MANAGEMENT         ANDBOARD GOVERNANCE  BY CA. SUMAT SINGHAL      HAR MANZIL          KARO HASIL     1
MANAGEMENT AND BOARD GOVERNANCEBOARD OF DIRECTORS• Obligation to constitute the Board of Directors which is  central to it...
MANAGEMENT AND BOARD GOVERNANCEMINIMUM AND MAXIMUM NUMBER OF DIRECTORS• Law should provide for minimum number of directors...
MANAGEMENT AND BOARD GOVERNANCERESIDENT DIRECTORS• Although the Board is collectively responsible for its  decisions irres...
MANAGEMENT AND BOARD GOVERNANCEAGE LIMIT FOR DIRECTORS• No age limit need to be prescribed as per the law. There  should b...
MANAGEMENT AND BOARD GOVERNANCEINDEPENDENT DIRECTORSNeed for Independent Directors• Bring independent judgment on issues o...
MANAGEMENT AND BOARD GOVERNANCENUMBER OF INDEPENDENT DIRECTORS• There should be sufficient number of non-executive board  ...
MANAGEMENT AND BOARD GOVERNANCENOMINEE DIRECTORS• Nominee directors appointed by an institution which has  invested in or ...
MANAGEMENT AND BOARD GOVERNANCEATTRIBUTES OF INDEPENDENT DIRECTORS Appointment of Independent directors should be made  b...
MANAGEMENT AND BOARD GOVERNANCEATTRIBUTES OF INDEPENDENT DIRECTORS Definition of Independent Director  “The expression ‘i...
MANAGEMENT AND BOARD GOVERNANCEATTRIBUTES OF INDEPENDENT DIRECTORS     • is not affiliated to any non-profit organization ...
MANAGEMENT AND BOARD GOVERNANCEATTRIBUTES OF INDEPENDENT DIRECTORSExplanation:For the purposes of above definition:a. “Aff...
MANAGEMENT AND BOARD GOVERNANCE‘MATERIAL’ TRANSACTIONSWhat parameters can be established for defining Material ?• The term...
MANAGEMENT AND BOARD GOVERNANCENUMBER OF DIRECTORSHIPS AND ALTERNATEDIRECTORS• The total number of directorship any one in...
MANAGEMENT AND BOARD GOVERNANCEQUANTUM OF DIRECTORS (INCLUDING MANAGER)REMUNERATIONISSUE Should the Act prescribe for limi...
MANAGEMENT AND BOARD GOVERNANCEDIRECTORS REMUNERATION• Decision on how to remunerate directors should be left to  the comp...
MANAGEMENT AND BOARD GOVERNANCESITTING FEE / REMUNERATION TO NON-EXECUTIVEDIRECTORS• The Company should also be able to de...
MANAGEMENT AND BOARD GOVERNANCEDISCLOSURE OF REMUNERATION• All type of companies should be required to disclose the  Direc...
MANAGEMENT AND BOARD GOVERNANCEAUDIT COMMITTEEConstitution of Audit CommitteeMandatory for Companies having Independent Di...
MANAGEMENT AND BOARD GOVERNANCEAUDIT COMMITTEE• Any recommendation of the Audit Committee, if overruled  by the Board, sho...
MANAGEMENT AND BOARD GOVERNANCESTAKEHOLDERS’ RELATIONSHIP COMMITTEE•   The Committee should take care of the grievances of...
MANAGEMENT AND BOARD GOVERNANCEREMUNERATION COMMITTEE• Any listed Company or any Company accepting deposits  shall constit...
MANAGEMENT AND BOARD GOVERNANCEDUTIES AND RESPONSIBILITIES OF DIRECTORS• Whether the duties of directors should be specifi...
MANAGEMENT AND BOARD GOVERNANCEDUTIES AND RESPONSIBILITIES OF DIRECTORSRECOMENDATION• The Law should include certain dutie...
MANAGEMENT AND BOARD GOVERNANCEVACATION OF OFFICE BY THE DIRECTORS•   Failure to attend Board Meetings for a continuous pe...
MANAGEMENT AND BOARD GOVERNANCELIABILITY OF INDEPENDENT / NON-EXECUTIVEDIRECTORS• A non-executive/independent director sho...
MANAGEMENT AND BOARD GOVERNANCEDIRECTORS AND OFFICERS (D&O) INSURANCE• Companies and their key directors / officers may mi...
MANAGEMENT AND BOARD GOVERNANCERIGHTS OF INDEPENDENT DIRECTORS  Independent / non-executive directors should be able to  •...
MANAGEMENT AND BOARD GOVERNANCERESIGNATION OF DIRECTORS•   Should the Act contain specific provisions regarding    resigna...
MANAGEMENT AND BOARD GOVERNANCERESIGNATION OF DIRECTORSCompanies Act, 1956 and Concept Paper•   Companies Act does not mak...
MANAGEMENT AND BOARD GOVERNANCERESIGNATION OF DIRECTORS• Resignation should be recognised as a right to be  exercised by t...
MANAGEMENT AND BOARD GOVERNANCERESIGNATION OF DIRECTORS• Provisions should be made that if the number of directors in  the...
MANAGEMENT AND BOARD GOVERNANCECELEBRITY DIRECTOR• Usually certain high profile individuals are appointed as  directors on...
MANAGEMENT AND GOVERNANCEMEETING OF DIRECTORS – RELATED ISSUES• The requirement of the Companies Act, 1956, (Section 285) ...
MANAGEMENT AND BOARD GOVERNANCEQUORUM FOR EMERGENCY MEETINGS • Notice of every meeting of the Board of Directors should be...
MANAGEMENT AND BOARD GOVERNANCEBOARD’S POWERS AND RESTRICTIONS THEREON• There should be a clear recognition of vital issue...
MANAGEMENT AND BOARD GOVERNANCECORPORATE STRUCTURE• Stakeholders / Board Looks forward to certain Key  Managerial Personne...
MANAGEMENT AND BOARD GOVERNANCECORPORATE STRUCTURE Following officers of the Company have been identified as  Key Manager...
MANAGEMENT AND BOARD GOVERNANCECORPORATE STRUCTURE•   The appointment and removal of the key managerial    personnel shall...
MANAGEMENT AND BOARD GOVERNANCECORPORATE STRUCTURECEO / CFO Certification of Internal Control   Internal controls as mand...
MANAGEMENT AND GOVERNANCEMEETINGS OF MEMBERS – POSTAL BALLOT Every company should be permitted to transact any item of  b...
MANAGEMENT AND GOVERNANCEMEETINGS OF MEMBERS Electronic Voting : - Law should provide for an enabling  clause     for   v...
MANAGEMENT AND BOARD GOVERNANCEAGM IN SMALL COMPANIES• The requirement of holding an AGM may be dispensed with  in the cas...
MANAGEMENT AND BOARD GOVERNANCEHOW TO PROTECT INVESTORS OF A DELISTEDCOMPANY?• One buy back proposal to be mandated within...
MANAGEMENT AND BOARD GOVERNANCEGENERALTraining of Directors•   To enable all companies to access good quality managerial  ...
MANAGEMENT AND BOARD GOVERNANCEGENERALCorporate Governance Codes•   Law cannot specify corporate governance in its entiret...
MANAGEMENT AND GOVERNANCERELATED PARTY TRANSACTIONSDirector’s duty to disclose interest• Every director should be under ob...
MANAGEMENT AND GOVERNANCERELATED PARTY TRANSACTIONSPresent scenario• Present provisions of the Companies Act are director ...
MANAGEMENT AND GOVERNANCERELATED PARTY TRANSACTIONSRecommendation:• The scope of related parties needs to be widened to in...
MANAGEMENT AND GOVERNANCE RELATED PARTY TRANSACTIONSDisclosure of Related Party Transactions• Details of transactions of t...
MANAGEMENT AND GOVERNANCERELATED PARTY TRANSACTIONS      Certain Transactions in which Directors are  interested to take p...
MANAGEMENT AND GOVERNANCERELATED PARTY TRANSACTIONSEffect of Non-compliance / disclosureNon compliance of these provisions...
MANAGEMENT AND GOVERNANCERELATED PARTY TRANSACTIONSRestrictions on Loan to directors holding office orplace of profit by r...
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Management and board governance

  1. 1. MANAGEMENT ANDBOARD GOVERNANCE BY CA. SUMAT SINGHAL HAR MANZIL KARO HASIL 1
  2. 2. MANAGEMENT AND BOARD GOVERNANCEBOARD OF DIRECTORS• Obligation to constitute the Board of Directors which is central to its decision making and governance process of the company.• Board of Directors has to exercise strategic oversight over business operations.• Board has to ensure with the legal framework, integrity of financial and reporting systems.• To ensure proper and timely disclosures 2
  3. 3. MANAGEMENT AND BOARD GOVERNANCEMINIMUM AND MAXIMUM NUMBER OF DIRECTORS• Law should provide for minimum number of directors necessary for various classes of companies and to prescribe different minimum number for different categories of companies.• Limits prescribed in the Concept Paper are acceptable i.e 2 for Private company and 3 for Public Company.• For One Person Company the minimum limit should be only 1 director.• Limit of maximum number of directors should be decided by the company. Central Government approval will then not be required. 3
  4. 4. MANAGEMENT AND BOARD GOVERNANCERESIDENT DIRECTORS• Although the Board is collectively responsible for its decisions irrespective of its presence anywhere in the world, However, there should be some person on the Board of the Company who can be easily accessible for effective performance of law of land.• Every company should have atleast one resident director in India to ensure availability in case any issue arises with regard to the accountability of the Board. 4
  5. 5. MANAGEMENT AND BOARD GOVERNANCEAGE LIMIT FOR DIRECTORS• No age limit need to be prescribed as per the law. There should be adequate disclosure of age in the Company’s documents.• It should be the duty of the Director to disclose his age correctly.• In case of public company or a private company that is a subsidiary of public company, appointment of directors beyond a prescribed age (say 70 years), should be subject to a special resolution by the shareholders which should also prescribe his term.• Continuation as a Director above the age of 70 years, beyond such terms, should be subject to a fresh resolution. 5
  6. 6. MANAGEMENT AND BOARD GOVERNANCEINDEPENDENT DIRECTORSNeed for Independent Directors• Bring independent judgment on issues of strategy, performance, resources. Bring an element of objectivity to Board process in the general interest of the Company and to the benefit of minority interest and small shareholders.•  Independent directors bring in objectivity to the evaluation of performance of the board and management, increase the quality of board oversight and lesser possibility of damaging conflicts of interests.• Provide the assurance to all those dealing with the company that the board decisions will not be based on narrow vision.• They should play a positive role in protecting the interests of small/minority shareholders. 6
  7. 7. MANAGEMENT AND BOARD GOVERNANCENUMBER OF INDEPENDENT DIRECTORS• There should be sufficient number of non-executive board members capable of exercising independent judgement where there is a potential for conflict of interest.• The Board should include a balance of executive and non- executive directors (in particular independent non-executive directors).• The management and control of companies should remain with the promoters who take pains to bring the company into existence and to make it operative and profitable.• Minimum ONE-THIRD of the Board should be required to be independent for a company having significant public interest, irrespective of whether the Chairman is executive or non-executive and/or independent or not.• One third is an adequate number for ensuring a strong independent element on the Board. 7• In the first instance this requirement should be extended to
  8. 8. MANAGEMENT AND BOARD GOVERNANCENOMINEE DIRECTORS• Nominee directors appointed by an institution which has invested in or lent money to the company and directors appointed by the Government shall not be deemed to be independent directors as such nominees represented specific interests and could not, therefore, be correctly termed as independent. 8
  9. 9. MANAGEMENT AND BOARD GOVERNANCEATTRIBUTES OF INDEPENDENT DIRECTORS Appointment of Independent directors should be made by the Company from amongst persons, who in the opinion of the Company, are persons with: integrity, possessing relevant expertise relevant experience and who satisfy the below mentioned criteria for independence. 9
  10. 10. MANAGEMENT AND BOARD GOVERNANCEATTRIBUTES OF INDEPENDENT DIRECTORS Definition of Independent Director “The expression ‘independent director’ shall mean a non- executive director of the company who: • apart from receiving director’s remuneration, does not have, and none of his relatives or firms / companies controlled by him have, any material pecuniary relationships or transactions with the company, its promoters, its directors, its senior management or its holding company, its subsidiaries and associate companies which may affect independence of the director. For this purpose “control” should be defined in law; • is not, and none of his relatives is, related to promoters or persons occupying management positions at the board level or at one level below the board; 10
  11. 11. MANAGEMENT AND BOARD GOVERNANCEATTRIBUTES OF INDEPENDENT DIRECTORS • is not affiliated to any non-profit organization that receives significant funding from the company, its promoters, its directors, its senior management or its holding or its subsidiary company; • has not been, and none of his relatives has been, employee of the Company in the immediately preceding year; • is not, and none of his relatives is, a partner or part of senior management (or has not been a partner or part of senior management) during the preceding one year, of any of the following: i) the statutory audit firm or the internal audit firm that is associated with the company, its holding and subsidiary companies; and ii) the legal firm(s) and consulting firm(s) that have a material association with the company, its holding and subsidiary company. • is not, and none of his relatives is, a material supplier, service provider or customer or a lessor or lessee of the company, which may affect independence of the director; 11 • is not, and none of his relatives is , a substantial
  12. 12. MANAGEMENT AND BOARD GOVERNANCEATTRIBUTES OF INDEPENDENT DIRECTORSExplanation:For the purposes of above definition:a. “Affiliate” should mean a promoter, director or employee of the non-profit organisation.b. “Relative” should mean the husband, the wife, brother or sister or one immediate lineal ascendant and all lineal ascendants and all lineal descendants of that individual whether by blood, marriage or adoption.c. “Senior management” should mean personnel of the company who are members of its core management team excluding Board of Directors. Normally, this would comprise all members of management one level below the executive directors, including all functional heads.d. Significant Funding – should mean 25% or more of funding of the Non Profit Organization.e. “Associate Company” should mean a company which is an ‘associate’ as defined in Account Standard (AS) 23, 12 “Accounting for investments in associates in consolidated
  13. 13. MANAGEMENT AND BOARD GOVERNANCE‘MATERIAL’ TRANSACTIONSWhat parameters can be established for defining Material ?• The term material pecuniary relationship should be clearly defined for the purpose of Independent Director. ‘Materiality’ is relevant from the recipient’s point of view and not from that of the company.• 10% or more of recipient’s consolidated gross revenue / receipts for the preceding year should form a material condition affecting independence.• The independent director should make a self-declaration in format prescribed to the Board that he satisfies the legal conditions for being an independent director. Such declaration should be given at the time of appointment of the independent director and at the time of change in status.• Board should disclose in the Director’s Report that independent directors have given self-declaration and 13 that also in the judgement of the Board they are independent.
  14. 14. MANAGEMENT AND BOARD GOVERNANCENUMBER OF DIRECTORSHIPS AND ALTERNATEDIRECTORS• The total number of directorship any one individual may hold should be limited to a maximum of 15.• The number of alternate directorships should fall within the overall limit of directorships.• An individual should not be appointed as an alternate director for more than one director in the same company.• An alternate director may be allowed to be appointed for an independent director. However, such alternate director should also be an independent director. 14
  15. 15. MANAGEMENT AND BOARD GOVERNANCEQUANTUM OF DIRECTORS (INCLUDING MANAGER)REMUNERATIONISSUE Should the Act prescribe for limits (Quantum) for the remuneration?RECOMMENDATIONS Companies need to adopt remuneration policies that attract and maintain talented and motivated directors and employees so as to encourage enhanced performance of the company. It is important that there should be a clear relationship between responsibility and performance vis-a-vis remuneration, and that the policy underlying Directors’ remuneration be understood by investors. The emphasis is more on disclosures (both on quantity 15 and quality) rather than providing limits/ceilings world over.
  16. 16. MANAGEMENT AND BOARD GOVERNANCEDIRECTORS REMUNERATION• Decision on how to remunerate directors should be left to the company. However, this should be transparent and based on principles that ensure fairness, reasonableness and accountability.• It is important that there should be a clear relationship between responsibility and performance vis-a-vis remuneration, and that the policy underlying Directors’ remuneration be understood by investors.• The emphasis is more on disclosures (both on quantity and quality) rather than providing limits/ceilings world over.• There should be no overall ceiling on managerial remuneration and the issue of remuneration should be decided by the shareholders on taking into account the recommendations of remuneration committee. 16
  17. 17. MANAGEMENT AND BOARD GOVERNANCESITTING FEE / REMUNERATION TO NON-EXECUTIVEDIRECTORS• The Company should also be able to decide on remuneration to non-executive directors including independent directors. Such remuneration may be in the form of (a) sitting fees for board and committee meetings attended physically or participated electronically and / or (b) profit related commissions.• There need not be any limit prescribed to sitting fees payable to Non-Executive Directors. 17
  18. 18. MANAGEMENT AND BOARD GOVERNANCEDISCLOSURE OF REMUNERATION• All type of companies should be required to disclose the Directors’/Managerial remuneration in the Directors Remuneration Report as a part of the Directors Report.• The information in the Directors Remuneration Report may contain all elements of remuneration package of directors, including severance package and other details like Company’s policy on directors remuneration for the following year, performance graph etc. 18
  19. 19. MANAGEMENT AND BOARD GOVERNANCEAUDIT COMMITTEEConstitution of Audit CommitteeMandatory for Companies having Independent DirectorsComposition• Majority Directors independent with Chairman also independent.• Atleast one member of the audit committee to have knowledge of financial management or audit or accounts.Attendance in AGM• The Chairman of the Audit Committee should be required to attend the Annual General Meeting to provide any clarification on matter relating to audit. If he is unable to attend any other member of the audit committee may be authorised by him. 19
  20. 20. MANAGEMENT AND BOARD GOVERNANCEAUDIT COMMITTEE• Any recommendation of the Audit Committee, if overruled by the Board, should be disclosed in the Director’s Report alongwith the reason for overruling.• All matters relating to appointment of Auditors, examination of the Auditors’ Report alongwith financial statements prior to consideration and approval by the Board, Related Party Transactions, valuations and other matters involving conflict of interest should also be referred to the Board only through the Audit Committee. 20
  21. 21. MANAGEMENT AND BOARD GOVERNANCESTAKEHOLDERS’ RELATIONSHIP COMMITTEE• The Committee should take care of the grievances of all shareholders/deposit holders / debenture holders and other stakeholders and should monitor the redressal of grievances.• Companies having a combined shareholders’/deposit holders’/debenture holders’ base of 1000 or more should be required to constitute a Stakeholder Relationship Committee to monitor redressal of their grievances.• The committee should be chaired by a Non-executive director. 21
  22. 22. MANAGEMENT AND BOARD GOVERNANCEREMUNERATION COMMITTEE• Any listed Company or any Company accepting deposits shall constitute a remuneration committee.• All the members of the Committee shall be non-executive directors including atleast one Independent Director where Independent Directors have been prescribed. In such case, Chairman of the Committee shall be an independent director.• The Remuneration Committee will determine the Company’s policy as well as specific remuneration packages for its managing / executive directors / senior management.• The Chairman or in his absence at least one member of the Remuneration Committee should be present in the General Meeting to answer shareholders’ queries.• Small companies may be exempted from such a requirement. 22
  23. 23. MANAGEMENT AND BOARD GOVERNANCEDUTIES AND RESPONSIBILITIES OF DIRECTORS• Whether the duties of directors should be specified in the Act?• What should be the duties?• What should be the responsibilities/duties of Directors in case the company is in financial difficulty and moves towards insolvency/ winding up? (Twilight Zone) 23
  24. 24. MANAGEMENT AND BOARD GOVERNANCEDUTIES AND RESPONSIBILITIES OF DIRECTORSRECOMENDATION• The Law should include certain duties for directors with civil consequence to follow for non performance.• Law should provide an inclusive, and not exhausted list in view of the fact that no rule of universal application can be formulated as to the duties of the directors.• Certain basic duties should be spelt out in the act itself such as - Duty of care and diligence, - Duty of good faith i.e. discharge of the duties in the best interest of the company, no improper use of position and information to gain an advantage for themselves or someone else. - Duty to have regard to the interest of the employees. 24
  25. 25. MANAGEMENT AND BOARD GOVERNANCEVACATION OF OFFICE BY THE DIRECTORS• Failure to attend Board Meetings for a continuous period of one year should be made a ground for vacation of office by the concerned director regardless of leave of absence being granted. 25
  26. 26. MANAGEMENT AND BOARD GOVERNANCELIABILITY OF INDEPENDENT / NON-EXECUTIVEDIRECTORS• A non-executive/independent director should be held liable in respect of any contravention of any provisions of the Act which had taken place with his knowledge (attributable through Board processes) and where he has not acted diligently, or with his consent or connivance.• If the independent director does not initiate any action upon knowledge of any wrong, such directors should be held liable.• Knowledge should flow from the process of the board. Additionally, upon knowledge of any wrong, follow-up action / dissent of such independent directors from the commission of the wrong should be recorded in the 26 minutes of the Board Meeting.
  27. 27. MANAGEMENT AND BOARD GOVERNANCEDIRECTORS AND OFFICERS (D&O) INSURANCE• Companies and their key directors / officers may mitigate potential personal liability by D & O insurance.• Existing provisions of section 201 to be modified by incorporating enabling provisions for insurance / indemnification (if n o wrongful act is established).• Insurance premium paid by the company, not to be treated as a perquisite or income in the hands of a director.• If wrongful act is established, proportionate amount of premium to be considered as a perquisite. 27
  28. 28. MANAGEMENT AND BOARD GOVERNANCERIGHTS OF INDEPENDENT DIRECTORS Independent / non-executive directors should be able to • call upon the Board for due diligence or obtaining of records for seeking professional opinion by the Board. • Independent directors have the right to inspect records of the Company. • Independent directors should review legal compliance reports prepared by the company. • In cases of disagreement, they can also ensure that their dissent is recorded in the minutes. 28
  29. 29. MANAGEMENT AND BOARD GOVERNANCERESIGNATION OF DIRECTORS• Should the Act contain specific provisions regarding resignation of directors?• Should the ‘acceptance of resignation’ be made mandatory?• In the event of resignation by all the Directors, who should be made liable/responsible for the affairs of the Company?• Can the resignation once made be withdrawn? 29
  30. 30. MANAGEMENT AND BOARD GOVERNANCERESIGNATION OF DIRECTORSCompanies Act, 1956 and Concept Paper• Companies Act does not make any express provision for the resignation of a Director. A Director may resign his office in the manner provided by the articles. Resignation once made takes effect immediately when the intention to resign is made clear.• Clause 64(7) of the CP provides that “The board shall not accept the resignation tendered by any Director, if it is likely to result in a situation where the number of Directors and additional directors together, might fall below the minimum strength fixed for the board under the Act”.• By implication of the clause – the resignation of the 30 directors should come before the board for acceptance.
  31. 31. MANAGEMENT AND BOARD GOVERNANCERESIGNATION OF DIRECTORS• Resignation should be recognised as a right to be exercised by the Director and it should be sufficient for the director to establish proof of delivery of such resignation to discharge him of any liability and a copy of such resignation letter should also be forwarded to the ROC within a prescribed period.• There should not be any requirement on the part of the Company to formally accept such resignations for it to be effective.• There should be a specific duty on the part of the Company to file information with ROC about 31 the resignation of a director within a prescribed period.
  32. 32. MANAGEMENT AND BOARD GOVERNANCERESIGNATION OF DIRECTORS• Provisions should be made that if the number of directors in the additional directors fall below the minimum strength fixed for the Board under the law, due to the resignation of a director(s), the remaining directors can co-opt one or more persons as additional directors.• If there is resignation by all the directors, then the promoters or persons having controlling interest should either nominate the minimum directors or they themselves be deemed as directors in the intervening period.• The promoters of a company should be identified by each company at the time of incorporation and in its annual return. 32
  33. 33. MANAGEMENT AND BOARD GOVERNANCECELEBRITY DIRECTOR• Usually certain high profile individuals are appointed as directors on the Board of a Company, which comes out with a public issue in a short span of time, but after a period, sometimes these individuals resign from the Board one-by- one and then the diversion of funds starts.• The objective is to prevent the malpractice of ‘diversion of funds’ and lay some responsibility on such directors, due to whose presence the general public gets attracted to invest.RECOMMENDATION To prevent directors from diverting funds of companies who are appointed on the Boards of companies which come out with the public issues, it should be required to preserve the composition of the board of directors for two years or till the procured funds are utilised in accordance with the objectives stated in prospectus whichever is earlier. 33
  34. 34. MANAGEMENT AND GOVERNANCEMEETING OF DIRECTORS – RELATED ISSUES• The requirement of the Companies Act, 1956, (Section 285) to hold a meeting every three months and atleast 4 meetings in a year should continue.• The gap between two Board Meetings not to exceed four months.• Meetings of the Board of Directors by electronic means (teleconferencing and video conferencing) to be allowed and directors who participate through electronic means should be counted for attendance and form part of quorum.• If any director has some reservation about the contents of the Minutes, he can raise the issue in succeeding meeting 34 and the same / dissent shall be recorded in the minutes of
  35. 35. MANAGEMENT AND BOARD GOVERNANCEQUORUM FOR EMERGENCY MEETINGS • Notice of every meeting of the Board of Directors should be given well in advance to ensure participation by maximum number of directors. A period of 7 days is sufficient for the purpose. • The presence of one independent director be made mandatory for board meetings called at short notice. • Meetings at shorter notices should be held only to transact emergency business. In such meetings the mandatory presence of at least one Independent Director should be required since this would ensure that only well considered decisions are taken. • If even one Independent Director is not present in the emergency meeting, then decisions taken at such meeting 35 should be ratified by atleast one Independent Director.
  36. 36. MANAGEMENT AND BOARD GOVERNANCEBOARD’S POWERS AND RESTRICTIONS THEREON• There should be a clear recognition of vital issues for which Board discussion in the meeting of Board should be mandatory. These matters should not be left to Resolution by circulation since this practice is open to abuse.• Provisions of Section 293 of the present Act regarding restrictions on Board’s power should be reviewed and it should be provided that the consent of the shareholders should be through a special resolution for certain matters.• For the purpose of Section 293, “whole or substantially whole” should mean 20% of the total assets of the Company.• Any sale / transfer of investment in equity shares of other body corporate which constitute 20% or more of the total 36 assets of the investing company should also require
  37. 37. MANAGEMENT AND BOARD GOVERNANCECORPORATE STRUCTURE• Stakeholders / Board Looks forward to certain Key Managerial Personnel for formulation and execution of policies and to outside independent professionals for independent assurances on various compliances.• Such managerial personnel have a significant role to play in the conduct of affairs of the company and determine the quality of its governance. 37
  38. 38. MANAGEMENT AND BOARD GOVERNANCECORPORATE STRUCTURE Following officers of the Company have been identified as Key Managerial Personnel for all the companies • Chief Executive Officer (CEO) / Managing Director • Company Secretary (CS) • Chief Finance Officer (CFO) 38
  39. 39. MANAGEMENT AND BOARD GOVERNANCECORPORATE STRUCTURE• The appointment and removal of the key managerial personnel shall be by the Board of Directors.• The key managerial personnel including managing / whole time / Executive directors should be in the whole- time employment of only one company at any given time.• Both the managing director as also the WTD should not be appointed for more than 5 years at a time.• The present requirement of having MD / WTD in a public company with a paid up capital of Rs. 5 crores my be revised to Rs. 10 crores through rules.• Special exemptions may be provided for small companies from appointing such personnel on whole-time basis. Such companies may obtain services that may be considered mandatory under law from qualified professionals in 39 practice.
  40. 40. MANAGEMENT AND BOARD GOVERNANCECORPORATE STRUCTURECEO / CFO Certification of Internal Control Internal controls as mandated by the Company with the approval of the Audit Committee, if any, should be certified by the CEO and CFO of the Company and in the Directors Report through a separate statement on the assessment. 40
  41. 41. MANAGEMENT AND GOVERNANCEMEETINGS OF MEMBERS – POSTAL BALLOT Every company should be permitted to transact any item of business as it deems fit to transact through postal ballot apart from items for which mandatory postal ballot is prescribed. However, the government should prescribe a negative list of items which should be transacted only at the AGM and not through postal ballot. These could be the following items of Ordinary Business: • consideration of annual accounts and reports of Directors and Auditors; • declaration of dividends; • appointment of directors; and • appointment of and fixing the remuneration of the auditors. Similarly, items of business in respect of which Directors/Auditors have a right to be heard at the meeting 41 (e.g. when there is a notice for their removal), should not be
  42. 42. MANAGEMENT AND GOVERNANCEMEETINGS OF MEMBERS Electronic Voting : - Law should provide for an enabling clause for voting through electronic mode (Teleconferencing alongwith videoconferencing to be included). Place of meeting - AGM may also be held at a place other than the place of its Registered Office, provided at least 10% members in number reside at such place (In India only). 42
  43. 43. MANAGEMENT AND BOARD GOVERNANCEAGM IN SMALL COMPANIES• The requirement of holding an AGM may be dispensed with in the case of Small Companies.• Such companies may be permitted to pass Resolutions by circulation.• The items of negative lists as may be prescribed, may also be transacted by Small Companies through postal ballot. 43
  44. 44. MANAGEMENT AND BOARD GOVERNANCEHOW TO PROTECT INVESTORS OF A DELISTEDCOMPANY?• One buy back proposal to be mandated within a period of three years of delisting for companies having shareholder base of 1000 or more.• Appropriate valuation rules for this to be prescribed through an independent valuation mechanism as a means of safeguarding minority interest. 44
  45. 45. MANAGEMENT AND BOARD GOVERNANCEGENERALTraining of Directors• To enable all companies to access good quality managerial talent, efforts by various institutions, organisations and associations to train directors should be encouraged.• An important role can be played in this respect by professional bodies, chambers of commerce, trade associations, business and law schools.• Such efforts, while upgrading the skills of directors would also expand the pool of candidates from which such candidates may be selected.• Such efforts should aim at better discharge of fiduciary duties and value enhancing board activities. 45
  46. 46. MANAGEMENT AND BOARD GOVERNANCEGENERALCorporate Governance Codes• Law cannot specify corporate governance in its entirety. There are several behavioural norms that cannot be addressed through a legal framework.• Therefore, space for Corporate Governance Codes to supplement and strengthen the legal provisions.• There should be an interactive dialogue between professional bodies and corporate sector to enable evolution of such Codes. 46
  47. 47. MANAGEMENT AND GOVERNANCERELATED PARTY TRANSACTIONSDirector’s duty to disclose interest• Every director should be under obligation to disclose to the company his personal details, directorships held by him in any other company / firm, shares or debentures held by him and other details as may be prescribed.• Duty on every director to disclose to the company, the contracts or arrangements with the company, whether existing or proposed or acquired subsequently, in which he, directly or indirectly, has any interest or concern.• Directors’ Responsibility Statement should include an additional clause to the effect that every director has made relevant disclosures as mentioned. 47
  48. 48. MANAGEMENT AND GOVERNANCERELATED PARTY TRANSACTIONSPresent scenario• Present provisions of the Companies Act are director centric and they include only the person, companies and firms in which directors are interested directly or indirectly for being a related party. Any other company, firm or entity in which directors are not interested is not considered. 48
  49. 49. MANAGEMENT AND GOVERNANCERELATED PARTY TRANSACTIONSRecommendation:• The scope of related parties needs to be widened to include the details of transactions between the Group Companies i.e. Company be brought under the umbrella of Related Party Transactions.• The greater emphasis should be on self-regulation and shareholders’ democracy, with lessen government control. RPTs should be regulated through a “Shareholder Approval and Disclosure-based regime” instead of “Government Approval-based regime”. 49
  50. 50. MANAGEMENT AND GOVERNANCE RELATED PARTY TRANSACTIONSDisclosure of Related Party Transactions• Details of transactions of the Company with its holding or subsidiary / fellow subsidiary or associate companies in the ordinary course of business and transacted on an arm length basis should be placed periodically before the Audit Committee, if any.• Details of transactions not in normal course of business and / or not on an arms length basis with the Holding / Subsidiary / Fellow Subsidiary / Associate Companies should be placed before the Board together with Management justification for the same.• A summary of such transactions with each party should form part of the Annual Report of the Company. 50
  51. 51. MANAGEMENT AND GOVERNANCERELATED PARTY TRANSACTIONS Certain Transactions in which Directors are interested to take place only subject to Board / Shareholder’s Approval.• Certain related party transactions, in respect of sale, purchase of goods, materials or services should take place only subject to approval of Board. A threshold limit may be fixed under the Rules.• All the transactions beyond that limit shall be approved by the shareholders by special resolution.• Central Government shall have no role to play in respect of such transactions. 51
  52. 52. MANAGEMENT AND GOVERNANCERELATED PARTY TRANSACTIONSEffect of Non-compliance / disclosureNon compliance of these provisions should result into:-• penalty on director who authorised transaction / contract etc. without approval of Board / General Meeting.• Transactions / Contract being voidable at the option of the board / Company.• Director concerned to account to the company for any gain made by him and to indemnify the company against wrongful gain made at the cost of the company.• The Director concerned being deemed to have vacated his office.• Disqualification of the director to hold office in the Company 52 for a prescribed period.
  53. 53. MANAGEMENT AND GOVERNANCERELATED PARTY TRANSACTIONSRestrictions on Loan to directors holding office orplace of profit by relative of director.• Generally, directors should be discouraged from availing loans or guarantees for companies. If at all, loans to directors to be allowed only when company by special resolution approves such loans.• Director or relatives of a director to be allowed to hold office or place of profit in the company upto a limit only if shareholders, by special resolution, approve. 53
  54. 54. Thank You 54

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