitcorp.net/sites/default/files/Benefit%20
Corporations%20Chart.pdf (June 10,
2015).
11. Corporation Legal Roadmap,
BCorporation.Net, https://www.
bcorporation.net/become-a-b-corp/how-
to-become-a-b-corp/legal-roadmap/
corporation-legal-roadmap (last visited
June 23, 2016) (noting that in states
where there is no constituency statute
or benefit corporation statute, “the best
[B Lab] can do [] is [] build the language
of the [Benefit Corp] legal framework
into your Term Sheet for B Corp
certification.”).
12. “[C]ompanies must elect benefit
corporation status within four years of
the first effective date of the legislation
or two years [] [after] initial certification,
whichever is later.” Id.
13. Id.
14. What are B Corps, BCorporation.Net,
https://www.bcorporation.net/what-are-b-
corps (last visited Nov. 21, 2016).
15. Steps for Start Ups, BCorporation.
Net, https://www.bcorporation.net/
become-a-b-corp/how-to-become-a-b-
corp/steps-start-ups (last visited Nov. 21,
2016).
16. Id.
17. Id.
18. Notably, if a company incorporates
in a state that recognizes Benefit
Corporations or has a constituency stat-
ute, but primarily carries out business in
another state and is subsequently sued
in that other state, the court would likely
follow the law of the state in which the
company incorporated, citing the “inter-
nal affairs” doctrine.
19. Benefit Corporations & Certified
B Corps, BenefitCorp.Net, http://
benefitcorp.net/businesses/benefit-corpo-
rations-and-certified-b-corps (last visited
Nov. 19, 2016); Certified B Corps & Benefit
Corporations, BCorporation.Net, https://
www.bcorporation.net/what-are-b-corps/
certified-b-corps-and-benefit-corpora-
tions (last visited Nov. 19, 2016).
20. Id; Term Sheet for B Corporations,
BCorporation.Net, available at https://
www.bcorporation.net/sites/all/themes/
adaptivetheme/bcorp/pdfs/2012_term_
sheet_non-constituencynon-benefitsub.
pdf (last visited Nov. 19, 2016).
21. Performance Requirements,
BCorporation.Net, https://www.
bcorporation.net/become-a-b-corp/
how-to-become-a-b-corp/performance-re-
quirements (last visited January 30,
2017).
22. Id.
23. Benefit Corporations & Certified B
Corps, supra note 19.
24. Notably, the compliance rate on
Benefit Corporation submitting this
annual report is less than ten percent.
See generally J. Haskell Murray, An Early
Report on Benefit Reports, SSRN (2015),
available at http://papers.ssrn.com/sol3/
papers.cfm?abstract_id=2682709.
25. LLCs, unlike C-Corps, are not
required to have a board of directors and
its management structure varies.
26. Ryan Honeyman, The B Corp
Handbook: How to Use Business as a
Force for Good, 16 (2014).
27. Dermot Hikisch, Values-based
Businesses Demonstrating Resilience,
TriplePundit.com, http://www.triplepundit.
com/podium/values-based-business-
es-demonstrating-resilience/ (Aug. 24
2013).
28. Cliff Zukin & Mark Szeltner, Net
Impact and Rutgers University, Talent
Report: What Workers Want in 2012;
Net Impact, available at https://www.
netimpact.org/sites/default/files/docu-
ments/what-workers-want-2012.pdf (May
2012); Eccles, Robert G. Ioannis Ioannou
& George Serafeim, The Impact of a
Corporate Culture of Sustainability on
Corporate Behavior and Performance,
Harvard Business School, available at
https://hbr.org/2016/03/founder-led-com-
panies-outperform-the-rest-heres-why
(2011).
29. Most states require that companies
make these reports publicly available—
only Delaware and Minnesota do not.
However, there is no penalty currently
for a company that fails to make its
report publicly available.
30. Find a Benefit Corporation,
BenefitCorp.Org, http://benefitcorp.
org/businesses/find-a-benefit-corp (last
visited June 26, 2016); BCorporation.Net,
https://www.bcorporation.net (last visited
Dec. 19, 2016).
31. Id.
32. Honeyman, supra note 25.
33. Benefit Corporations Raising Capital,
BenefitCorp.Net, http://benefitcorp.net/
benefit-corporations-raising-capital (last
visited June 18, 2016).
34. JP Morgan & Rockefeller
Foundation, Impact Investments: An
Emerging Asset Class, https://www.
rockefellerfoundation.org/report/
impact-investments-an-emerging-
asset-class/ (Nov. 29, 2010); Morgan
Stanley, Sustainability Through
the Eye of the Investor, http://www.
morganstanley.com/ms-articles/sus-
tainability-in-the-eye-of-the-investor/
(Feb.27, 2015).
35. James Woulfe & Emma Sifre, Social
Enterprise Law Working Group Policy
Recommendations & Explanations,
https://www.cga.ct.gov/ba/CTLCBL/docs/
Soc.%20Ent.%20Law%20Report.pdf.
36. Goldman Sachs, Report, available at
http://www.natcapsolutions.org/business-
case/GoldmanSachsReport_v2007.pdf
(2007).
37. Chris Zook, Founder-Led Companies
Outperform the Rest—Here’s Why,
Harvard Business Review, https://
hbr.org/2016/03/founder-led-compa-
nies-outperform-the-rest-heres-why
(March24,2016).
38. Big Demands and High Expectations:
The Deloitte Millennial Survey,
Deloitte, http://www2.deloitte.com/
content/dam/Deloitte/global/Documents/
About-Deloitte/gx-dttl-2014-millenni-
al-survey-report.pdf (January 2014).
39. Loan Forgiveness Program, Yale
School of Management, http://som.yale.
edu/programs/mba/admissions/financ-
ing-your-mba/loan-forgiveness; Loan
Assistance Program, NYU Stern School of
Business, http://www.stern.nyu.edu/sites/
default/files/assets/documents/2015%20
LAP%20Application%20FINAL.pdf; Loan
Assistance Program, Columbia Business
School, http://www8.gsb.columbia.edu/
socialenterprise/careers/loanassistance
(it is unclear why Benefit Corporation is
also not listed as a qualifying entity for
Yale or NYU—Columbia’s loan forgive-
ness program, alternatively, includes
“social purpose for-profit ventures or
businesses.”).
15
AN ENTREPRENEUR’S GUIDE TO CERTIFIED B CORPORATIONS AND BENEFIT CORPORATIONS
40. Jeff John Roberts, Nice Firms
Finish Last? Etsy Tax Woes Shows Why
Doing Good is a Drag, http://fortune.
com/2015/09/29/etsy-tax-woes/ (Sep. 29,
2016); Good Firms, Good Targets: The
Relationship Between Corporate Social
Responsibility, Reputation, and Activist
Targeting, SSRN, http://papers.ssrn.com/
sol3/papers.cfm?abstract_id=2079227
(June 1, 2012).
41. Alex Barinka & Jesse Drucker,
Etsy Taps Secret Irish Tax Haven and
Brags About Transparency at Home,
Bloomberg, http://www.bloomberg.
com/news/articles/2015-08-14/
etsy-taps-secret-irish-tax-haven-
and-touts-transparency-at-home
(Aug.12,2015).
42. ElizabethSchmidt, Nonprofit
Law: The Life Cycle of the Charitable
Corporation, 2nd Edition (Wolters
Kluwer2016).
43. Id. See generally J. Haskell Murray,
Social Enterprise Innovation: Delaware’s
Public Benefit Corporation Law, Harvard
Business Law Review, available
at http://www.hblr.org/wp-content/
uploads/2014/10/4.2-3.-Murray-Social-En-
terprise-Innovation.pdf (2014).
44. J. Haskell Murray, Understanding
and Improving Benefit Corporation
Reporting, http://www.americanbar.org/
publications/blt/2016/07/04_murray.html
(July 2016).
45. Murray supra note 43 at 362.
46. See generally Business as a Force
for Good, BCorporation.Net, https://
www.bcorporation.net (last visited June
29,2016).
47. Performance Requirements, supra
note 21.
48. Corporation Legal Roadmap, supra
note 11.
49. Performance Requirements, supra
note 21.
50. How Do I Pick a Third Party
Standard? BenefitCorp.Net, http://
benefitcorp.net/businesses/how-
do-i-pick-third-party-standard (last
visited Dec. 16, 2016); Frequently Asked
Questions, BenefitCorp.Net, http://bene-
fitcorp.net/faq (last visited June 27, 2016).
51. Id.
52. Murray supra note 43.
53. Unocal Corp. v. Mesa Petroleum Co.,
493 A.2d 946 (Del. 1985).
54. Revlon, Inc. v. MacAndrews & Forbes
Holdings, Inc. 506 A.2d 173 (Del. 1986).
55. eBay Domestic Holdings, Inc. v.
Newmark, 16 A.3d 1, 30 (Del. Ch. 2010).
56. Technically, this case involved block-
ing a minority shareholder in an effort
to prevent them from ever becoming a
majority shareholder and thereby con-
trolling corporate culture.
57. Dodge v. Ford Motor Company,
170NM 668 (Mich. 1919).
58. Ben & Jerry’s Joins the B Corp
Movement, http://www.benjerry.com/
about-us/b-corp (last visited Oct.
23,2016).
Notes
16