Documente Academic
Documente Profesional
Documente Cultură
Excellence
Through
Presented By:
Anushree Chandekar
Saumitra Marathe
M.M.S. (2 Yrs.)
I Sem.
I. I. P. S.
D.A.V.V. INDORE
CONTENTS
5. CONCLUSION
PURPOSE
We believe that any business conduct can be ethical only when it rests on the 9 core
values of honesty, integrity, respect, fairness, purposefulness, trust, responsibility,
citizenship & caring. Our two-fold motive is to choose the topic like Corporate
Governance is that is at first we felt that somewhere these 9 values are loosing their
sight. Indian capital market & for that matter Indian corporate sector though works on
technical management principles but ultimately company’s philosophy rests on a single
pillar i.e. ethics & values. Entire Corporate Governance philosophy is based on these 9
core values. Corporate Governance code applicable to listed companies is a beginning
whereby it aims to provide fair representation, full disclosure, a glimpse of transparency,
accountability, responsibility, integrity, faith & justice.
So, it is rightly said, “The best way to make your dreams come true is to wake
up.”
CORPORATE GOVERNANCE
An Introduction
Global opinion is now converging very much in favour of ethics in all aspects of society-politics,
administration, and judiciary, business as well as family & personal life. As the corporate
governance deals with this ethical aspect of corporate form of business enterprise, so the issues
involving corporate governance are taking high profile globally & have come to the force
recently in India.
The concept of corporate governance stipulates parameters of accountability, control &
reporting function of Board of Directors & encompasses the relationship among various
shareholders & other stakeholders.
Corporate governance is the term that is in use in abundance in corporate circles & seminar
halls. As referred by corporate pundits it means the establishment of structural framework or
reforming the existing framework to ensure the governing of the company to best serve the
interest of all the stakeholders.
The Concept
As the name itself suggests, the term corporate governance is made of two words viz.
“Corporate” & “Governance”. The concept of corporate governance is rounding around these
two words in their true sense. The word company in technical sense can be defined as a legal
entity formed & registered under the Companies Act. In fact the Corporate/ Company is not
merely a legal institution. It is rather a legal device for attainment of any social or economic end.
It is therefore, a combined political, social, economic & legal institution. It is defined as “an
intricate, centralized, economic administrative structure run by professional managers who hire
capital from the investors”. The expression governance used to denote the mechanism employed
to direct & control the affairs of any system, organization or institution.
The concept of governance has assumed importance in the corporate entity of
business, principally because in corporate entity, there is a divorce between capital &
management. Those who provide the funds & those who manage the fund in a corporate entity
are not necessarily the same people. The fund providers always want to be assured that the funds
provided by them are safe & growing & that they are capable of taking informed decisions. This
assurance is provided through the mechanism of corporate governance embodied in functioning
of corporate form of business enterprise. Thus, one can conclude that corporate governance
referred to as system of regulating, controlling & directing the affairs of corporate form of
business enterprise in such a way so as to best serve the interest of all the stakeholders.
Corporate governance is concerned with the establishment of a system where by the directors are
entrusted with responsibilities & duties in relation to the direction of corporate affairs. It is
concerned with morals, ethics, values & parameters of conduct & behavior of the company & its
management.
Definition
According to CII Code – Corporate governance deals with laws, procedures, practices &
implicit rules that determine company’s ability to take managerial decisions vis-à-vis its
elements particularly its shareholders, creditors, state & employees. Corporate governance refers
to an economic, legal & institutional environment that allows companies to diversify, grow,
restructure & exit & do everything necessary to maximize long-term shareholders value. It is a
system of making management accountable to the shareholders for the effective management of
the company, in the interest of the company & also with adequate concern for ethics & values. In
fact, the term corporate governance is much wider than the term corporate management or
administration. It implies authority of setting the objectives & goals, formulating policies,
strategic action plan & monitoring their implementation.
Objectives
The basic objective of corporate governance, according to Kumar Mangle Brita Committee
report is “The enhancement of long-term shareholders value at the same time protecting the
interest of other stakeholders”. This brings into focus the need for a company to strike a balance
between the goal of enhancing shareholders wealth without harming the interest of other
stakeholders in the company; viz. suppliers, customers, creditors, bankers, employees of the
company, the government & the society at large. Good corporate governance is a must, not only
in order to gain credibility & trust, but also as a part of strategic management for survival,
consolidation & growth.
Corporate governance has following objectives: -
ü Enhancement of long terms shareholders value.
ü Accountability of management.
ü Define clearly the rights, roles, responsibilities & accountability of all stakeholders
especially management & the Board of Directors.
ü Continuous disclosure of materials financial & non- financial information & transparency.
ü High quality of accounting practices.
ü Protection of investors’ interest.
ü Bring about high level of public confidence in business, industry & the capital market.
Constituents
While corporate governance is fairly recent issue, the concept itself is quite old. The modern
avatar of Corporate Governance concept started with the appointment of Cadbury Committee
in the U.K. in 1992. The code was developed following the collapse of some prominent
companies. This committee recommended a code of best practices based on principle of
transparency, integrity & accountability. In U.S. also Blue Ribbon Committee has been
constituted to suggest the ways & means to improve the effectiveness of Audit Committee.
The discussion on Corporate Governance in India has gained momentum during the later part of
90’s in the light of the liberalisation & globalisation in the Indian market.
The Confederation of Indian Industries (CII) headed by Shri Rahul Bajaj prepared a report
titled ”Desirable Corporate Governance – A code”. This is the first Indian paper of its kind on
the subject of Corporate Governance. The code has recommended transparent corporate
disclosure norms for all companies beyond a specified ceiling of the paid up share capital. The
code also recommended that the development of capital market is dependent on good Corporate
Governance, without which investors are not likely to repose confidence in companies.
Companies following this code are more likely to attract investors. Many companies have
voluntarily established high standards of Corporate Governance results of which are self-evident.
As the Corporate Governance is Internationally considered as a major instrument for investors’
protection, need was felt for a comprehensive approach to accelerate the adoption of globally
accepted practices of Corporate Governance.
In the above-mentioned context, the SEBI setup a committee under the chairmanship of Shri K.
M. Birla on May 7, 1999. The report of the K.M. Birla committee was considered & adopted by
the SEBI board in its meeting held on Jan 25, 2000. The major areas of recommendations of
KMB Committee are composition of board of directors, Constitution & functioning of Audit
committee, remuneration of directors, disclosure requirements.
I. Board of directors: -
The board of directors is accountable to the shareholders for creation & protection of
shareholders’ value & responsible to them for adequate, timely & transparent reporting.
Therefore, in order to discharge this function properly following provisions are inserted by way
of part 1 of Clause 49 of Listing Agreement.
• Board of Directors the company shall have an optimum combination of executive &
non-executive directors with not less than 50% of Board of Directors comprising of non-
executive directors.
KMB committee has observed that there is a practice in most of the Indian companies to fill their
board with the representatives & relatives of promoters & there is a very little scope for outside
directors unless the promoters handpick them. The committee observed that presently the boards
in India comprise the following group of directors namely –
• Promoter Directors
• Executive Directors
• Non-executive Directors
• Independent Directors among non-executive directors
The term independent director has been specifically explained in Clause 49 as a director who
does not have any pecuniary relationship with the company, its constituents & its subsidiaries.
As the non-executive directors, especially independent Directors have wider perspective &
independence to decision-making thus bring an independent judgment to bear on the board’s
deliberations. In order to ensure that board fulfills its oversight role objective & holds the
management accountable, the independence of Directors is a must.
• The number of independent Directors would depend whether the chairman is
executive or non-executive. In a case of non-executive chairman, at least one-third of board
should comprise of independent Directors & in case of an executive chairman, at least half
of the board should comprise of independent Directors.
V. Management:
The management is one of the important constituents of Corporate Governance. While the
onus of laying down the policies is with the Board of Directors, the function of
implementing the policies, managing day-to-day affairs of the company, ensuring
compliance with all regulations & laws, facilitating the working of the board & its
committees & providing timely & accurate information rests with the management.
Part V of Clause 49 prescribes that: -
• As a part of Directors’ report a ‘Management Discussion & Analysis Report’ should form
the part of annual report including the following matters viz.: -
§ Industry structure & developments
§ Opportunities & threats
§ Segment-wise or Product-wise performance
§ Internal control system & their adequacy
• Disclosures relating to all material financial & commercial transactions, where management
has personal interest.
VI. Shareholders:
The shareholder is the most important constituent of Corporate Governance.
It is the shareholders prerogative to appoint the directors & the auditors & therefore, it is
expected that the shareholders exercise all the care & efficiency in selecting the Directors &
the auditors & take informed decisions. Further, they are the beneficiaries of all the
disclosures. Therefore, they should demand complete information from the board.
In order to enable the shareholders to exercise this function, part VI of Clause 49 requires:
• In case of appointment of a new director or re-appointment of a director the shareholders
must be provided with the following information:
§ A brief resume of the director
§ Nature of his expertise in specific functional areas.
§ Names of companies in which the person also holds the directorship.
• Certain information like quarterly results, presentation made by companies to analysts shall
be put on company’s web sites, or shall be sent to the stock exchanges on which the company is
listed. Information to the stock exchanges shall be sent in such form so as to enable them to put it
on their web site.
• Company shall form Board Committee to be designated as ‘Shareholders/Investors
Grievances Committee’ under the chairmanship of a non-executive Directors for grievance
redressing of shareholders/investors like transfer of shares, non-receipt of balance sheet, non-
receipt of declared dividend etc.
The advent of Corporate Governance code has introduced a breeze of fresh air in the corporate
world. At present, it is a buzzword, which is being discussed in various conferences & seminars
across the country. A concept, though quite old, but with a new face, was introduced by Cadbury
committee showed its streak to Indian corporate sector, which started working on it & ultimately
the recommendations of KMB committee were accepted & made mandatory for each listed
company. Now each eye is focused on it, it has filled the air with Adrenaline & the code is being
viewed as an important step to pull the Indian corporate sector from dusk to dawn, from grave
depths to great heights, sub-standard position to global competitiveness, from management
autocracy to corporate democracy.
But, the question is, whether it will live up to the expectations of its makers is very
difficult to judge, & at present, it is rather impossible to answer. While going through the survey
& analysis, we had a deep insight into various provisions of the code in context to the Indian
economy, Indian corporate philosophies, investors’ behaviour & the famous Indian bureaucracy.
So far, it is found that the rosy picture that the law present is entirely different from the bitter
reality.
• The foremost observation about the code is that it is not a ball game made to be played on
the Indian turf. KMB committee made its recommendations on the basis of Cadbury committee
report without testing under Indian corporate environment. It adopted the Cadbury committee
recommendations without much modification, which is a very strange mistake. Reasons being:
There is a big difference between developed capital markets like in US & UK & than that of
India. There the prime investment by general public is in capital market rather than banks, P.F.,
Saving Schemes etc. while the situation is totally opposite in India. Here the investor is not a
long-term investor but he is a speculator, in spite of the fact that equity shares are globally
known as the most productive investment in the long run. Hence he is interested in earning big
returns in short run and ultimately resorts to speculations. A typical Indian investor does not
even know the correct names of the companies in which he has invested his money, leave the
case of knowing its EPS, Market Cap., Debt-Equity ratio etc. Thus he is not at all interested in
attending meetings of the company, receiving timely information about company affairs & to
have a probe into the causes of its non-performance. He is so dormant that he doesn’t even wake
up when company continuously runs into losses & doesn’t pay dividend.
Another major factor of such behaviour is the unsecured feeling among the investors about the
ability to provide justice as & when required. Due to this unsecured feeling the investor tries to
seclude himself & restricts himself from raising questions on authenticity & credibility of the
decisions taken. For instance, if a listed company does not follow the clauses of listing
agreement, the worst thing that can happen is that the trading of its shares will be suspended or
the company can be de-listed. The obvious consequence is that the ultimate burden will fall on
the investor, as the company remains secured with its intact capital.
In contrast, the scene in developed capital market is totally different. There the investors are well
aware of their rights & duties, which help them to judge the authenticity & credibility of the
divisions taken at the right time. This thought has been strengthened further by the survey
conducted by McKinsey & co. & institutional investors Inc.
This survey shows that out of 100 major investors nearly two-third of the investors voted in
favour of well-governed companies, which gave them 16% rise in dividend rate.
The dormant behaviour of investors gives companies a liberty to make use of this opportunity for
doing scams & frauds, starting from little neglects like non-dispatch of notices of meetings,
annual reports, balance sheets etc., then taking a step further by appointing their favorite persons
at important places & ultimately deploying the company’s funds for their own use.
• Another important fact about Indian corporate sector is that it comprises of 11,000-12,000
listed companies, nearly 5,85,000 non-listed companies & 248 PSUs. While the code under
discussion is applicable on listed companies, non-listed companies & PSUs cover the major
sector, which should be the first target on the hit list. Especially PSUs & Govt. deptt need
Corporate Governance code or any other code as near to as circumstances admit, for converting
themselves from loss making corporations to Govt. cash cows. The code is needed to these
corporations in comparison to only listed companies.
• After much analysis, it is very much clear that the code under discussion is not made in
consonance with its parent act that is Companies Act 1956, SEBI & RBI Rules & Regulations
etc. Some of its clauses are in repugnancy with above mentioned laws & legislations.
If we step-wise analyse the Clause 49 of listing agreement, we will find the following
areas of debate: -
o With the growing trend towards non-executive & independent Directors’ on board, the
Indian code introduced the same concept. While this may be germane to measure objectivity in
board’s decision, its practical application may be beset with inability to accommodate certain
family aspirations & also likely paucity of competent non-executive Directors qualifying to be
independent. Further, the criteria of independence need further discussion.
o Audit has been empowered to recommend to the board regarding appointment of external
auditors, fixation of audit fees & approval for payment of other services. But it is pertinent to
note that the ultimate authority to appoint auditors & to fix his audit fees rests with shareholders.
o Part III of Clause 49 requires the companies to undertake that the board shall decide the
remuneration to non-executive Directors. In fact, this requirement seems to be superfluous as
there is already a more stringent provision exists u/s 309 of the Companies Act 1956. As per Sec.
309, the companies are required to get approval of central Govt. & also the approval of
shareholders by way of a resolution passed in general meeting for paying remuneration other
than by way of commission to such Directors.
o The irony of the situation lies in the certification of Corporate Governance report. At present
it is the chartered accountant who is authorized to certify the report, but experts feel that the
authority who has extension knowledge on corporate laws & legislation & its procedural aspects
is company secretary. Hence, it is highly questionable that the authorities reside with other
person. So it is recommended to authorize company secretary to certify the report.
CASE STUDY
The basic motive of Corporate Governance code is maintaining high standards of transparency &
disclosure norms so as to gain trust & confidence of investors. The companies who comply with
this ethical code of conduct also follow the principle of fair representation & full disclosure in all
of its dealings & communication.
CASE STUDY 1:
INFOSYS TECHNOLOGIES LTD.
This case study reveals the disclosure made in annual report of the company regarding the
composition & category of Directors as of Mar 31st 2000 & attendance of each Director at the
board meetings & the last AGM.
Composition & Category of Directors as of Mar 31st 2000
Category No. Of Directors %
Founder Directors 5 50
Non-executive, independent
5 50
Directors
TOTAL 10 100
Attendance of each Director at the board meetings & the last AGM.
CASE STUDY 2:
HDFC Ltd.
The following data & figures demonstrate some of the disclosures made under the
Corporate Governance report for the better understanding of the investor regarding income
inflow & outflow, assets profile etc.
ASSETS PROFILE
CONCLUSION
“A little neglect may breed great mischief …for want of a nail, the shoe
was lost; for want of shoe the horse was lost & for the want of horse, the
rider was lost A& for want of rider the war was lost.”
-Benjamin Franklin
Little neglects add up to mischiefs & mischiefs ultimately lead to bigger frauds &
scams & corporate enterprise are no exception.
The basic rationale for high standards of Corporate Governance stems from the inherent
characteristics of the investors along with the form of organization. The investor is the
key factor around which the whole cycle of Corporate Governance revolves. The Indian
investor is like a sleeping volcano residing in very inner core of the earth crust. The
complete basket of laws, rules, regulations, the Corporate Governance code, its
provisions, its objects, aims of transparency, responsibility, accountability, integrity,
protection rest on a single milestone i.e. Investor. Its high time for Indian investors to get
themselves involve in real flow. It’s the prerogative of investors to demand & force the
board of directors & management to follow norms, rules, and laws, make them
accountable for frailties & flaws & in the long run enhance shareholders value while at
the same time protection of interest of other stakeholders for survival & growth.
REFERENCES:
EXPERTS VIEW: