corporate governance
DESCRIPTION
TRANSCRIPT
![Page 1: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/1.jpg)
CORPORATE GOVERNANCE
Presented By:-Shubhamveer Singh (mb15)Saurabh Pratap Rao (mb43)Jai Prakash Kushwaha(mb57)Ankur Jaiswal (mb70)
![Page 2: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/2.jpg)
Corporate GovernanceCorporate Governance is the application of
best management practices, compliance of law in true letter and spirit and adherence to ethical standards for effective management and distribution of wealth and discharge of social responsibility for sustainable development of all stakeholders.
Conduct of business in accordance with shareholders desires (maximising wealth) while confirming to the basic rules of the society embodied in the Law and Local Customs
![Page 3: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/3.jpg)
Corporate GovernanceRelationships among various participants
in determining the direction and performance of a corporation.
Effective management of relationships among–Shareholders–Managers–Board of directors–employees–Customers–Creditors–Suppliers– community
![Page 4: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/4.jpg)
Why Corporate Governance?Better access to external financeLower costs of capital – interest rates on
loansImproved company performance –
sustainabilityHigher firm valuation and share
performance Reduced risk of corporate crisis and
scandals
![Page 5: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/5.jpg)
Principles of Corporate Governance Sustainable development of all stake
holders- to ensure growth of all individuals associated with or effected by the enterprise on sustainable basis
Effective management and distribution of wealth – to ensue that enterprise creates maximum wealth and judiciously uses the wealth so created for providing maximum benefits to all stake holders and enhancing its wealth creation capabilities to maintain sustainability
![Page 6: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/6.jpg)
Discharge of social responsibility- to ensure that enterprise is acceptable to the society in which it is functioning
Application of best management practices- to ensure excellence in functioning of enterprise and optimum creation of wealth on sustainable basis
Compliance of law in letter & spirit- to ensure value enhancement for all stakeholders guaranteed by the law for maintaining socio-economic balance
Adherence to ethical standards- to ensure integrity, transparency, independence and accountability in dealings with all stakeholders
![Page 7: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/7.jpg)
Four Pillars of Corporate GovernanceAccountabilityFairnessTransparencyIndependence
![Page 8: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/8.jpg)
Accountability Ensure that management is accountable to
the Board
Ensure that the Board is accountable to shareholders
![Page 9: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/9.jpg)
FairnessProtect Shareholders rights
Treat all shareholders including minorities, equitably
Provide effective redress for violations
![Page 10: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/10.jpg)
Transparency
Ensure timely, accurate disclosure on all material matters, including the financial situation, performance, ownership and corporate governance
![Page 11: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/11.jpg)
IndependenceProcedures and structures are in place
so as to minimise, or avoid completely conflicts of interest
Independent Directors and Advisers i.e. free from the influence of others
![Page 12: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/12.jpg)
Elements of Corporate GovernanceGood Board practices
Control Environment
Transparent disclosure
Well-defined shareholder rights
Board commitment
![Page 13: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/13.jpg)
Good Board PracticesClearly defined roles and authorities
Duties and responsibilities of Directors understood
Board is well structured
Appropriate composition and mix of skills
![Page 14: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/14.jpg)
Good Board proceduresAppropriate Board procedures
Director Remuneration in line with best practice
Board self-evaluation and training conducted
![Page 15: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/15.jpg)
Control EnvironmentInternal control procedures
Risk management framework present
Disaster recovery systems in place
Media management techniques in use
![Page 16: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/16.jpg)
Control EnvironmentBusiness continuity procedures in place
Independent external auditor conducts audits
Independent audit committee established
![Page 17: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/17.jpg)
Control EnvironmentInternal Audit Function
Management Information systems established
Compliance Function established
![Page 18: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/18.jpg)
Transparent DisclosureFinancial Information disclosed
Non-Financial Information disclosed
Financials prepared according to International Financial Reporting Standards (IFRS)
![Page 19: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/19.jpg)
Transparent DisclosureCompanies Registry filings up to date
High-Quality annual report published
Web-based disclosure
![Page 20: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/20.jpg)
Well-Defined Shareholder RightsMinority shareholder rights formalised
Well-organised shareholder meetings conducted
Policy on related party transactions
![Page 21: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/21.jpg)
Well-Defined Shareholder RightsPolicy on extraordinary transactions
Clearly defined and explicit dividend policy
![Page 22: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/22.jpg)
Board CommitmentThe Board discusses corporate
governance issues and has created a corporate governance committee
The company has a corporate governance champion
A corporate governance improvement plan has been created
Appropriate resources are committed to corporate governance initiatives
![Page 23: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/23.jpg)
Board CommitmentPolicies and procedures have been
formalised and distributed to relevant staff
A corporate governance code has been developed
A code of ethics has been developedThe company is recognised as a
corporate governance leader
![Page 24: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/24.jpg)
Other EntitiesCorporate Governance applies to all
types of organisations not just companies in the private sector but also in the not for profit and public sectors
Examples are NGOs, schools, hospitals, pension funds, state-owned enterprises
![Page 25: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/25.jpg)
Corporate governance in India The Indian corporate scenario was more or less
stagnant till the early 90s.
The position and goals of the Indian corporate sector has changed a lot after the liberalisation of 90s.
India’s economic reform programme made a steady progress in 1994.
India with its 20 million shareholders, is one of the largest emerging markets in terms of the market capitalization.
![Page 26: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/26.jpg)
Corporate governance of India has undergone a paradigm shift
In 1996, Confederation of Indian Industry (CII), took a special initiative on Corporate Governance.
The objective was to develop and promote a code for corporate governance to be adopted and followed by Indian companies, be these in the Private Sector, the Public Sector, Banks or Financial Institutions, all of which are corporate entities.
This initiative by CII flowed from public concerns regarding the protection of investor interest, especially the small investor, the promotion of transparency within business and industry
![Page 27: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/27.jpg)
Securities and Exchange Board of India
The Government of India's securities watchdog, the Securities Board of India, announced strict corporate governance norms for publicly listed companies in India.
The Indian Economy was liberalised in 1991. In order to achieve the full potential of liberalisation and enable the Indian Stock Market to attract huge investments from foreign institutional investors (FIIs), it was necessary to introduce a series of stock market reforms.
SEBI, established in 1988 and became a fully autonomous body by the year 1992 with defined responsibilities to cover both development and regulation of the market.
![Page 28: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/28.jpg)
SEBI On April 12, 1988, the Securities and Exchange
Board of India (SEBI)was established with a dual objective of protecting the rights of small investors and regulating and developing the stock markets in India.
In 1992, the ‘BSE’ ,the leading stock exchange in India, witnessed the first major scam masterminded by Harshad Mehta.
Analysts felt that if more powers had been given to SEBI,the scam would not have happened.
•As a result the ‘GoI’ brought in a separate legislation by the name of ‘SEBI Act 1992’and conferred statutory powers to it.
Since then, SEBI had introduced several stock market reforms. These reforms significantly transformed the face of Indian Stock Markets
![Page 29: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/29.jpg)
SEBI and Clause 49 SEBI asked Indian firms above a certain size
to implement Clause 49, a regulation that strengthens the role of independent directors serving on corporate boards.
On August 26, 2003, SEBI announced an amended Clause 49 of the listing agreement which every public company listed on an Indian stock exchange is required to sign. The amended clauses come into immediate effect for companies seeking a new listing.
![Page 30: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/30.jpg)
The major changes to Clause 49…Independent Directors:- 1/3 to ½depending
whether the chairman of the board is a non-executive or executive position.
Non-Executive Directors:- The total term of office of non-executive directors is now limited to three terms of three years each.
Board of Directors:- The board is required to frame a code of conduct for all board members and senior management and each of them have to annually affirm compliance with the code.
![Page 31: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/31.jpg)
Audit Committee:- Financial statements and the draft audit report of management discussion and analysis of…
• Financial condition • Result of operations of compliance with laws• Risk management letters • Letters of weaknesses in internal controls issued by statutory • Internal auditors • Removal and terms of remuneration of the chief internal
auditor
Whistleblower Policy :- This policy has to be communicated to all employees and whistleblowers should be protected from unfair treatment and termination.
Subsidiary Companies:- 50% non-executive directors & 1/3 & ½independent directors depending on whether the chairman is non-executive or executive.
![Page 32: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/32.jpg)
ConclusionAs Indian companies compete globally for access to
capital markets, many are finding that the ability to benchmark against world-class organizations is essential.
For a long time, India was a managed, protected economy with the corporate sector operating in an insular fashion.
But as restrictions have eased, Indian corporations are emerging on the world stage and discovering that the old ways of doing business are no longer sufficient in such a fast-paced global environment.
![Page 33: Corporate governance](https://reader035.vdocuments.us/reader035/viewer/2022070303/54b2e2c94a79591b188b46ba/html5/thumbnails/33.jpg)
Thank You