Key features of draft regulations on governance in SOEs in Pakistan

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Presentation by Mr Asad Ali Shah on Draft Regulations on Corporate Governance for State Owned Enterprises in Pakistan

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Key features of draft regulations on governance in SOEs in Pakistan

  1. 1. Governance of PSEs, issues and way forward By : Syed Asad Ali Shah
  2. 2. Presentation Outline • Need for Corporate Governance in Public Sector Entities • Global Financial Crisis , Sovereign Debt Crisis & balance sheet crisis • IFAC’s recommendations to G-20 • Public Sector Crisis in Pakistan • Major issues in governance of PSEs • Key Features of Draft Regulations on Governance of PSEs • Proposed Reforms / Recommendations
  3. 3. Need for Corp. Governance of SOEs• Major challenge in all economies• After decades of privatization, 2008 global crisis reversed the trend• Impact of Global Financial Crisis : increase in public debt from $ 23 Triln (2007) to $ 34 Trln (2010) or 48%• Sovereign Debt Crisis in Europe : highlights poor accountability, audit, financial management & overall governance in public sector; and NOT JUST in EUROPE.• Global Financial Crisis : Need for better govnce in Corp. Sector & better regulation.• Sovereign Debt Crisis : Need for better governance & financial management in in public sector• Sovereign Balance Sheet Crisis ?
  4. 4. There is more to a government’s financial position thansovereign debt• The sovereign balance sheet crisis is bigger than the sovereign debt crisis• Current indicators of public finance are insufficient
  5. 5. Indebtedness of 8 mature economies (2010)Country GDP (USD) Public Debt as % of GDP Total debt % of GDPUnited States $14.6 trillion 92.7 279Canada $ 1.6 trillion 81 276Japan $5.4 trillion 225.9 512Germany $3.3 trillion 75.3 278France $2.6 trillion 84.2 346United Kingdom $2.3 trillion 76.7 507Italy $2.0 trillion 118.4 314Spain $1.5.0 trillion 71 363
  6. 6. Most governments have negative net worthGovernment Assets minus liabilitiesAustralia – federal government negative 53 billion AUDCanada – federal government negative 519 billion CADUK – whole of government negative 1,211 billion GBPFrance – central government negative 1,956 billion EURUS – federal government negative 13,473 billion USDNetherlands – central government negative 14 billion EURNew Zealand – central government positive 95 billion NZD
  7. 7. IFAC recommendations to G-20 on public sector• The sovereign debt crisis and related government debt issues, potentially affecting many countries around the world, have caused instability in the global financial system. They remain a significant threat to global financial stability and are a cause for major concern for the G-20.• The failure of fiscal management in the public sector is widespread and has an economic impact that far exceeds the impact of losses incurred by corporate failures in the first decade of this century.• This crisis demonstrates that the policies chosen to address the global financial crisis may inadvertently have changed the nature of the problem, moving it from the corporate to the government sector.• In its most recent Insight Report on Global Risks, the World Economic Forum reported the results of a survey of 469 experts from industry, government, academia, and civil society, examining 50 global risks across five categories. It noted that the current most significant global economic risk is “chronic fiscal imbalances”.
  8. 8. IFAC recommendations to G-20 on public sector• However, the problems highlighted by the sovereign debt crisis include, but go much deeper than, the transparency and accountability of governments and poor public finance management and public sector financial reporting. The institutions for fiscal management are clearly deficient in many countries, and fail to create either the constraints or the incentives for governments to manage their finances in a manner that protects both the public interest and investors in government debt.• IFAC is of the view that what is needed is urgent and fundamental work to consider the nature of the institutional changes that are required to protect the public and to protect investors in government bonds.• It strongly encourages the G-20 to initiate such work through the FSB, making it explicit that it is seen as a critical part of the FSB’s role.
  9. 9. IFAC recommendations to G-20 on public sector• As noted in IFAC’s 2010 submission to the G-20, arrangements that might be considered as part of this work include: • High-quality and timely accrual-based financial reporting; • Audited financial statements released within six months of year end; • Budgeting, appropriations, and reporting on the same accrual basis; • Full transparency in fiscal positions ahead of general elections, ensuring that voters are fully informed; and • Limitations on deficit spending, or at least full transparency around the reasons for deficit spending and explanations of how, over an economic cycle, fiscal balance will be restored.
  10. 10. Need for good Corp. Governance of public sector• Inherent limitations public sector – Lack of private ownership reduces incentives for performance : ownerless organizations – Politicians not trained in governance, are mostly focused on short term fire fighting, rather than long-term sustainability – Either lack or excessive accountability – Lack of clarity of performance measures• Inherent limitations of private sector – Excessive Greed – Tax evasion
  11. 11. SOEs Crisis in Pakistan ADB report 2012 highlights public sector losses, as one of the major factors impeding growth. Annual losses of PSEs : Rs. 300 to 400 billion due to inapprop. governance, corruption, inefficiencies and inappropriate policy. Power Sector nearly Rs. 250 billion (resulting in huge circular debt), other PSEs include PIAC, Pakistan Steel, Pakistan Railways. Contrary to general impression, several profit making PSEs, such as two Ports, OGDC, PPL, PSO, SSGC, SNGPL, Insurance sector... However, even these may be incurring significant losses hidden in large inherent profitability due to monopolies. One major positive aspect of PSEs: their contribution to taxes. Source: http://www.thenews.com.pk/Todays-News-2-84780-Public-enterprises-become-white-elephants-with-Rs600-bn-annual-loss
  12. 12. Key Governance Issues in public sector• Inadequate Quality of Boards• Lack of ownership & accountability – Decision making extremely slow (lack of initiative) – Absence of reward and punishment system – Inappropriate accountability mechanisms• Lack of empowerment of the boards – CEO invariably appointed by the government and not by the Board – Several decisions require approval of Islamabad• Lack of transparency – Lack of policies on conflict of interest, anti-corruption, ethical code etc.• Corruption, Nepotism & “Undue political influence”• Inadequate levels of remuneration• Flawed structure : Secretaries / Ministers / Public representives on the Boards• Lack of merit in recruitment & over staffing
  13. 13. Estimated losses of PSEs in 2011 • Rs. in billion• PIAC 26• Railways 34• Pakistan Steel 12• Power Sector 250• Total 322
  14. 14. Profitable PSEs• OGDC • State Bank• PPL • National Bank• PSO • KPT• SSGC • Port Qasim• SNGPL • Civil Aviation Authority• PARCO • State Life Insurance• Government Holdings • National Insurance• Pakistan Security • Pakistan Reinsurance Printing Corporation
  15. 15. Key features of Draft Regulations on Governance of PSEs
  16. 16. • Comprehensive definition of “Independent• Definition of Director” Independent • Not in service of Pakistan Director • Largely consistent with Revised Code• Composition • Majority of the Board as Independent Directors. of the Board • Appointing authority / govt. and other shareholders, shall apply “fit and proper criteria”, in making nominations for election as Board members• Board Evaluation & • Annual Evaluation of the Board’s performance. Role • Chairman will take leadership of the process. • Policy formulation and oversight and not the approval of individual transactions unless they are of an extraordinary nature or large amounts
  17. 17.  Separation of Chairman and CEO  Chairman from Independent Directors  Responsibilities of Chairman• Separation  Leadership of the Board & ensuring its efficient & effective of working, setting its agenda Chairman  Ensuring all directors are enabled and encouraged to fully and CEO participate in the deliberations and decisions of the Board. and their  Should not be involved in day to day operations roles  Responsibilities of Chief Executive  Management under the oversight of the Board.  Implementation of strategies and policies approved by the Board  Making appropriate arrangements to ensure that funds and resources are properly safeguarded and used economically, efficiently and effectively in accordance with any statutory obligations.
  18. 18.  Exercise their powers and carry out their fiduciary duties• Directors to Act with a sense of objective judgment in the best interest of in the best the company. interest of the  This provision shall apply to all directors, including ex- Company (and officio directors. not for their  A director, once appointed / elected, shall hold office for nominating a period of three years in accordance with the provisions organizations) of the Ordinance, unless he resigns or is removed in accordance with the provisions of the Ordinance.• Security of tenure in line  Removal of a director should only take place, in the with law event of misconduct or substandard performance determined through a performance evaluation.• Provisions  Ensure that: apply to ex- officio directors  Obligations to all shareholders are fulfilled and they are as well duly informed in a timely manner of all material events through shareholder meetings and other communications.  Establish sound system of internal control
  19. 19.  “Code of Conduct” for directors, executive and• Board’s all employees, articulates acceptable and Responsibil unacceptable behavior. ities with  Communication throughout the company regard to including posting on the website. Code of  Adequate controls for the identification and Conduct redressal of grievances arising from unethical practices.  Nominate a committee, a Board member or senior Executive for investigating, where necessary, on a confidential basis, any deviation from the company’s code of ethics
  20. 20. • Directors and executives do not allow a conflict of• “Conflict of interest to undermine their objectivity and they do not Interest” use their position to further their personal interest. • Where actual or potential conflict of interest exists, there should be appropriate identification, disclosure and• “Anti- management of such conflict. • A “register of interests”, which shall be publicly available. corruption • Board shall develop and implement a policy on “anti- Policy” corruption” to minimize actual or perceived corruption in the company.• Related • Comprehensive requirements on related party transation party disclosure and approval by Audit Committee & Board in line with the requirements in the revised listed company transactions Code.
  21. 21. • Power of  Board shall exercise its power of: Appointment  Appointment, development and of CEO must succession of the Chief Executive officer be exercised using “fit & proper criteria” and other by the Board members of senior management.• Assessment & Monitoring  Board made responsible to assess and CEO’s monitor performance of CEO & Senior performance Management periodically, but at least once in a year, and hold them accountable for accomplishing objectives & goals.
  22. 22. • Board to  Formulate significant policies on: approve  Approval of annual report policies  Effective communication with stakeholders  Identification & monitoring of all significant risks  Procurement of goods & services  Health, safety & environment  Delegation of financial & other powers to executives• Policies on  Whistle blowing policy Corporate Social  Board Policies on: Responsibility  Corporate Social Responsibility initiatives & Expenditure including, donations, charities, contributions and on GoP other payments of a similar nature; directives  Where decisions are taken in fulfilling social objectives of the Government but which are not in the commercial interest of the entity, appropriate subsidy must be extended by the government.
  23. 23. • Quarterly Accounts to be prepared and approved by the• Annual Board. Report & • Annual report including annual financial statements be Interim placed on the website. • Monthly accounts, whether audited or otherwise, for Financial circulation amongst the Board members. Statements • Required to hold Orientation Courses : At least one• Orientation Orientation Course per year • Encouraged to have certification under an appropriate Courses director training/education program offered by any institution, local or foreign. • From June 30, 2012 to June 30, 2016 every year minimum one director shall acquire the said certification
  24. 24. • Formation of Board Committees, including Audit• Formation Committee, Risk Management Committee (for of Board financial sector), HR Committee & Procurement Committees committee. • Chaired by non-executive directors and the majority of their members should be independent. • Written terms of reference that define their duties, authority and composition. • Carry out their performance evaluation on annual basis and submit such assessment to the board. • Chairman of the board shall take leadership role in ensuring completion of such evaluation process.
  25. 25. • Appointment, remuneration and terms and conditions of the CFO, the company secretary and the CIA shall be• CFO and determined with the approval of the Board. Company Secretary • Can not be removed without Board Approval. • CFO & Company Secretary to attend all board meetings, except where matters relating to them are discussed. • Company Secretary : • Responsible for ensuring that Board procedures are followed, and that all applicable statutes and regulations and other relevant statements of best practice are complied with.
  26. 26. • A formal and transparent procedure for fixing the remuneration packages of individual directors. No director shall be involved in deciding his own remuneration.• Director’s • Remuneration Remuneration packages shall encourage value creation, and shall align their interest with the PSE. • Require prior approval of shareholders. • Sufficient to attract and retain directors needed to run the company successfully. • Shall not be at a level perceived to compromise their independence. • Annual report shall contain criteria and details of Remuneration of each director, including salary, benefits and performance linked incentives.
  27. 27. • Director’s report• Audit Committee • Requirements are largely similar to• Internal Audit Code for listed companies• External Audit• Compliance statement certified by external auditors
  28. 28. Proposed Reforms / Recommendations• Government needs to rethink and decide its policy: 1. Decide on “whether it is the business of the government to run the business?” 2. While most entities may be privatized in the long-run, it may be impractical to privatize all PSEs, as many PSEs may have strategic value & public interest to be retained in public sector. 3. Ownership of PSEs, containing the reasons for owning or controlling companies critical to Pakistan’s security and economic well being 4. Manage these investments on a sound commercial basis, separated from the Government’s function of policy making, market regulation or social obligations.
  29. 29. Proposed Reforms / Recommendations First phase  Corporate Governance Regulations (draft) for PSEs issued by SECP : be finalized and effectively enforced.  Cabinet to approve such requirements for SOEs, that are not companies as well.  Use of “Fit & Proper Criteria” for appointments of directors & CEO.  CEO appointment & accountable to the board. Second Phase  Stand alone law for SOEs with appropriate governance structure for implementation  Administrative & legal Framework for nomination, appointment, empowerment, accountability and remuneration directors of SOEs.
  30. 30. Thank You

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