All posts by CS Shilpi Thapar

Future of Company Secretaries in an AI-Driven World.

“Everything we love about civilization is a product of intelligence, so amplifying our human intelligence with artificial intelligence has the potential of helping a civilization flourish like never before – as long as we manage to keep the technology beneficial.“-Max Tegmark, MIT Professor, President of the Future of Life Institute.

 Artificial Intelligence (AI) is growing exponentially in the past few years and has an enormous impact on our lives affecting how we live, work and entertain ourselves.  It is one of the biggest scientific breakthroughs in the 21st century. It has huge potential to change humanity. Most of us think AI as robots doing daily chores but the truth is AI has found its way in our daily lives and used daily in some or other forms.

So what exactly AI is?

The term Artificial Intelligence(AI) was first coined by John McCarthy in 1956 when he held the first academic conference on the subject. AI is defined as “the science and engineering of making intelligent machines.”

The objective was to explore ways to make a machine that could reason like a human, was capable of abstract thought, problem-solving and self-improvement.

As per reports, Artificial intelligence (AI) is an area of computer science that emphasizes the creation of intelligent machines that work and react like humans and learn on its own. Some of the activities computers with artificial intelligence are designed to include:

  • Speech recognition
  • Learning
  • Planning
  • Problem-solving

 Machine and Deep learning aids AI by providing a set of algorithms and neutral networks to solve data-driven problems. Machine learning is a subset of AI that focus on getting machines to make decisions by feeding them with data. On another hand deep learning is a subset of machine learning that uses the concept of natural networks to solve complex problems. It covers a vast range of fields like object detection, natural language processing, and expert system and robotics. Algorithms are already outperforming humans on tasks that matter in a more immediate way.

There are basically three types of AI:

1.Artificial Narrow Intelligence(ANI)/Weak AI– It is capable of doing specific narrow tasks and focused on one narrow task. Calculator, Spell check, MS-Word, Netflix and Self driving cars with all its sensors/manuals/maps are good examples of ANI. Many currently existing systems that claim to use “artificial intelligence” are likely operating as a weak AI focused on a narrowly defined specific problem.

2.Artificial General Intelligence(AGI)- It is also called as Human-Level AI or Strong AI and can perform any intellectual task which humans can do but with a limitation of not capable enough of thinking and reasoning like humans. These are basically machines that can think and act like ‘humans’. General AI is the goal of all ‘Voice Assistants’ like Siri, Amazon Alexa, OK Google, Cortana and the like.

3. Artificial Super Intelligence(ASI)-It  is a term referring to the time when the capability of computers will surpass humans by 2040 as reported. It is the intelligence beyond what we are capable of. All robots that we see in movies which do not exists in real life are good examples of it. It can also be termed as “7th sense”.

How AI is used in Real World?

AI is progressing and covering all possible domains in the market. It is used in day to day activities such as email communications, social media, web services, and offline activities.  Some of the noteworthy examples are :

  1. Email filters in Gmail for sorting email in different categories i.e Primary, Social, Spam, updates, etc. Smart Replies Phrases i.e “ Thank you”,” Let’s do it.”
  2. In Linkedin, AI helps match candidates to jobs for better prospects.
  3. Google Predictive searches -Google search famous AI application search engine attempts to find what you are looking for.
  4. Face book uses AI to detect facial features and suggests to tag your friends.
  5. Twitter uses AI to identify hate speech, offensive material, and terrorist language and prevents its usage or deletes it.
  6. JP Morgan chase contract intelligence (CoiN) Platform uses AI machine learning and image recognition software for Contract Intelligence to analyze legal documents/contracts and extract important data points in a matter of seconds whereas manual reviewing may take hundreds of hours.
  7. From monitoring and diagnosis of chronic diseases to robotic surgeries, AI is reimaging the health care sector too. IBM -Watson technology for medical diagnosis is using cognitive technology to process and analyze the vast data,  can review and store far more medical information – every medical journal, symptom, and case study of treatment and response around the world – exponentially faster than any human and all is evidence-based.
  8. Google’s DeepMind Health platform is working with clinics and health institutes across the world to implement Artificial Intelligence. Google AI Eye Doctor is popular to examine retinal scans of the eye.
  9. Tesla Self driving car detects data and drives without human intervention.
  10. AI beats human pathologists at predicting patient survival times for certain kinds of cancerous tumors.
  11. AI algorithms “read” a series of Wikipedia entries on things and then answered a series of questions about them more accurately than humans do.

Does the rise of AI mean the downfall of human civilization?

AI is a threat or not is still debatable. According to Tesla and SpaceX CEO Elon Musk, AI is a fundamental risk to the existence of human civilization, whereas Mark Zuckerberg, founder – facebook welcomes AI. AI created machine and robots are used in a wide range of fields including health care, robotics, marketing, business analytics and more. There are two views to this debate– one is that AI when reaches its full potential will make people redundant and create a gross imbalance in employment and second AI will completely and efficiently transform the ability of human-professionals, companies to get things done.

There are mixed views and opinions on the benefits AI have within our everyday lives, particularly our workspaces and which tasks would become the function of AI. According to research done by the International Federation of Robotics (IFR), AI will have an overall positive effect on our lives, both personally and professionally.

Due to advancement in AI and robotics, machines will efficiently and quickly perform more mundane and time-consuming tasks, thus allowing professionals to take up more innovative job roles. Companies would hire more highly skilled people to invent, develop, and maintain allied and complementary products. Further, AI can predict and only provide evidence, facts and perform highly repetitive tasks but not judgements and it is difficult for a human to rely on their judgements for making decisions. Tasks demanding high degrees of creativity, empathy, persuasion, an understanding of which knowledge to apply in which situation to reach a productive decision would be difficult to automate. Hence, it doesn’t seem possible to replace human brains.

Future of Company Secretary in AI-Driven Companies:

Due to innovative developments in Governance ecosystem and legal technology, the role of a company secretary is undergoing a major transformation. It is certain that things will be different in the future than they are now. We should not be unsettled by technological innovation, rather, plunge in and learn as much as possible about expanding technologies. We should learn about algorithms, artificial intelligence (AI), quantum computing, blockchain, or augmented reality and remain updated. Always be a student of your profession. Technological changes shall allow company secretaries to spend fewer time data processing and more time on creative thinking and problem-solving.

A company secretary is a vital link between the company and its Board of Directors, shareholders, government and regulatory authorities. He ensures that Board procedures are both followed and regularly reviewed. He is key managerial personnel and commands senior position in the value chain and acts as conscience seeker of the company. He advises on good governance practices to the board and compliance of Corporate Governance norms as prescribed under Company, Securities and Other Business Laws and regulations and guidelines made thereunder.

 As per section 203 of The Companies Act,2013 Company Secretary has been recognized as Key Managerial Personnel along with the Chief Executive Officer/managing director/manager, whole-time director, and Chief Financial Officer. Being Key Managerial Personnel, Company Secretary is required to be mandatorily appointed in every company belonging to such class or classes of companies as may be prescribed. As per the Rule 8 of Companies (Appointment and Remuneration of Managerial Personnel) Rules, 2014, such prescribed class is every listed company and every other public company having a paid-up share capital of ten crore rupees or more shall have whole-time key managerial personnel. Also as per Rule 8A, i.e. Appointment of Company Secretaries in companies not covered under rule 8 i.e a company other than a company covered under rule 8 which has a paid-up share capital of five crore rupees or more shall have a whole-time company secretary who is having  the requisite knowledge of, or experience in, relevant laws”. So pertinent question arises whether a robot would have the necessary experience in law to fully discharge the Company Secretary’s role.

 As per CSSA best practices guide issued by Chartered Secretaries, Southern Africa in 2018 on AI and impact on Company Secretary, the company secretary can use AI in the following roles:

  1. AI has a capacity of handling routine and administrative tasks which still occupies major portion in Company Secretary work profile and which will enable company secretary to focus more on challenging and complex tasks within their specific roles and review the correctness of documents.
  2. AI can assist in speedy outcomes with cognitive processes.
  3. AI can eliminate mistakes to a greater extent.
  4. AI will reduce manual overload thereby improving due diligence process and increases assistance with compliance procedures.
  5. AI will assist company secretary to expedite research in various topics/issues such as confirming that the possible new directors are not conflicted on any other platform prior to appointing them to the board by running extensive research throughout various social platforms and many other similar tasks.
  6. Documents can be lodged with regulatory authorities which are repetitive in nature if automated.
  7. Filing and distributing documents such as annual financial statements of the company which is again a repetitive and automated task. The robot will simply learn the date required for submission and the manner in which the financials would be submitted and can be done with minimal supervision.
  8. Distribution of minutes via email to directors and committee members for their comments by a certain date can be automated.
  9. Drafting of the agenda of meeting as well as the notice of the meetings and distributing to relevant same persons in the same format can be automated with the input of company secretary.
  10. Robots can assist Company Secretary in meetings in providing data and statistics to directors when needed. Further, minutes cannot be recorded by robots as it needs judgement as to what to include from meetings verbatim.
  11. AI can assist in drafting and reviewing of repetitive clauses in contracts and company policies more accurately. Standard clauses can be automated with the same or similar wordings. Complex clauses would need human intellect to avoid liabilities.
  12. The formulation of board evaluation questionnaires could be subject to automation quite easily but director’s interviews, induction cannot be conducted by robots as it involves human elements of judgement.
  13. The use of automated machines is already started in meetings which are conducted via Skype so as to track facial expressions, which may be missed by the other participants. Facial expressions go a long way in identifying a participant’s mood, hostility, and cooperation – this is useful when conducting board evaluations to assess the performance of directors in relation to the tone that they set in meetings and how this affects the overall functioning of the board.

Human relations are founded on trust and human interaction would be difficult to automate. Emotional Intelligence is an important trait of the company secretary to ensure a harmonious and cooperative environment where many great personalities often clash and have a conflict of interest, which is again difficult to automate. Robots presently lack such an important trait.

Further, the advisory role of the company secretary is complex and challenging which requires knowledge, opinion and judgement, critical analysis of the situation and these human traits are difficult to automate as it depends on the expertise of professionals. Further, role to judge which information is confidential or not and way of dealing with such confidential information cannot be handled by a robot. Advisers are there to stop people from making poor decisions, and a robo-advisor presently doesn’t have the capacity to do that.

Presently, a company secretary is performing the task of collection of right data and information to place before the board but now it is observed that directors prefer to do their own research using any means at their disposal to arrive at right decisions instead of relying upon and waiting for such information.

In coming years, I believe that company secretaries have to focus on assessment and judgment/opinion-oriented work and provide valuable insight into complex and critical board issues rather than collecting and controlling information flow. The information should flow with or without their help to the right person at the right time for taking a decision and in this AI can be helpful to the greater extent.

 Company Secretaries are required to take training in AI to be able to function effectively in a technological environment. Introduction of AI in the legal sector will never replace company secretaries but will alter the manner in which they provide services to their companies and clients. Company Secretaries are the face of corporate governance and this can never be automated as a whole. Due to the rapid progress of AI, we as company secretaries should look at it as great opportunity to enhance judgment/opinion/decision making/leadership skills and emotional intelligence rather than devoting much time on administrative and repetitive tasks.

                                                   **************

This is a research-based article purely for an educational discussion and contains general information publicly available from online sources.

 

 

 

DIN Holders (Director) Compliance -DIR-3 KYC/DIR-3 KYC-WEB

Ministry of Corporate Affairs(MCA) issued TWO notifications dated 25.07.2019 notifying 1. Companies (Registration Offices and Fees) Fourth Amendment Rules, 2019  and 2. Companies (Appointment and Qualification of Directors) Third Amendment Rules, 2019. These amended rules came into effect from 25.07.2019.

These rules provide guidelines  for the purpose of filing form DIR-3 KYC/DIR-3 KYC-WEB in sync with MCA Circular No. 07/2019 issued on 27.06.2019 which specifies that incase of any updation in any other personal details , Individual shall file e- Form DIR-6 with MCA for updation of the said details before completing  KYC through the web based service.

1.Every Individual holding Director Identification No(DIN) who has already filed DIR-3 KYC in previous financial year and there is no updation required of any other personal details as mentioned below in point no.2 , will only be required to complete his/her KYC through a simple web-based verification service available on MCA Portal(mca.gov.in) with pre-filled data based on the records in the registry, for ease of verification by the person concerned.

In case of web-based verification, OTP will be sent to the Mobile Number and Email Id of Individual holding DIN, provided at the time of filing DIR-3 KYC. This web-based verification will be considered as compliance of the said rules.

2.  E- form DIR-3 KYC is to be filed by an individual who holds DIN and is filing his KYC  details for the first time(in case DIN is obtained in the F.Y.2018-19) or by the DIN holder who has already filed his  KYC once in eform DIR-3 KYC but wants to update below mentioned personal details which were there in the records of Ministry of Corporate Affairs as per the last DIR-3 KYC filed:

1.Director ldentification Number(DlN)

2. Director’s name

3.Father’s Name

4.Whether a citizen of India

5.Nationality

6.Whether resident in lndia

7.Date of birth

8.lncome tax PAN

9.Aadhaar number

10.Voter’s identity card

11.Passport number

12.Driving license number

13.Personal Mobile Number

14.Personal Email lD

15.Permanent Residential Address

16.Present Residential Address

3.E-form DIR-3 KYC or DIR -2 KYC-Web as the case may be is required to be submitted to Central Government by 30th September of immediate next financial year.

Hence,

1)To summarize the above, if all details of DIN holders are same as per the last Form DIR-3 KYC filed on the portal of MCA, then web-based KYC verification is required to be done for that individual DIN holder by 30th September 2019.

2)In all other cases, e-form DIR-3 KYC is required to be filed by the DIN holder by 30th September 2019.

 Filing Fees for  E- Form DIR-3 KYC/WEB BASED VERIFICATION :

Sr. no. Particular Fees
1. Fee payable till 30th September 2019. No fees Payable
2. In case of Delay beyond 30th September 2019 Rs. 5000

    The copies of above referred MCA Circulars can be downloaded from www.mca.gov.in                                                                                                 *****************

DIN Holder’s Compliance- Filing DIR-3 KYC under the Companies Act, 2013

Ministry of Corporate Affairs (MCA) vide its circular no. 7/2019 dated 27th June, 2019 has provided clarification for the purpose of filing form DIR-3 KYC under Rule 12A of the Companies (Appointment and Qualification of Directors) Rules, 2014:

  • Every person holding Director Identification No.(DIN No.), who has already filed DIR-3 KYC will only be required to complete his/her KYC through a simple web-based verification service, with pre-filled data based on the records in the registry, for ease of verification by the person concerned.
  • However, for updation of Mobile Number or E-mail ID, the DIN Holder will be required to file from DIR-3 KYC as this facility is not available in KYC through a simple web-based verification service.
  • For updation of any other personal detail (i.e. Name, Address, Aadhaar Number etc.) e-form DIR-6 may be filed before completion of KYC through the web-based service.

The amendment in the relevant rules including the amendment related to extension of time (allowing for adequate time) for completion of KYC through e-form DIR-3 KYC or the web-based service, as the case may be, is being notified shortly by the Ministry of Corporate Affairs.

                                                                                   *************

Disclaimer: The views expressed here are for general information only and not to be considered as legal opinion. One should seek advice from legal advisor before acting on the basis of information provided herein. We disclaim all liability (on my own behalf and that of my firm) in respect of actions taken based on above information

Filing of Reconciliation of Share Capital Audit Report for Unlisted Public Companies!

  • Ministry of Corporate Affairs (MCA) vide its Notification No. G.S.R. 3768(E) dated 22nd May, 2019, amended Companies (Prospectus and Allotment of Securities) Rules, 2014 with Companies (Prospectus and Allotment of Securities) Third Amendment Rules, 2019 thereby amending provisions of Rule 9A for reconciliation of Share Capital of the Unlisted public Companies.Earlier Companies (Prospectus and allotment of securities) Third Amendment Rules, 2018 came into force w.e.f 2nd day of October,2018 in which Rule 9A was inserted which made it mandatory for every Unlisted Public Company to  issue the security only in dematerialised form and also  facilitate dematerialisation of all its existing securities in accordance with provisions of the Depositories Act, 1996 and regulations made there under. Further, unlisted public company shall submit audit report as per regulation 55A of the SEBI (DP) Regulation, 1996 on a half-yearly basis to MCA. Exemption from Rule 9 is given to Government Company, Nidhi Company and wholly owned subsidiary company.
  • Date of Enforcement of Rules: The Rules shall come into force from 30th September, 2019.
  • Highlights of the amendment in the Rule 9A of Companies (Prospectus and Allotment of Securities) Rules, 2014 made by the MCA vide said notification is as under: a. Earlier the said reconciliation was governed by Securities and Exchange Board of India (Depositories and participants) Regulations, 1996. Vide said notification, henceforth it will be governed by Securities and Exchange Board of India (Depositories and participants) Regulations, 2018. b. In accordance with the said amendment every unlisted public company except Nidhi Company, Government Company and Wholly owned subsidiary company shall submit Form PAS-6 to the Registrar with such fee as provided in Companies (Registration Offices and Fees) Rules, 2014 within sixty days from the conclusion of each half year duly certified by accompany secretary in practice or chartered accountant in practice. c. The due date for filing Form PAS-6 with MCA shall be 29th November,2019 for half year ended on 30.09.2019 and 30.05.2020 for half year ended on 31.03.2020 by unlisted public companies. So, immediate steps is required to be taken by unlisted public company to get their shares dematerialised if not done. d. In furtherance thereof the Company shall immediately bring to the notice of the depositories any difference observed in its issued capital and the capital held in dematerialised form.
  • As there is no penalty prescribed under Rule 9A for non-compliance of this Rules, in that case, penalty as section 450 of the Companies Act,2013 shall be applicable i.e 10000/- on company and every officer in default and where the contravention in continuing one, with a further fine which may extend to Rs.1000/- for every day after the first during which the contravention continues.

 

Disclaimer: The views expressed here are for general information only and not to be considered as legal opinion. One should seek advice from legal advisor before acting on the basis of information provided herein. We disclaim all liability (on my own behalf and that of my firm) in res\pect of actions taken based on above information.

Tagging of Directors- Companies (Appointment and Qualification of Directors) Second Amendment Rules, 2019

Ministry of Corporate Affairs(MCA) vide its Notification No. G.S.R. 368(E) dated 16th May, 2019, amended Companies (Appointment and Qualification of Directors) Rules, 2014 with  Companies (Appointment and Qualification of Directors) Second

Amendment Rules, 2019 thereby making a provision of tagging the Directors into 2 categories based on filing of ACTIVE -INC form 22A with MCA till 15th June,2019 i.e Director of ACTIVE complaint company and Director of ACTIVE Non-compliant company. It is a responsibility cast on Directors to ensure that said form is filed with MCA by 15.06.2019 by their ACTIVE companies in order to avoid such tagging of being director of non-compliant company.

  • Date of Enforcement of Rules: The Rules came into force on the date of their publication in the Official Gazette i.e. 16th May, 2019.
  • Rule 12B is inserted to the Companies (Appointment and Qualification of Directors) Rules, 2014, after rule 12A as :

12B. Directors of company required to file e-form ACTIVE

  1. Where a company governed by Rule 25A of the Companies (Incorporation) Rules, 2014 (i.e. Companies incorporated on or before      31/12/2017, which is under mandatory requirement to file form INC-22A) fails to file the e-form ACTIVE within the period specified therein (i.e. 15.06.2019), the Director Identification Number (DIN) allotted to its existing directors, shall be marked as “Director of ACTIVE non-compliant company
  2. Where the DIN of a director has been marked as “Director of ACTIVE non-compliant company”, such director shall take all necessary steps to ensure that all companies governed by rule 25A of the Companies (Incorporation) Rules, 2014, where such director has been so appointed, file e-form ACTIVE.
  3. On compliance with Rule 25A of the Companies (Incorporation) Rules, 2014, the DIN so marked as Director of ACTIVE non-compliant company, shall be marked as “Director of ACTIVE compliant company”.

Disclaimer: The views expressed here are for general information only and not to be considered as legal opinion. One should seek advice from legal advisor before acting on the basis of information provided herein. We disclaim all liability (on my own behalf and that of my firm) in respect of actions taken based on above information.

Companies (Incorporation) Fifth Amendment Rules, 2019- Guidelines for Availability of Names

  • Ministry of Corporate Affairs (MCA) vide its Notification dated 10th May,2019 amended Companies (Incorporation) Rules, 2014 with Companies (Incorporation) Fifth Amendment Rules,2019 , by making substitution to Rule 8 of the said Rules, which is  published in the Official Gazette on 11th May,2019. It is distinct revised guidelines for applying name of Company and LLP for Registration of new Company/LLP with MCA. Rules are divided into 2 parts i.e Rule 8A which explains about undesirable names and Rule 8B which gives clarity on usage of certain words or expressions which can only be used with the previous approval of Central Government.   In the Companies (Incorporation) Rules, 2014, for Rule 8, the following rules shall be substituted  namely:
  • Rule 8 of Companies (Incorporation) Rules, 2014 provides that names applied for shall be deemed to resemble too nearly with the name of the existing company if an only if after comparing the name applied for with name of existing company by disregarding the matters set out below:
  • The words like Private, Pvt, (P), OPC Pvt. Ltd, IFSC Limited, IFSC Pvt.Limited, Producer Limited, Unlimited, Ltd, Ltd., LLP, Limited Liability Partnership, company, and company, & co, & co., co., co, corporation, corp, corpn, corp or group.  
  • The plural or singular form of words in one or both names:

Example: 1.) Green Technology Ltd. is same as Greens Technology Ltd. and

Greens Technologies Ltd

2.) SM Computers Ltd. is not same as SMS Computers Ltd

  • Type and case of letters, spacing between letters, punctuation marks and special characters used in one or both names

Examples: 1.) ABC Ltd. is same as A.B.C. Ltd. and A B C Ltd

  • Use of different tenses in one or both names

Examples: 1.) Ascend Solutions Ltd. is same as Ascended Solutions Ltd. And Ascending Solutions Ltd.

  • Use of different phonetic spellings including use of misspelled words of an expression

Example: 1.) Chemtech Ltd. is same as Chemtek Ltd., Chenrtek Ltd., Cemtech

Ltd., Cemtek Ltd., Kemtech Ltd., and Kemtek Ltd.

2.) Bee Kay Ltd is same as BK Ltd, Be Kay Ltd., B Kay Ltd., Bee K

Ltd., B.K. Ltd. and Beee Kay Ltd

  • Use of host name such as ‘www’ or a domain extension such as ‘net’, org’, ‘dot’ or ‘com’ in one or both names

Example: 1.) Ultra Solutions Ltd. is same as Ultrasolutions.com Ltd.

2.) Supreme Ultra Solutions Ltd. is not the same as Ultrasolutions.com Ltd

  • The order of words in the names:

Examples: 1.) Ravi Builders and Contractors Ltd. is same as Ravi Contractors and Builders Ltd

2.) Ravi Builders and Contractors Limited is not the same as Ravi Shankar Builders and Contractors Limited

  • Use of the definite or indefinite article in one or both names

Example: 1.) Congenial Tours Ltd. is same as A Congenial Tours Ltd. and The Congenial Tours Ltd.

2.) Isha Industries Limited is not the same as Anisha Industries Limited

  • A slight variation in the spelling of the two names including a grammatical variation thereof

Example: 1.) Color Technologies Ltd. is same as Colour Technologies Ltd

2.) Disc Solutions Ltd. is same as Disk Solutions Ltd. but it is not same as Disco Solutions Ltd

  • Complete translation or transliteration, and not part thereof, of an existing name, in Hindi or in English

Example: 1.)National Electricity Corporation Ltd. is same as Rashtriya Vidyut Nigam Ltd

2.) Hike Construction Ltd. is not the same as Hike Nirman Ltd

  • Addition of the name of a place to an existing name, which does not contain the name of any place

Example: 1.) If Salvage Technologies Ltd. is an existing name, it is same as Salvage Technologies Delhi Ltd and Salvage Delhi Technologies Ltd.

2.) Retro Pharmaceuticals Ranchi Ltd. is not the same as Retro Pharmaceuticals Chennai Ltd

  • Addition, deletion, or modification of numerals or expressions denoting numerals in a4 existing name, unless the numeral represents arty brand

Examples: 1.) Thunder Services Ltd is same as Thunder11 Services Ltd and One Thunder Services Ltd

2.) One 11 Power Equipment Ltd is not the same as One Power Equipment Ltd, if One 11 represents a brand

Note: In case of clauses (f) to (h) and clauses (k) and (l) shall not be disregarded while comparing the names, if no objection by way of a Board resolution has been provided by an existing company.

  • Rule 8A of Companies (Incorporation) Rules, 2014: Undesirable Names- For the purpose of Rule 8A, following shall be considered while classifying a name of the Company as Undesirable:
  1. It is prohibited under the provisions of section 3 of the Emblems and Names (Prevention and Improper Use) Act, l950 (12 of 1950), unless a previous permission has been obtained under that Act;
  2. The name contains a trademark registered under Trade Marks Act, 1999 in the same class of goods or services in which the activity of the company is being carried out or is proposed to be carried out, unless consent from the owner of the trademark is obtained.
  3. It includes any word or words which are offensive to any section of the people
  4. The proposed name is identical with or too nearly resembles the name of a Limited Liability Partnership

Provided that provisions of Rule 8 shall also apply to Limited Liability Partnership.

  • The proposed name is identical with or too nearly resembles with a name which is for the time being reserved in accordance with rule 9

Provided that the provisions of rule 8 shall apply mutatis mutandis while determining whether a proposed name too nearly resembles with a reserved name.

  • The company’s main business is financing, leasing, chit fund, investments, securities or combination thereof, but the proposed name is not indicative of such related financial activities viz. Chit Fund or Investment or Loan, etc.
  • The company’s name is indicative of activities financing, leasing, chit fund, investments, securities or combination thereof, but the company’s main business is not related to such activities
  • It resembles closely the popular or abbreviated description of an existing company or limited liability partnership
  • The proposed name is identical with or too nearly resembles the name of a company or limited liability partnership incorporated outside India and reserved by such company or limited liability partnership with the Registrar

Provided that if a foreign company is incorporating its subsidiary company in India, then the original name of the holding company as it is may be allowed with the addition of word “India or name of any Indian State or city”, if otherwise available

Provided further that provisions of rule 8 shall apply mutatis mutandis while determining whether a proposed name is too nearly resembling the name of a company or limited liability partnership incorporated outside India;

  • Any part of the proposed name includes the words indicative of a separate type of business constitution or legal person or any connotation thereof e.g. co-operative, sehkari, trust, LLP, partnership, society, proprietor, HUF, firm, Inc., PLC, GmbH, SA, PTE, Sdn, AG, etc.

For the companies containing the word ‘Electoral Trust’ in its name shall be allowed to be registered under Section 8 of Companies Act, 2013 in accordance with the Electoral Trusts Scheme, 2013 notified by the Central Board of Direct Taxes (CBDT).

Provided that name application is accompanied with an affidavit to the effect that the name to be obtained shall be only for the purpose of registration of companies under the said Electoral Trust Scheme as notified by the Central Board of Direct Taxes.

  • The proposed name contains the words ‘British India’
  • The proposed name implies association or connection with an embassy or consulate of a foreign government
  • The proposed name includes or implies association or connection with or patronage of a national hero or any person held in high esteem or important personages who occupied or are occupying important positions in the Government
  • The proposed name is identical to the name of a company dissolved as a result of liquidation proceeding and a period of two years has not elapsed from the date of such dissolution

Provided that if the proposed name is identical with the name of a company which is struck off in pursuance of action under section 248 of the Act or under section 560 of the Companies Act, 1956 (1 of 1956) then the same shall not be allowed before the expiry of twenty years from the date of publication in the Official Gazette being so struck off.

  • It is identical with the name of a limited liability partnership in liquidation or the name of a limited liability partnership which is struck off up to a period of five years.
  • The proposed name include words such as ‘Insurance’, ‘Bank’, ‘Stock Exchange’, Venture Capital’, ‘Asset Management’. ‘Nidhi’, ‘Mutual Fund’, etc., unless a declaration is submitted by the applicant that the requirements mandated by the respective regulator, such as IRDA, RBI, SEBI, MCA, etc. have been complied with by the applicant
  • The proposed name includes the word “State”, in case the company is not a Government Company
  • The proposed name is containing only the name of a continent, country, State, city such as Asia limited, Germany Limited, Haryana Limited or Mysore Limited
  • Use of descriptive names, where the name merely consists of commonly used words to describe an activity

For the purpose of this clause following shall be considered:

  1. The term “commonly used words” refers to use of generic expressions which may be used by any other company to describe its trade
  2. While determining whether a name is descriptive or not, the objects of the proposed company or the order of words appearing in a name shall not be relevant.
  3. The name shall not be deemed to be descriptive where “commonly used words” are used in addition to other words in the name

Illustrations:

  • The names Silk Manufacturers private Limited and Manufacturers Silk Ltd. are descriptive names as they merely describe an activity which may also be carried out by any other company and the order of the words is not relevant while determining a descriptive name
  • The names Computer World Ltd., Food Star Ltd., Tour Hub Ltd or House of Chocolate Ltd are not descriptive as the names do not merely consist of commonly used words
  • The name Drinking Water plant Ltd. is a descriptive name, even if the object of the company is not related to making drinking water plant as it consists of commonly used words and objects of the proposed company is not relevant while determining whether a name is descriptive

4.The proposed name includes name of any foreign country or any city in a foreign country, the same shall be allowed if the applicant produces any proof of significance of business relations with such foreign country like memorandum of understanding with a company of such country.

Provided that the name combining the name of a foreign country with the use of India like India Japan or Japan India shall be allowed if, there is a government to government participation or patronage and no company shall be incorporated using the name of an enemy country.

Enemy Country: Enemy country means so declared by the Government of India from time to time.

  • The proposed name of a section 8 company under the Act does not include the words Foundation, Forum, Association, Federation, Chambers, Confederation, Council, Electoral Trust and the like etc.
  • The proposed name of a Nidhi company under the Act does not have the last words “Nidhi Limited” as a part of its name
  • The proposed name has been released from the register of companies upon change of name of a company and three years have not elapsed since the date of change unless a specific direction has been received from the competent authority in the course of compromise, arrangement or amalgamation
  • The applicant shall declare in affirmative or negative (to affirm or deny) whether he is using or has been using in the last five years, the name applied or incorporation of company or LLP in any other business constitution like Sole proprietor or Partnership or any other incorporated or unincorporated entity and if, yes details thereof and No Objection Certificate from other partners and associates  for use of such name by the proposed Company or LLP, as the case may be, and also a declaration as to whether such other business shall be taken over by the proposed company or LLP or not.

Rule 8B Word or expression which can be used only after obtaining previous approval of Central Government:

In teems clause (b) of sub-section (3) of section 4, the following words and combinations thereof shall not be used in the name of a company in English or any of the languages depicting the same, meaning unless the precious approval of the Central Government has been obtained for the use of any such word or expression:

  1. Board;
  2. Commission:
  3. Authority;
  4. Undertaking;
  5. National;
  6. Union;
  7. Central;
  8. Federal;
  9. Republic;
  10. President;
  11. Rashtrapati;
  12. Small Scale Industries;
  13. Khadi and Village Industries Corporation;
  14. Financial Corporation and the like;
  15. Municipal;
  16. Panchayat;
  17. Development Authority;
  18. Prime Minister or Chief Minister;
  19. Minister;
  20. Nation;
  21. Forest corporation;
  22. Development Scheme;
  23. Statute or Statutory;
  24. Court or Judiciary;
  25. Governor;
  26. The use of word Scheme with the name of Government (s), State, India, Bharat or any Government authority or in any manner resembling with the schemes launched by Central, State or local Governments and authorities; and
  27. za)  Bureau

 

 

 

 

National Company Law Tribunal (Second Amendment) Rules, 2019

MCA vide notification no F. No. 1/30/2013 CL.V dated 8th May,2019 has specified the requisite number of members or depositors for applying under section 245 by amending National Company Law Tribunal Rules,2016 with National Company Law Tribunal( Second Amendment) Rules, 2019(hereinafter referred to as “Rules”). The copy of said notification can be downloaded from www.mca.gov.in.

Date of Enforcement of Rules: The Rules shall come into force on the date of their publication in the Official Gazette.

  • Section 245 of Companies Act, 2013 contains provisions related to Class Action Suits.
  • However, earlier the Companies Act, 2013 was silent regarding criteria for making application to the Tribunal for Class Action Suits.
  • This Rules specifies the criteria for making an application to the National Company Law Tribunal under Section 245(1) of the Companies Act, 2013 dealing with class action.
  • By inserting sub rule 3 and 4 to Rule 84 of National Company Law Tribunal Rules, 2016, the following amendment has been made:

“(3) In case of a company having a share capital, the requisite number of member or members to file an application under sub-section (1) of section 245 shall be –

(i) (a) at least five per cent of the total number of members of the company; or

     (b) one hundred members of the company,

  Whichever is less; or

(ii) (a) member or members holding not less than five per cent of the issued share capital of the company, in case of an unlisted company;

      (b) member or members holding not less than two per cent of the issued share capital of the company,

In case of a listed Company:

(4) The requisite number of depositor or depositors to file an application under sub-section (1) of section 245 shall be –

(i) (a) at least five per cent of the total number of depositors of the company; or

                   (b) one hundred depositors of the company,

Whichever is less; or;

(ii) Depositor or depositors to whom the company owes five per cent. of total deposits of the company.

                                                      *******************                                        

Companies (Removal of Names of Companies from the Register of Companies) Amendment Rules, 2019

Ministry of Corporate Affairs (MCA) vide its notification dated 8th May,2019 amend the Companies (Removal of Names of Companies from the Register of Companies) Rules, 2016 by introducing new Rules (copy of notification can be downloaded from www.mca.gov.in):

The new rules may be called the Companies (Removal of Names of Companies from the Register of Companies)Amendment Rules, 2019.

  •  Date of Enforcement of Rules: The Rules shall come into force with effect from 10th May, 2019.

The New Rules brings following major amendments in the process of making application to Registrar of Companies for striking off the name of the Company from the Register of Companies:

  • The filing fees for filing Form STK-2 for the purpose of striking off the name of the Company has been increased from Rs. 5000/- to Rs. 10,000/-.
  • No application in Form No. STK-2 shall be filed by a company unless it has filed overdue returns in Form No. AOC-4 (Financial Statement) or AOC-4 XBRL, as the case may be, and Form No. MGT-7 (Annual Return), up to the end of the financial year in which the company ceased to carry its business operations.
  • The affidavit attached to the Form STK-2 shall contain the following clause:
  • “(viii) The company has fulfilled all pending compliances, if any (Applicable in case an application under sub-section (2) of section 248 has been filed after the initiation of action under sub-section (1) of section 248.)”
  • Further, format of Statement of Accounts in form STK-8 is also issued by the MCA in this Rules which is required to be attached to form STK-2.

                                  ******************

 

MSMEs: The Engine of Growth Recent Compliance requirements helping MSMEs

By CS Dr(h.c) Shilpi Thapar & Ajay Jaisingh

Background of recent steps by the Govt for MSMEs:

Why are MSMEs important?

MSMEs – an abbreviation of Micro, Small & Medium enterprises- are India’s second-largest job creators after agriculture, despite the fact that agriculture sector’s contribution to GDP is less than MSME. The MSME sector is seen contributing to around 30% the GDP while providing employment to more than 120 million people through about 65 million MSME Units, which is noteworthy given that a large section of the workforce in the nation lacks vocational skills. The MSME sector also demonstrates the entrepreneurship spirit of India.

A strong MSME sector is empowered to absorb the emerging workforce, especially the migrants from the agriculture sector, providing an answer to one of the biggest issues faced by the government today – the gap between employability and employment.

Definitions and Important provisions of MSME Development Act, 2006:

Definitions of Micro, Small & Medium Enterprises In accordance with the provision of Micro, Small & Medium Enterprises Development (MSMED) Act, 2006 the Micro, Small and Medium Enterprises (MSME) are classified in two Classes:

  1. Manufacturing Enterprises: the enterprises engaged in the manufacture or production of goods pertaining to any industry specified in the first schedule to the industries (Development and regulation) Act, 1951) or employing plant and machinery in the process of value addition to the final product having a distinct name or character or use. The Manufacturing Enterprises are defined in terms of investment in Plant & Machinery.
  2. Service Enterprises: The enterprises engaged in providing or rendering of services and are defined in terms of investment in equipment. The limit for investment in plant and machinery / equipment for manufacturing / service enterprises, as notified, vide S.O. 1642(E) dtd.29-09-2006 are as under:
Manufacturing Sector
Enterprises Investment in plant & machinery
Micro Enterprises Does not exceed Rs.25Lacs
Small Enterprises More than Rs.25Lacs but does not exceed Rs.5crores
Medium Enterprises More than Rs.5crores but does not exceed Rs.10crores
Service Sector
Enterprises Investment in equipments
Micro Enterprises Does not exceed Rs.10Lacs
Small Enterprises More than Rs.10Lacs but does not exceed Rs.2crores
Medium Enterprises More than Rs.2crores but does not exceed Rs.5crores

Important Point to be noted: In the recent judgement of Delhi High Court dtd. April 7, 2018, in the matter of M/S Ramky Infrastructure Private Limited vs. Micro and Small Facilitation Council & Anr. W.P.(C) 5004/2017, wherein it has been held that an entity which falls within the definition of the micro/small enterprise will be treated as a ‘supplier’ under Section 2(n) of the MSMED Act even if it has not filed a Memorandum as required under Section 8(1) of the MSMED Act.

Internationally, SMEs are defined by two simple and clear parameters – the number of employees and revenues. In India, SMEs are defined only on the basis of assets: investment in plant and machinery and equipment.

The MSME Development (Amendment) Bill, 2018, which prescribed the following Turnover based criteria for defining MSMEs was introduced in the Lok Sabha during the last monsoon session but would have lapsed after recent Budget Session of 2019 after facing strong opposition from all corners:

Manufacturing & Service Sector
Enterprises Annual Turnover
Micro Enterprises Does not exceed Rs.5crores
Small Enterprises More than Rs.5crores but does not exceed Rs.75crores
Medium Enterprises More than Rs.75crores but does not exceed Rs.250crores

 

A clear definition is imperative for MSMEs to draw the benefits of government schemes/policies, nationally or internationally; especially, when relaxations/rebates are designed for a certain category of firms.

Section 15:  Liability of buyer to make payment

Where any supplier supplies any goods or renders any services to any buyer, the buyer shall make payment therefor on or before the date agreed upon between him and the supplier in writing or, where there is no agreement in this behalf, before the appointed day: Provided that in no case the period agreed upon between the supplier and the buyer in writing shall exceed forty-five days from the day of acceptance or the day of deemed acceptance.

Section 2(b) Explanation—For the purposes of this clause,—

(i) “the day of acceptance” means,—

(a) the day of the actual delivery of goods or the rendering of services; or

(b) where any objection is made in writing by the buyer regarding acceptance of goods or services within fifteen days from the day of the delivery of goods or the rendering of services, the day on which such objection is removed by the supplier;

(ii) “the day of deemed acceptance” means, where no objection is made in writing by the buyer regarding acceptance of goods or services within fifteen days from the day of the delivery of goods or the rendering of services, the day of the actual delivery of goods or the rendering of services;

 Section 22: Requirement to specify unpaid amount with interest in the annual statement of accounts

Where any buyer is required to get his annual accounts audited under any law for the time being in force, such buyer shall furnish various additional information in his annual financial statements related to the unpaid amount and interest thereon…

 Section 11:  Procurement preference policy

For facilitating promotion and development of micro and small enterprises, the Central Government or the State Government may, by order notify from time to time, preference policies in respect of procurement of goods and services, produced and provided by micro and small enterprises, by its Ministries or departments, as the case may be, or its aided institutions and public sector enterprises

 Section 9:  Measures for promotion and development

The Central Government may, from time to time, for the purposes of facilitating the promotion and development and enhancing the competitiveness of micro, small and medium enterprises, particularly of the micro and small enterprises, by way of development of skill in the employees, management and entrepreneurs, provisioning for technological upgradation, marketing assistance or infrastructure facilities and cluster development of such enterprises with a view to strengthening backward and forward linkages, specify, by notification, such programmes, guidelines or instructions, as it may deem fit.

What prompted the launch of the MSME sops?

Small businesses had a tough time in the past two years due to the cash crunch caused by the demonetization of high-value currencies in November 2016 and the business disruption caused by the July 2017 launch of the goods and service tax (GST). The fund crunch faced by non-banking financial companies after the failure of IL&FS is feared to have dried up a key source of funds for MSMEs. Stress in the sector has a huge socio-economic impact.

MSME Samadhaan: 9974 applications were filed by MSEs involving total amount of Rs. 2765.22 Crore in MSME Samadhaan Portal up to November, 2018. Out of these, 643 applications have been mutually settled involving Rs. 94.71crore. 2988 applications were converted into cases and 1911 applications have been rejected by MSEFC Council. 2739 cases have been disposed by MSEFC involving Rs. 942.39 crore.

(source:https://msme.gov.in/sites/default/files/Important%20eventofMinistryforNovember2018.pdf)

Credit Flow: As per the RBI data on Sectoral Deployment of Bank Credit (published on 31st October, 2018), the year on year growth of deployment of gross bank credit in the micro and small sector decreased from 1.7 % in September 2016-17 to -1.4% in September 2017-18 period. The same figure for the medium sector increased from -8.0 % to 3.3 %.

(source:https://msme.gov.in/sites/default/files/Important%20eventofMinistryforNovember2018.pdf)

Hon’ble Prime Minister of India on 2nd November 2018 launched Support and Outreach Programme and unveiled 12 key initiatives to help the growth, expansion and facilitation of MSMEs across the Country.

1) Loans up to Rs.1crore within 59 minutes through an online portal.

2) Interest subvention of 2% for all GST registered MSMEs on fresh or incremental loans.

3) All companies with a turnover of more than 500 crores to be mandatorily on TReDS platform to enable entrepreneurs to access credit from banks, based on their upcoming receivables, thus, solving the problems of cash cycle. (Gazette notification S.O. 5622(E) dtd.02.11.2018 related to MSME FORM-I was issued along with the notification no.S.O. 5621(E) dated 02.11.2018 for TReDS platform mandate to provide overall relief to cash crunch of MSMEs)

4) All PSUs to compulsorily procure 25 percent from MSMEs instead of 20 percent of their total purchases.

5) Out of the 25 percent procurement mandated from MSMEs, 3 percent reserved for women entrepreneurs.

6) All CPSUs to compulsorily procure through GeM portal.

7) 100 Technology Centres to be established at the cost of Rs 6000 crore.

8) Govt. of India to bear 70 percent of the cost for establishing Pharma clusters.

9) Returns under 8 labour laws and 10 Union regulations to be filed once in a year.

10) Establishments to be visited by an Inspector will be decided through a computerised random allotment.

11) Single consent under air and water pollution laws. Returns will be accepted through self-certification and only 10 percent MSME units to be inspected.

12) For minor violations under the Companies Act, entrepreneurs no longer have to approach court but can correct them through simple procedures.

Mandatory reporting by Specified Companies- MSME-I

MINISTRY OF CORPORATE AFFAIRS

NOTIFICATION

New Delhi, the 22nd January, 2019

S.O. 368(E).—Whereas, the Central Government vide notification number S.O. 5622(E), dated the 2nd November, 2018 has directed that all companies, who get supplies of goods or services from micro and small enterprises (medium enterprises not covered) and whose payments to micro and small enterprise suppliers exceed forty five days (even if agreed payment terms are more than 45days) from the date of acceptance or the date of deemed acceptance of the goods or services as per the provisions of section 9 of the Micro, Small and Medium Enterprises Development Act, 2006 (27 of 2006) (hereafter referred to as “Specified Companies”), shall submit a half yearly return to the Ministry of Corporate Affairs stating the following:

(a) the amount of payment due; and

(b) the reasons of the delay;

And whereas, in exercise of power under section 405 of the Companies Act, 2013, (18 of 2013) the Central Government, considers it necessary to require “Specified Companies” to furnish above information under said section of the Act.

Now, therefore, in exercise of the powers conferred by section 405 of the Companies Act, 2013 (18 of 2013), the Central Government hereby makes the following Order, namely:-

  1. Short title and commencement- (1) This Order may be called the Specified Companies (Furnishing of information about payment to micro and small enterprise suppliers) Order, 2019.

(2) It shall come into force from the date of its publication in the Official Gazette.

  1. Every specified company shall file in MSME Form I details of all outstanding dues to Micro or small enterprises suppliers existing on the date of notification of this order within thirty days from the date of publication of this notification. (the same has been modified to “within 30days from the date the said e-form MSME Form I is deployed on MCA 21 Portal” vide MCA General Circular No.01/2019 dtd. 21.02.2019)
  2. Every specified company shall file a return as per MSME Form I annexed to this Order, by 31st October for the period from April to September and by 30th April for the period from October to March.  

Exemptions to this notification: Companies which are

  • not procuring goods and/or services from Micro and Small Enterprises (like, procuring from Medium Enterprises). Considering the recent High Court ruling, where filing Memorandum or taking MSME certificate is not mandatory for MSME, even declaration/undertaking from supplier of goods/services is sufficient to designate them as Micro or Small Enterprise.
  • if procuring from Micro and Small Enterprises, paying them within 45days from the date of acceptance or deemed acceptance as per MSMED Act, 2006

Non-Compliance of this notification:

Extract from section 405 of Companies Act 2013. Power of Central Government to direct companies to furnish information or statistics

(1) The Central Government may, by order, require companies generally, or any class of companies, or any company, to furnish such information or statistics with regard to their or its constitution or working, and within such time, as may be specified in the order……..

Non-compliance will lead to punishment and penalty under the provision of section 405(4) the Companies Act as follows:

On Company – fine upto Rs. 25,000

On Directors, CFO and CS (KMP) – Imprisonment up to 6 Months

Or

Fine – not less than Rs. 25000 which can go up to Rs. 300000 per person

Mandate to Companies to register on TReDS platform

To achieve the same objective of improving MSME’s liquidity and 1 of the 12 steps mentioned hereinabove, Central Government vide notification no. S.O.5622(E) dated 02.11.2018, has mandated that all Companies with a turnover of more than Rs. 500 crores shall be required to get themselves on boarded on the TReDS (Trade Receivables Discounting System platform), set up as per the notification of the RBI. This is to ensure Trade Receivables Discounting of MSME’s Invoices raised on these companies.

  • Presently, there are 3 exchanges authorised by RBI, Invoicemart.com, www.rxil.com, www.M1Exchange.com
  • Even after 4months of this notification, there is a little success in achieving this objective with Pvt sector Companies who are reluctant to get on board since they will have to make sure all the payments to MSME are done within 45days. Almost all public sector companies are already on boarded as per mandate.
  • To achieve maximum compliance under this notification, ICSI has started asking confirmation form CS of that large Corporate to confirm compliance.
  • Even ROCs have started issuing notices to specified Companies to confirm compliance of this notification.

Once all these big companies are on board, it is going to provide a big boost to MSME’s liquidity.

Effect of these steps on the Ground

It seems Government is able to achieve its objectives with the recent steps. According to a recent survey by the Confederation of Indian Industry (CII) which came out on 8th March 2019, among all the sectors, micro, small and medium enterprises (MSMEs) was the largest job creator in the last four years – with growth of 13.9 per cent – and will continue to be so in the next three years,. The survey mentioned that there was a need for greater hand holding of the MSMEs which are yet to take full advantage of government initiatives.

“There is an expectation of higher growth on employment for the next three years,” the survey said. This optimism emanates from the fact that government initiatives like the 2 per cent interest subvention given to all MSMEs and trade receivables e-discounting system (TReDS) among other steps taken in recent “Support & Outreach programme” for MSMEs would drive future growth leading to more employment, the report said.

 

                                                                    *****************************

MCA Updates- MCA Notification dated 25.04.2019 regarding extension of due date for filing e-form INC-22A till 15.06.2019.

MCA vide its notification dated 25.04.2019 extended Due Date for filing form INC 22A(ACTIVE) without fees till 15.06.2019. The earlier due date for filing Form INC 22A was 25.04.2019. Filing of eform INC 22A beyond due date of 15.06.2019 would attract penalty of Rs.10000/-. 
 
The copy of MCA notification dated 25.04.2019 can be downloaded from www.mca.gov.in.  

Companies (Appointment and Qualification of Directors) Amendment Rules, 2018.

As per the notification issued by the Ministry of Corporate Affairs dated 26th January 2018, the Central Government in exercise of the powers conferred by sub-sections (1) and (2) of section 469 of the Companies Act, 2013, hereby makes the following rules further to amend the Companies (Appointment and Qualification of Directors) Rules, 2014, namely: ‑

(1) These rules may be called the Companies (Appointment and Qualification of Directors) Amendment Rules, 2018.

(2) They shall come into force on the date of their publication in the Official Gazette.

(3) The marginal heading of Rule 9 of Companies (Appointment and Qualification of Directors) Rules, 2014 has been be substituted namely:

 Existing marginal heading

“Application for allotment of Director Identification Number”

Revised marginal heading

“Application for allotment of Director Identification Number before appointment in an existing company”

(4 )The Rule 9 (1), the has been be substituted with following:

Existing Rule

Every individual, who is to be appointed as director of a company shall make an application electronically in Form DIR-3, to the Central Government for the allotment of a Director Identification Number (DIN) along with such fees as provided in the Companies (Registration Offices and Fees) Rules, 2014.

Revised Rule

Every applicant, who intends to be appointed as director of an existing company shall make an application electronically in Form DIR-3, to the Central Government for allotment of a Director Identification Number (DIN) along with such fees as provided under the Companies (Registration Offices and Fees) Rules, 2014.

Provided that in case of proposed directors not having approved DIN, the particulars of maximum three directors shall be mentioned in Form No.INC-32 (SPICe) and DIN may be allotted to maximum three proposed directors through Form INC-32 (SPICe)”

Explanation

The revised rule describes the procedure for the Application for allotment of Director Identification Number before appointment in an existing company. However, in case of proposed directors not having approved DIN, the particulars of maximum three directors shall be mentioned in Form No.INC-32 (SPICe) and DIN may be allotted to maximum three proposed directors through Form INC-32 (SPICe)”

 (5) The Rule 9 (3), the has been be substituted with following:

Rule 9 (3)(a) of Existing Rule

(a) The applicant shall download Form DIR-3 from the portal, fill in the required particulars sought therein, and sign the form and after attaching copies of the following documents, scan and file the entire set of documents electronically-

(i)photograph;

(ii) proof of identity;

(iii) proof of residence;

 (v) specimen signature duly verified.

Rule 9 (3)(a) of  Revised Rule

 The applicant shall download Form DIR-3 from the portal, fill in the required particulars sought therein and sign the form and after attaching copies of the following documents, scan and file the entire set of documents electronically-

(i) photograph

(ii) proof of identity

(iii) proof of residence

(iii-a) board resolution proposing his appointment as director in an existing company

 (v) specimen signature duly verified.

 Explanation

As per the proposed amendment, the applicant shall also be required to attach ” board resolution proposing his appointment as director in an existing company” in addition to aforesaid documents for filing Form DIR-3 with the MCA portal.

Rule 9 (3)(b) of Existing Rule

(b) Form DIR-3 shall be signed and submitted electronically by the applicant using his or her own Digital Signature Certificate and shall be verified digitally by –

 (i) a chartered accountant in practice or a company secretary in practice or a cost accountant in practice; or

(ii) a company secretary in full-time employment of the company or by the managing director or director of the company in which the applicant is to be appointed as director.

Rule 9 (3)(b) of Revised Rule

 Form DIR-3 shall be signed and submitted electronically by the applicant using his or her own Digital Signature Certificate and shall be verified digitally by a company secretary in full time employment of the company or by the managing director or director or CEO or CFO of the company in which the applicant is intended to be appointed as director in an existing company,”

Explanation

The Form DIR-3 shall be verified digitally by a company secretary in full-time employment of the company or by the managing director or director or CEO or CFO of the company in which the applicant is intended to be appointed as a director in an existing company. Hence, the requirement of digital verification by a chartered accountant in practice or a company secretary in practice or a cost accountant in practice has been done away with.

 The said Amendment Act is placed at the link:

http://www.mca.gov.in/Ministry/pdf/AppointmentQualificationDirectoramendmentrules2018_25012018.pdf

PROVISIONS OF SECTION 1 & SECTION 4 OF COMPANIES (AMENDMENT) ACT, 2017-NOTIFIED!

As per the notification issued by the Ministry of Corporate Affairs dated 23rd January, 2018, the powers conferred by sub-section (2) of section 1 of the Companies (Amendment) Act, 2017 (1of 2018), the Central Government hereby appoints the 26th January, 2018 as the date on which the provisions of section 1 and section 4 of the said Act shall come into force.

  HIGHLIGHTS OF THE COMPANIES (AMENDMENT) ACT, 2017

The Companies (Amendment) Act, 2017 which was passed by the Lok Sabha on July 27, 2017 and by the Rajya Sabha on December 19, 2017, has received the assent of the President of India on January 3, 2018 and subsequently published in the Gazette of India. The Amendment Act shall come into force on such date as the Central Government may, by notification in the Official Gazette, appoint and different dates may be appointed for different provisions of the Act.

The Amendments under the Companies (Amendment) Act, 2017, are broadly aimed at:

  • Addressing difficulties in implementation owing to stringent compliance requirements;
  • Facilitating ease of doing business in order to promote growth with employment;
  • Harmonisation with the Accounting Standards, the Securities and Exchange Board of India Act, 1992 and the regulations made thereunder, and the Reserve Bank of India Act, 1934 and the regulations made thereunder;
  • Rectifying omissions and inconsistencies in the Act.

SECTION -1_ Short title, extent, commencement and application:-

Existing Provision – as per Companies Act, 2013

(1) This Act may be called the Companies Act, 2013.

(2) It extends to the whole of India.

Revised Provision – as per Companies (Amendment) Act, 2017

(1) This Act may be called the Companies (Amendment) Act, 2017.

(2) It shall come into force on such date as the Central Government may, by notification in the Official Gazette, appoint and different dates may be appointed for different provisions of this Act and any reference in any provision to the commencement of this Act shall be construed as a reference to the coming into force of that provision.

SECTION – 4(5)­_ Name Reservation / Approval

Existing Provision – as per Companies Act, 2013

Section 4(5)(i) –  Upon receipt of an application under subsection (4), the Registrar may, on the basis of information and documents furnished along with the application, reserve the name for a period of sixty days from the date of the application.‘

Subsection (4) – A person may make an application, in such form and manner and accompanied by such fee, as may be prescribed, to the Registrar for the reservation of a name set out in the application as—

(a) the name of the proposed company; or

(b) the name to which the company proposes to change its name.

Amendments as per Companies (Amendment) Act, 2017

In section 4 of the principal Act, in subsection (5), for clause (i), the following shall be substituted, namely:- ―(i) Upon receipt of an application under subsection (4), the Registrar may, on the basis of information and documents furnished along with the application, reserve the name for a period of twenty days from the date of approval or such other period as may be prescribed: Provided that in case of an application for reservation of name or for change of its name by an existing company, the Registrar may reserve the name for a period of sixty days from the date of approval.

Revised Provision

Revised Section 4(5)(i) – Upon receipt of an application under sub-section (4), the Registrar may, on the basis of information and documents furnished along with the application, reserve the name for a period of twenty days from the date of approval or such other period as may be prescribed: Provided that in case of an application for reservation of name or for change of its name by an existing company, the Registrar may reserve the name for a period of sixty days from the date of approval.

Explanation

The period for reservation of name is substituted from sixty days from the date of the application to twenty days from the date of approval or such other period as may be prescribed. There were concerns that the period of sixty days for reservation of name should be from the date of approval and not from the date of application. This concern is addressed.

A provision for existing companies is also provided. In case of an application for reservation of name or for the change of its name by an existing company, the Registrar may reserve the name for a period of sixty days from the date of approval.

 The said Amendment Act is placed at the link:

     http://www.mca.gov.in/Ministry/pdf/CAAct2017_05012018.pdf

MCA’s Condonation of Delay Scheme,2018 for Defaulting Companies and Disqualified Directors

  1. All companies registered in India including private limited company, one person company, limited company, section 8 company, and others are required to file annual financial statements and annual return with the Registrar of Companies, Ministry of Corporate Affairs each year. 
  2.  As per section 164(2) read with section 167 of The Companies Act, 2013 which is effective from 1.04.2014, Directors of Companies who have defaulted in filing an annual return or financial statement continuously for a period of 3 years are liable for disqualification on account of default by a company. On disqualification, the Director would be unable to incorporate a new company or act as Director of an existing company for a period of three years. 
  3. As per Rule 14, of the Companies (Appointment and Qualification of Directors) Rules, 2014, it is the duty of every director to inform to the company about his disqualification if any u/s. 164(2) in Form DIR-8. 
  4.  Consequent upon the notifications of provisions of section 164(2), MCA has launched the Company Law Settlement Scheme 2014 providing an opportunity to the defaulting companies to clear their defaults within the time period specified therein and following the due process as notified. 
  5. Ministry of Corporate Affairs(MCA) identified 3,09,614 directors associated with the companies that had failed to file financial statements or annual returns in the MCA21 online Registry for a continuous period of 3 years 2013-2014 to 2015-2016 in terms of provisions of section 164(2) r/w 167(1) of the Act and they were barred from accessing the online registry and a list of such directors was published on the website of MCA. 
  6.  This has invited lots of representations from Industries and defaulting companies and their directors to give the opportunity to the defaulting companies to become compliant and normalize operations. Even the lots of writ applications are filed by affected persons before various high courts seeking relief from the disqualification. 
  7.  In order to give an opportunity for the non-compliant defaulting companies to rectify the default, Central Government in an exercise of its powers conferred under section 403, 459 and 460 of Companies Act,2013, introduced the scheme namely “ Condonation of Delay Scheme 2018” (CODS-2018) vide General Circular no. 16/2017 dated 29.12.2017.
  8.  The Condonation of Delay Scheme will be operational from 1st January 2018 to 31st March 2018 – a period of three months only.  
  9. The scheme is applicable to all defaulting companies other than the companies which have been stuck off/whose names have been removed from the register of companies under section 248(5) of the Companies Act,2013. Section 248(1)(d) of the Act, where ROC has reasonable cause to believe that, among other things, a company has not done any business or operation for a period of two immediately preceding financial years AND has not applied for a status of dormant company u/s.455 of the Act. For this purpose, defaulting companies means company which has not filed its financial statements or annual returns as required under the Companies Act,1956 or Companies Act,2013, as the case may be and the Rules made thereunder for the continuous period of 3 years. So companies who have not filed either of the document financial statements or annual return can take benefit of this scheme.
  10.  The directors of this defaulting companies are disqualified u/s.164(2)(a) of the Companies Act, 2013 (the Act). It means such directors are not eligible to be re-appointed in the defaulting company or appointed as a director in another company for a period of five years, from the date on which the defaulting company failed to file said documents, i.e. last due date for filing of annual return or financial statement for the third consecutive year i.e November 2016 for the financial year 2015-2016.And due to disqualification of a director u/s.164(2)(a), such directors cease to be directors u/s.167(1)(a) of the Companies Act, 2013. 
  11. The following documents as were due for filing till 30.06.2017 under the Companies Act 1956/2013 can  be filed under the  scheme with the ROC:
  • Annual Return
  • Financial Statement (including XBRL)
  • Compliance Certificate (as was required under Companies Act 1956)
  • Particulars of appointment of auditors

No other documents except stated above can be filed under this scheme.

Procedure to be followed for the purposes of the Condonation of Delay Scheme 2018:-

In the case of defaulting companies whose names have not been removed from register of companies:-

(i) The DINs of the disqualified directors de-activated at present shall be temporarily activated during the validity of the scheme to enable them to file the overdue document. However, Director is associated with any company whose name is struck off, cannot avail the scheme and their DIN nos will not get activated. [The relevant DIN Nos is activated on 12.01.2018 and defaulting companies can start filing process and file the overdue documents paying the statutory filing fees and additional fees payable as per section 403 of the Act .]

 (ii) After filing the documents, the defaulting companies shall seek condonation of delay by filing online on MCA  portal (www.mca.gov.in) form e-CODS 2018 along with a fee of Rs.30,000 before 31st March 2018. [E-form e-cods will be available from 20th Feb, 2018]

 (iii) The DINs of the Directors associated with the defaulting companies that have not filed their overdue documents and the eform CODS, and these are not taken on record in the MCA21 registry and are still found to be disqualified on the conclusion of the scheme in terms of section 164(2)(a) r/w 167(1)(a) of the Act shall be liable to be deactivated on expiry of the scheme period.

 (iv) In the event of defaulting companies whose names have been removed from the register of companies under section 248 of the Act and which have filed applications for revival under section 252 of the Act up to the date of this scheme, the Director’s DIN shall be re-activated only NCLT order of revival subject to the company having filing of all overdue documents.

 The Registrar concerned shall withdraw the prosecutions pending if any before the concerned courts of all documents filed under this scheme except actions taken u/s. 167(2) of the Act or any civil or criminal liabilities if any arises for such disqualified directors during the period they remained disqualified. Here, the pertinent questions arise that if director whose din no is temporarily activated sign the forms as directors, he will be violating provisions of section 167(2). 

At the conclusion the scheme, the Registrar shall take all necessary actions against the defaulting companies who have not availed themselves of this scheme and continue to default.

In the Companies (Amendment) Act, 2017, the provisions of Sec.403 are substantially modified and on commencement of modified Section 403 any delay in filing after the prescribed period not only will attract additional fees of not less than Rs.100  per day for every document, but MCA would also be entitled to take legal action against the Company and its Directors/officers. So, its a boon for defaulting companies and disqualified directors to set their company’s compliances right by filing the overdue annual filing documents under the scheme before 31.03.2018 to save themselves from hefty additional fees and penal actions.

Disclaimer: The above views are the personal views of the author and the Readers are requested to exercise their due diligence before taking action.

Paperless, E-Boardrooms- Not a Luxury but a vital tool for Effective Corporate Governance.

Digital India is one of the key initiative of the Government of India which has three main mechanisms i.e creating effective digital infrastructure, delivering services digitally and ensuring digital literacy among citizens of India. The call for ‘Minimum government, maximum governance’ has grown louder these days. There is maximum use of technology for implementing better governance practices in the Nation i.e. Computerization of government departments, tremendous use of web-based system for government services, implementation of e-governance in corporate world by launching of MCA 21 (electronic filing system) by the Ministry of Corporate Affairs in 2006 and other online website of various regulatory authorities which facilitates efficient functioning, transparency, accountability, reduction in corruption and limiting the usage of paper.

The Companies Act, 2013 has highlighted the significance of e-governance for Corporates in India as:

  1. All compliance filings will be done electronically with Registrar of Companies (ROC),
  2. The companies can maintain their records, registers, books of accounts, notices, forms, declarations, and minutes in electronic form which is termed as “E-Records.”
  3. Service of Documents such as Notices, Agendas, Minutes, other relevant documents can be done electronically by email to Directors and Stakeholders by companies saving a lot of time and cost.
  4. E-voting can be done by shareholders in General Meetings of the Companies.
  5. Directors can attend board and committee meetings via Video Conferencing.
  6. Dividends can be paid to shareholders in electronic mode instead of issuing cheques.

The e-Governance in India has steadily evolved to be more citizen-centric, service-oriented and transparent. Even medical practitioners rely on electronic medical records today. So now, it is the time to use technology in the Indian Boardrooms and design them as E-Boardrooms to ensure more transparency and accountability.

Companies today operate in a very complex business environment with increasing regulatory scrutiny which has eventually increased the amount of board work and the number of board and committee meetings that is required to be conducted. To conduct the effective board meeting is the main component of Corporate Governance. It is often seen that for conducting a single meeting in the company, on the average 4000 pieces of papers are used and approx. 40 hours of the C-Suite Executives is utilized in preparing, binding and dispatching agenda to the Board Members which imposes huge time and cost burden on the company. C-Suites Executives including Company Secretary spent days, if not weeks, on the physical production and distribution of materials. The US National Association of Corporate Directors’ (NACD’s) Public Company Governance Survey 2013-2014 found that directors spend almost as much time (71.3 hours per month) reviewing reports and other materials as they do (81 hours per month) attending board and committee meetings on average a month. Technology can be used to help boards and directors manage the clutter of information. Companies should automate their operations and board old-fashioned communications.

With the increasing stress on corporate governance, the role of directors under the Companies Act, 2013 (the Act) has come into sharp focus. The Directors are managerial persons and elected representatives of the shareholders. They individually and collectively hold the position of trust and have fiduciary and statutory duties towards the company, the shareholders, and others. They are not agents for individual shareholders or members. The major responsibility of the Board of Directors is to direct the affairs of the company and to exercise such control that the wealth and wealth creating assets of the company are protected. Extensive board responsibilities are found in the Canadian Guidelines which identify five specific components of the board’s stewardship’s responsibilities as follows:

  1. Adoption of a strategic planning process
  2. Management of Risk
  3. Appointment, training and monitoring of senior management, including succession
  4. Effective communication and
  5. Ensuring the integrity of corporate internal control and management information systems.

If a director fails to perform their huge fiduciary and statutory duties towards their organization, they are held severally liable. They can protect themselves from liability where they have made a business judgment in good faith for a proper purpose and rationally believed it to be in the best interests of the company. For performing their duties efficiently and diligently in a timely manner, access to proper and timely information for an understanding business of the organization by them is vital. There should be a proper system in the organization for board communication ensuring that no information is left out to be disseminated and proper, transparent and accountable information is disseminated. It has often come to notice that mostly in all big corporate scandals, most of the directors more particularly independent directors could not act in time due to nonreceipt of crucial information from the management of the organization in a proper and timely manner due to which they have to face severe legal battles.

  In order to have streamlined, cost saving communication process, more companies are looking forward to having e-boardroom for ensuring intelligent and smart communication between Directors. Most directors are using technology in form of emails, file hosting services such as dropbox, google drive for accessing board papers which are always subject to security risk as files and data are mostly sent without any encryption or password protection and anybody can access the board papers and documents. The right approach is for boards to license and utilize one of the readily available board portal solutions. There should be evolvement from Corporate Governance to Smart Corporate Governance.

A “Paperless Boardroom” also referred as “Digital Boardroom or E-Boardroom” is creating an environment in which the use of paper is eliminated or greatly reduced. It is Electronic document management which replaces traditional ways of disseminating information. It is done by taking board portal solutions which is collaborative software that allows directors to securely access board documents and collaborate with other board members electronically. Most board portal solutions allow access via a number of platforms including personal computers, tablets, and even smartphones.

How does Board Portal work?

  1. It is a new concept gaining momentum in the past few years.
  2. It is an Electronic Document Management where iPads or tablets are used by the Board of Directors and C-Suite Executives for disseminating information.
  3. It is web-based services that centralize all the information and processes that director needs to do their jobs efficiently and effectively.
  4. It gives secure electronic environment. The administrator of the online board portal can continuously update portal by uploading all information, financial statements, company policies, procedures, newsletters and reports, meeting agendas, minutes for consideration of Directors in time. Directors are assigned user id and password through which they can access all uploaded information, agendas, past or present minutes, approvals, calendar, policies and procedures and even confidential documents 24*7 anywhere offline or online and connect to Board Portal anytime.
  5. All information and documents can be downloaded by directors online and saved on their iPad and they can take it with them to access it later on even on boarding the plane. Even past meeting’s agendas, minutes and relevant documents can be accessed by them anytime. They can review their board/committee meeting schedules and material in advance anywhere.
  6. Information can be shared interactively between meetings, written consent can be given by directors on any subject matter, even absent directors can access meetings online.
  7. By having a video conferencing facility on the iPad, directors can also take part in meetings via video conferencing.
  8. Directors can store their private notes on reading any information or agenda points which they want to discuss in the meeting without viewing by other directors.
  9. Directors can leave comments/questions regarding any document, agenda point, they have read. All board members will able to view it and communicate with each other without any delay.
  10. Quick opinions on specific issues can be done by conducting online polls among all board members via board portal.
  11. If any contract or document is to be reviewed and signed by any director and when a document or contract is getting closer to the expiration date, then an email reminder can be sent to him for reviewing it.
  12. Adoption of Digital Board Packages will lead to good corporate governance, more accountability, and transparency, reduce organizational risk, increase better communication and collaboration between directors creating more practical, convenient, green environment in the organization.
  13. The printing and distribution cost shall be reduced to the extent and there will be improved security a portal offers over a manual process, and the better decisions will be made by the board.

Instead of spending hours after printing, passing and signing the documents, board members and executives enjoy looking at important documents on their computer screens.

It’s the best way to make information available to directors 24/7. If it’s 12 o’clock at night and any director does not remember any point in the contract or policy of the company, he can go in the company’s board portal and refer it.

More and more companies should come forward and adopt this newest technology to make board life easy. E-Boardrooms have therefore is now a vital tool instead of Luxury item for Directors and Management as they facilitate to modernize decision-making process, keep them abreast with the latest and most relevant information to make the best promising decisions, ensure high grade of security resulting in negligible chances of unauthorized access to board documents and information and maintains high level of transparency and accountability in board processes.

Prospective Role of CFO in Corporate Governance

 

As per The Institute of Company Secretaries of India (ICSI), Corporate Governance is defined as “The application of best management practices, compliances of law in 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.”

The main purpose of Corporate Governance policies and practices should be wealth creation, wealth management, and wealth sharing. Adherence to laws and regulations, financial goals and communications with stakeholders are major factors that make up the way in which companies is governed.

Frits Bolkestein, the European Union’s internal market Commissioner highlighted some of the wider impacts of corporate governance in a speech. “Economies only work if companies are run efficiently and transparently. We have seen vividly what happens if they are not- Investment and jobs will be lost and in the worst cases –of which there are too many- Shareholders, employees, creditors and the public are ripped off.”

 The financial meltdowns of Enron, Tyco, AIG, WorldCom, Xerox, Satyam have increased the concerns about corporate governance, which is a system of regulations and policies to hold corporate leaders accountable and protect company stakeholders. It is high time for companies to hold the spirit of the corporate governance practices rather than settle for the chore of compliances.

Due to increasing high profile scams and governance failures, the expectations of stakeholders have increased and they demand that there should be value creation by the companies which should be visible and measurable. They expect companies to meet standards of social, environmental and economic performance. They measure company performance in ESG field i.e. Environmental, Social and Governance also referred to as “Triple Bottom Line.”

With Globalization, Stiff Competition, uncertain Capital Markets, Shareholders Activism, Technological modernization and a sharper focus on Corporate Governance, the role of Chief Financial Officer (CFO) is changing radically. In past CFO role was of Finance Accountant who ensure that strategy of the company fits the budget , annual accounts are prepared in time, Income tax returns are filed timely, internal controls are properly implemented in the company but over past 5 years as companies have started developing their business globally by establishing their business offices worldwide, making investments,  incurring huge expenses in R & D, deploying talent to do business  globally, the role of CFO is becoming more complex and important . He no longer regarded as Guardian of Accounts Books and Records, crunching numbers, or focusing on their finance functions. Modern CFO deals with company-wide concerns and needs to be a valued integrator.

Gradually, due to increasing statutory compliances and corporate governance codes and practices, acceptance of globally harmonized reporting standards, there was a need to make finance accountants answerable to Board of Directors and stakeholders by getting financial statements of the company endorsed by them, which has turned Finance Accountants to Chief Financial Officers (CFO) and made them key player in today’s C-Suite.

Increasing Role of CFO towards Company and Stakeholders:

CFO has an increasingly vital role in Corporate Governance. Quoting a survey of 500 senior executives conducted by Deloitte consulting and business week, it showed that the CFO was pivotal to restoring public trust and he had to serve as a bridge between the CEO and Board on strategic and governing/compliance matters.

As per Deloitte Article “The Four Faces of the CFO. (2007)” CFO role is not only of Steward, Operator but he has to act as Catalyst and Strategist as of CEO.

It is noticed that CFOs of all major Listed Companies, Public Limited Companies, Financial Institutions, Banks, Insurance nowadays are part of Board structure and serve on Boards. They attend all Board and Shareholders meetings. In a survey of CFO Europe, 71 percent of the CEOs reported that their CFO was their closest business confidant. Further, as per Canadian Institute of Chartered Accountants, “The CEO is a valuable resource to the Board as the internal expert who can present financial information to the directors in a credible relevant and understandable way.”

As per Deloitte CFO Survey, “CFOs have balanced their workload effectively over the past year, devoting 53 percent of their time to the core roles of steward and operator of the business and relating to strategy and driving change.”

The work of Effective Governance Pty Ltd, Board, and Governance consulting firm has found that financial stewardship, compliance, risk management, strategy, leadership, executive partnership, communication, and education will be key performance areas of the CFOs of tomorrow.

CFO is a valuable resource to the Board. Some of the top ten roles of Modern CFOs are:

  1. He has to be a steward, operator, catalyst, and strategist as of CEO.
  2. He should look beyond the balance sheet to understand and manage risks and opportunities and communicate in clear terms to the management of the company and its stakeholders. He must serve as the financial authority in the company ensuring proper transparency, accountability, and integrity of financial, non-financial and external reporting.
  3. Besides Projecting and attending financial position of the company, he should support the Board in making strategic decisions by timely placing the following information before the Board of Directors for consideration:  a. Annual Business plans, b. Monthly/Quarterly financial results, c.Cash Flow Statements and Cash Flow Projections,d.Annual Budgets,e.Details of foreign collaborations, Joint Ventures and other financial commitments related to it,f.Details of outstanding Secured and Unsecured Debts including principal and interest, Statutory Dues, any defaults in payments thereto, g.Details of Bad debts, debtors and creditors on monthly basis,h.Details of Show cause Notices, pending litigations and contingent claims against the company in future.
  4. He must assure to Board of Directors for making disclosures in the Director’s Report that: a. In the preparation of annual accounts for the financial year, the applicable standards and the requirements set out under statutory laws have been followed and there are no material departures from the same; b.The accounting policies have been properly selected and applied consistently and made judgments and estimates that are reasonable and prudent so as to give a true and fair view of the state of affairs of the company; c.Proper and sufficient care have been taken for the maintenance of adequate accounting records in accordance with the provisions of applicable statutory acts for safeguarding the assets of the company and for preventing and detecting fraud and other irregularities and;d.Annual accounts of the company are prepared on a “Going Concern” basis.e. There are no material departures from the codes of Corporate Governance, listing regulations and any other company policies.f. Internal Control systems are effectively implemented and maintained and in the case of any deficiencies in the design or operation of internal controls if any it is well disclosed to Auditors and Audit Committee of the Company.
  1. He should be an effective leader, possess team building skills, negotiation to manage the finance functions. He should be flexible, presentable, multi-lingual and global minded.
  2. He should possess skill and expertise that have an impact on Board processes and strategic decisions.
  3. He should provide forecasts , manage risk and provide insight into the issues ranging from price to production to sales, spot market opportunities, predict change in business, environment , develop the process for sustainable business, do more business development and operations, refocus on technical skills with implications on IFRS, ensure integration of regulatory environmental outlook with business environmental outlook, implement corporate governance code and practices and internal controls.
  4. He must stay up to date on their companies, statutory provisions, sustainability policies and initiatives and on ESG issues more broadly.
  5. As an Advocate and Ambassador for the company, he should focus more on Investor Relations by ensuring better and continuous communications with stakeholders.
  6. He should assist the Board in strategic development, operational planning and financial risk management, fraud prevention, fraud detection, and investigation.

In the present corporate scenario, CFO is considered as the key influencer in the Board. He works in close nexus with the Board and CEO. It is also noticed that mostly in big corporate scams, CFO is connected with CEO closely. The mere existence of nexus is not bad and it does not necessarily indicate detrimental boards or governance systems. It is important to focus on the origin of such nexus. Thus, the key focus of regulators, policy makers, institutional investors and shareholders is to monitor and control the CEO- CFO-Board nexus in the companies in order control corporate frauds and develop sustainable business. There has to be arm’s length independence between boards, CEOs and CFOs then only the corporate governance codes can be implemented in the company both in letter and spirit, which will reap rewards for them in the form of sustainable business and profit maximization.

                              *************************************************

(Ref: Various online publications)

 

 

A Modern Insolvency and Bankruptcy law for India!!

The Insolvency and Bankruptcy Code, 2016 (hereinafter referred to as “IBC”) was passed by the parliament on May 11, 2016, and received presidential assent on May 28, 2016, and was notified in the official gazette on the same day.

India currently ranks 136 out of 189 countries in the World Bank’s Index on the ease of resolving insolvencies due to its complex insolvency regime. The average time to resolve insolvency in India is 4.5 years, as compared to 0.8 years for Singapore and 1 year in London; India has the lowest recovery rate in the world at about 20% of debt value as per World Bank Report (2014).

India’s banking industry is in an emergency situation as banks bad debts are increasing up. According to central bank data, stressed assets (which include gross bad loans, advances whose terms have been restructured and written-off accounts) rose to 14.5% of banking sector loans at the end of last year which is almost Rs 10 trillion of loans that are stuck. Banking sector is required to take immediate and serious steps to free up this money for doing business.

Previously, there were multiple legislations related to Insolvency and Bankruptcy i.e:

  1. Chapter XIX and Chapter XX of The Companies Act,2013
  2. Section 391of Companies Act,1956
  3. RDDBFI Act, 1993
  4. SARFAESI Act,2002
  5. SICA Act,1985
  6. The Presidency Town Insolvency Act,1920
  7. Chapter XIII of the LLP Act,2008

The main object of IBC  is to consolidate and amend the laws relating to reorganization and insolvency resolution of corporate persons, partnership firms and individuals in a time bound manner for maximisation of value of assets of such persons, to promote entrepreneurship, availability of credit and balance the interests of all the stakeholders including alteration in the order of priority of payment of Government dues and to establish an Insolvency and Bankruptcy Board of India, and for matters connected therewith or incidental thereto.

IBC majorly empowers creditors. The creditors will gain adequate control and powers with an introduction of this code. A single default on part of corporate can trigger the applicability of this Code. So corporate are required to plan their finances in advance, implement proper internal cash flow control systems so that there is no change of any default of their timely commitments to the creditors.

The government notified the rules by which companies can go through liquidation under the Insolvency and Bankruptcy Code (IBC), 2016.

The regulations for the liquidation process are part of the rules being notified by the Insolvency and Bankruptcy Board of India (IBBI) to implement the code and, in the process, improve the ease of doing business in India.

The government earlier notified rules empowering the National Company Law Tribunal (NCLT) to be the appropriate adjudicating authority to handle corporate insolvency matters under the code.

The government made IBBI operational from 1 December 2016. Chaired by M.S. Sahoo, the Board will act as the regulator of an ecosystem including insolvency professionals, agencies and information utilities.

What remain unaddressed are the provisions of the insolvency code pertaining to individual insolvency resolution, which will be under the jurisdiction of debt recovery tribunals. The government is yet to notify regulations related to personal insolvency.

Features of the Code

  1. Insolvency and Bankruptcy Code, 2016 (Code) provides a specialized forum to oversee all insolvency and liquidation proceedings for individuals, small and medium enterprise (SMEs), Limited Liability Partnerships and corporates.
  2. It empowers all classes of creditors (secured and unsecured lenders, employees, trade creditors, regulatory authorities) to trigger a resolution process in case of non- payment of a valid claim.
  3. Provides for immediate suspension of the Board of Directors and promoters’ powers.
  4. Provides for an insolvency professional to take control of the corporate debtor.
  5. Enables a ‘stand-still period’ which provides stakeholders time to facilitate discussions and arrive at a common resolution rather than running independent processes.
  6. Provides for a balanced approach to rehabilitation and recovery and provides for compulsory liquidation of corporate debtors in the event the resolution has not been agreed within 180 days of the resolution process.

The code aims to resolve insolvencies in a strict time-bound manner – the evaluation and viability determination must be completed within 180 days which can be extended to 270 days.

Institutional Infrastructure

  1. Adjudicating Authority:

The adjudicating authority for corporate insolvency and liquidation is the NCLT. Appeals from NCLT orders lie to the National Company Law Appellate Tribunal and thereafter to the Supreme Court of India. For individuals and other persons, the adjudicating authority is the DRT, appeals lie to the Debt Recovery Appellate Tribunal and thereafter to the Supreme Court.

       2.Insolvency and Bankruptcy Board of India (IB Board)

It would consist of members including representatives from MCA, MoF, Reserve Bank of India and would regulate the appointment of insolvency professionals, information Utilities and promote transparency in governance. The board will also make model bye-laws for regulating insolvency professionals.

  1. Information Utilities

A notable feature of the Code is the creation of information utilities to collect, collates, authenticate and disseminate financial information of debtors in centralized electronic databases. The Code requires creditors to provide financial information of debtors to multiple utilities on an ongoing basis.

  1. Insolvency Resolution professionals

The Code provides for insolvency professionals as intermediaries who would play a key role in the efficient working of the bankruptcy process. The Code contemplates insolvency professionals as a class of regulated but private professionals having minimum standards of professional and ethical conduct.

Who can file for corporate insolvency resolution?

  1. Financial Creditor
  2. Operational Creditor
  3. Corporate Debtor

Corporate Debtors: Two-Stage Process:

To initiate an insolvency process for corporate debtors, the default should be at least INR 100,000 (which limit may be increased up to INR 10,000,000 by the Government)

  1. Insolvency Resolution Process,
  2. Liquidation

Insolvency Resolution Process for Individuals/Unlimited Partnerships

For individuals and unlimited partnerships, the Code applies in all cases where the minimum default amount is INR 1000 and above (the Government may later revise the minimum amount of default to a higher threshold). The Code envisages two distinct processes in case of insolvencies.

Under the automatic fresh start process, eligible debtors (basis gross income) can apply to the Debt Recovery Tribunal (DRT) for discharge from certain debts not exceeding a specified threshold, allowing them to start afresh.

Timelines:

  1. The application for Insolvency on default of debt or interest payment can be made by any financial or operational creditors.
  2. Insolvency Professional (IP) to be appointed by the IBBI and approved by creditors committee. The IP will take over the operations of the company and from the date of IP appointment, the powers of Board of Directors shall be suspended and vested in IP. He shall not be liable for any prosecution or liability if his acts are done with good intentions.
  3. Moratorium period of 180/270 days shall be fixed by NCLT, adjudicating authority and in this period, no action shall be taken by the company and resolution plan shall be processed and approved by creditors committee.
  4. The creditors’ committee shall be constituted and doesn’t include related parties. 75% of creditor should approve this resolution plan for its implementation.
  5. If resolution plan is not approved by creditors or NCLT then liquidation process shall be initiated and IP can also act as liquidator in that asset. It shall perform the role of formation of the estate of assets, verify and value it for creditors’ claims.
  6. The order of distribution of claims shall be:
  • Insolvency related costs
  • Secured creditors and workmen due up to 24 months
  • Other employees salaries/dues upto 12 months
  • Financial debts (unsecured creditors)
  • Government dues(up to 2 years)
  • Any remaining debts & dues
  1. The decision of Creditors Committee shall be binding on all debtors and creditors of the company.

Opportunities for Professional Members

The notification of the Insolvency and Bankruptcy Code, 2016 (the ‘Code’) and the Regulations/Rules made thereunder have opened up a plethora of opportunities for the professionals in the areas of Corporate Insolvency Resolution Process, Corporate Liquidation Process and Individual Insolvency Resolution process.

ICSI Insolvency Professionals Agency has started enrolling professionals having 15 or more years of practice as Company Secretary, Chartered Accountant, Advocate, Cost Accountant, as Insolvency Professionals for a period of 6 months

Challenges ahead:

Overall this legislation is a huge step towards the ease of doing business in India and has the potential to bring business practices in India closer to more developed markets over the long term.

The Code promises to bring about far-reaching reforms with a thrust on creditor driven insolvency resolution. It aims at early identification of financial failure and maximizing the asset value of insolvent firms. The Code also has provisions to address cross-border insolvency through bilateral agreements and reciprocal arrangements with other countries.

There are many challenges ahead which need to be addressed for successful and effective implementation of this code.

  1. To involve high-quality professionals to establish the standards and practices to be adopted to assist IBBI for effective implementation of this code.
  2. NCLT with limited benches and infrastructure will really have a hard time to handle so much pressure of disposing of the cases. The eligibility of initiating new cases under IBC is widened so this will create a massive burden for the NCLT.
  3. Limited no of Judges and Professionals will not be able to handle pressure to honor the timeline of 180 days for implementation of the code as ambiguities may arise in the process.
  4. The entire system and process will be controlled and monitored by the government which will have its own hurdles.

In spite of all these challenges, this unified regime offers a time-bound resolution process for insolvency resolution and liquidation, aimed at maximizing the value of a distressed business, significantly improving debt recovery rates thereby considerably contributing to the growth of Indian economy.

 

 

Removal of Names Of Companies From The Register of Companies under The Companies Act,2013!!

Introduction

Ministry of Corporate Affairs (MCA) issued a Notification dated 26th December, 2016 notifying Section 248, 249, 250, 251 and 252 of Companies Act, 2013 (Chapter XVIII). This chapter deals with the powers of Registrar of Companies to remove name of company from Register of Companies. MCA has appointed 26.12.2016 as effective date for enforcing Section 248 to 252.

This has replaced Section 560 of erstwhile Companies Act, 2016.

Ministry of Corporate Affairs(MCA) has also notified Companies (Removal of Names of Companies from the Register of Companies) Rules, 2016 on 27th December, 2016.

Manner of removal of name of the company from the Register of Companies;

  1. By Registrar of Companies on suo-moto basis.
  2. By Application of Company for removal of name.
  1. Events when Registrar of Companies can remove the name of the Company on suo-moto basis;

   a. A Company has failed to commence its business within one year of its incorporation          or;

 b. A Company is not carrying on any business or operation for a period of two immediately preceding financial years and has not made any application within such period for obtaining the status of a dormant Company under the provisions of section 455 of the Companies Act 2013,

      2. By Application of Company for removal of name: a.

a. A Company may, after extinguishing all its liabilities, by a special resolution or consent of seventy-five percent members in terms of paid-up share capital, file an application in the prescribed manner to the Registrar for removing the name of the company from the Register of Companies on all or any of the grounds mentioned in point No. 1 and 2 mentioned above in Form STK – 2 prescribed under the rules made there under which is under development and would be available by some time as per the clarification given in notification by the MCA dated 26th December 2016. The Registrar shall on receipt of such application , cause a public notice to be issued in the prescribed manner.

 b. If a Company is registered under a special Act, approval of the regulatory body constituted or established under that Act shall also be obtained and enclosed with the application.

 The above 2 conditions shall not apply to a company registered under section 8.

Provided that following categories of companies shall not be removed from the Register of Companies under the rule 3 and 4 of Companies (Removal of Names of Companies from the Register of Companies) Rules, 2016  namely:-

(i) Listed companies;

(ii) Companies that have been delisted due to non-compliance of listing regulations or listing agreement or any other statutory laws;

(iii) Vanishing companies;

(iv) Companies where inspection or investigation is ordered and being carried out or actions on such order are yet to be taken up or were completed but prosecutions arising out of such inspection or investigation are pending in the Court;

(v) Companies where notices under section 234 of the Companies Act, 1956 (1 of 1956) or section 206 or section 207 of the Companies Act,2013  have been issued by the Registrar or Inspector and reply thereto is pending or report under section 208 has not yet been submitted or follow up of instructions on report under section 208 is pending or where any prosecution arising out of such inquiry or scrutiny, if any, is pending with the Court;

(vi) Companies against which any prosecution for an offence is pending in any court;

(vii) Companies whose application for compounding is pending before the competent authority for compounding the offences committed by the company or any of its officers in default;

(viii) Companies, which have accepted public deposits which are either outstanding or the company is in default in repayment of the same;

 (ix) Companies having charges which are pending for satisfaction; and

(x) Companies registered under section 25 of the Companies Act, 1956 or section 8 of the Act.

Restriction on making application under section 248 in certain cases

Ref: Sec. 249 of the Companies Act, 2013

An application by the company under section 248(2) shall not made if, at any time in the previous three months, the Company –

  1. has changed its name or shifted its registered office from one state to another
  2. has made a disposal for value of property or rights held by it, immediately before cesser of trade or otherwise carrying on of business, for the purpose of disposal for gain in the normal course of trading otherwise carrying on of business
  3. has engaged in any other activity except the one which is necessary or expedient for the purpose of making an application under that section.
  4. has made an application to the Tribunal for the sanctioning of a compromise or arrangement and the matter has not been finally concluded.
  5. is being wound up under the Chapter XX, whether voluntarily or by the Tribunal.

 Effect of company notified as dissolved (Section 250):

 Where a company stands dissolved under section 248 of The Companies Act, 2013, it shall on and from the date mentioned in the notice under section 248(5) cease to operate as company and the certificate of incorporation issued to it shall be deemed to have been cancelled from such date except for the purpose of realizing the amount due to the company and for the payment or discharge of the liabilities or obligations of the company.

Fraudulent application for removal of name (Section 251):

Where it is found that an application by a company under section 248 (2) has been made with object of evading the liabilities of the company or deceiving the creditors or to defraud any other persons, the person in charge of the management of the company notwithstanding that the company has been notified as dissolved be jointly and severally liable to any person or persons who had incurred loss or damage as result of the company being notified as dissolved and be punishable for fraud in the manner as provided in section 447.

Further, the Registrar may also recommend prosecution of the person responsible for the filing of an application under section 248(2).

Appeal to the National Company Law Tribunal (Section 252):

  1. Any person aggrieved by an order of the Registrar notifying a company as dissolved under section 248 may file an appeal to the Tribunal within a period of three years from the date of the order of the Registrar;
  2. If a company, or any member or creditor or workman thereof feels aggrieved by the company having its name struck off from the register of companies, can make an application to the Tribunal before the expiry of twenty years from the publication in the official gazette of the notice under section 248(5)

for restoration of the  name of the company in the Register of Companies.

The Tribunal shall give a reasonable opportunity of making representations and of being heard to the Registrar, the company and all the company concerned and by the order give such other directions as deemed fit including restoration of the name in the Register of Companies.

Hence, there is lot of clarity and strictness in the new procedures for removal of the name of companies from Register of Companies maintained by Registrar of Companies. This will lead to  more transparency, accountability and governance in implementing the entire process of removal of names of companies.

                                                                                 ********************

Contributed by CS Shilpi Thapar & CS Bhavesh Agal

Corporate Social Media Governance- A Key Boardroom Agenda!!

Our Article on ” Corporate Social Media Governance-A Key Boardroom Agenda” Published in ICSI 44th National Convention Souvenir!

1.Introduction

Over the past few years, corporations around the globe have been trying to figure out how to enter the social media ecosystem. Some decided to jump in and quickly learn how to swim. Others were pushed into the deep end and figured it out after thrashing around a bit. And then there are those that choose to avoid it altogether, hoping to avoid risk. Unfortunately, if such organizations believe they can avoid social media – they cannot. The organization can choose not to participate, but that does not mean the organization, or its products, its services, its programs, or its own workforces are not being talked about by the social community. And so while there are risks in engaging the stakeholders of an organization using social media, there are also risks in avoiding it altogether. The key to managing such risks is developing a clear-cut social media governance program.

Social media governance is a set of business processes put in place to support the social vision of a company with relevant targets and guidelines. Its purpose is multi-fold – educate and guide the relevant stakeholders, define social media processes, maintain brand reputation across all channels online and offline, establish rules which govern conduct and broadly define company social media goals.

Since the rise of the Internet in early 1990s, the world’s networked population has grown from the low millions to the high billions. Over the same period, social media  has become a fact of life for corporate society worldwide, involving not only the large corporate organizations, but also the regular organizations, the workforce, activists and also the key board personnel who play a key role in establishing such key policies to address the risks and challenges of social media while also using the medium to prosper company’s set objectives, goals and its vision, and thus in turn making initiatives to ensure high level of social media governance.

Social media has become an indispensable business tool. Most organizations have strong controls in place for email but few apply the same rigor to new methods such as enterprise social networks and social media. Sound social media governance will not only enable the organization to manage the risks that arise from social media’s inherently public nature and global accessibility, but also allow to make the most of the opportunities it brings and stay ahead of change.

It is becoming increasingly a key strategic component for companies and its Board of Directors to understand the risks and challenges related to social media and has a clear strategy in place which sets out how they will use it and for what purpose. Social media blunders are becoming increasingly more commonplace in the news and getting social media wrong can have a serious impact on a company’s reputation and its brand value. Social media brings its own challenges but having a sound and practical strategy which is easy to understand will ensure risks are managed and benefits realized.

  1. Effective Social Media Governance Model- Key Agenda for Board of Directors:

An effective social media governance model is not limited to controlling of risks and challenges involved in social media but there should also be consideration for various other components that can help implement a sound and effective Governance Model. The Board of Directors of any organization should consider the following key components and integrate them in the company’s social media governance measures to effectively address various social media risks:

 Social Media Policy:

A social media policy is the foundation of any social media governance model. Its purpose is twofold: to guide the employees of the organization and to protect the organization and its customers from risk. Any organization should have a social media policy regardless of whether or not your business is actively engaged in a social media strategy.

At a bare minimum the social media policy should include specific guidelines for each of the top three social media platforms: Facebook, Twitter and Linkedin. But though social media has become synonymous with that trio of powerhouses, the landscape is vast, encompassing blogs, wikis, podcasts, video sharing, micro-blogging, community forums and other tools. While it’s not necessary to develop a set of best practices for each of them, the Board should have a clear and consistent set of expectations that covers all your organization’s primary social channels and its review should form part of Board Meetings Agenda from time to time.

Monitoring:

Your brand is likely being discussed on the social web whether you’re engaged in the conversation or not. Google Alerts and Twitter are two social medium that offer simple ways to search for the names of your brand, employees and competitors. Social Media Monitoring tools like Sysomos and Hoot Suite offer more robust tools for acquiring, analyzing and acting on intelligence. Regardless of the tool you use, monitoring is a must for everything from shaping consumer sentiment about your brand to heading off a potential PR crisis.

Training & Education:

A solid governance model should have plenty of educational resources for employees. This should include training on responding to customer feedback, both positive and negative. Typically, it’s the customer support and Public Relation organizations that are tasked with the responsibility of responding to customer feedback. However, social media is breaking down the traditional boundaries and depending on company’s social media engagement policy, it could be a marketing or salesperson that has to respond to a customer query. So it’s essential to have training as a cornerstone of your social media governance model.

Approval Processes:

A governance model should clearly call out what approval processes are in place for employees to engage in social media. It should answer questions such as: Can everyone participate? or only certain key executives, directors or authorized representatives can via your company’s social channels? What is the process for getting approval for an official account? Approval processes ensure an organization’s social media accounts are headed by responsible personnel and the risks of misuse is minimized.

Crisis Management Plan:

In 2009, Toyota launched the largest recall in the company’s history in response to hundreds of reported cases of sticking accelerator pedals on account of the pedal getting caught in the floor mat, making affected vehicles speed up uncontrollably, and it was linked to at least 50 reported fatalities. Rumors and panic spread across the web, and suddenly the brand, a model of automotive safety for decades, was embroiled in a digital disaster with little foundation in social media with which to combat it.

A PR crisis doesn’t have to be as dramatic as Toyota’s to be damaging. The Toyota recall illustrates a common thread that runs through all PR crises: a slow response from the organization exacerbates the crisis. At its basic level, a crisis management plan should outline how to use the social media channels to deliver a quick and appropriate response and it should form part of your social media governance initiative.

Toyota eventually turned to social media to repair its image, but its effort would have no doubt been more effective if it could have been leveraged to diffuse the controversy before it spiraled out of control.

While keeping in consideration such components of social media governance model, board should also first assess such social media risks and develop an eco system to effectively address such risks.

  1. Social Media Risk

Social Media risk becomes a prime concern for every business in the present global competitive and knowledge based environment. The company uses the social media platform to reach out its goals and at the same time social media has many risks which affects the growth of the Management. The risks are as varied as an unauthorized post, a social media account getting hacked or an authorized company post that ultimately proves ill-advised. A time-tested strategy of pre-emptive mitigation and comprehensive pursuit of insurance coverage post-loss provides the best protection against social-media related losses.

Whether it is a small, medium, or large-sized business, the brand’s health and reputation is often defined by the way they engage in public environments.  In short, the board need to identify the risks of social media, develop comprehensive governance policies to mitigate risk and then deploy the right technology to reinforce those polices.

Managing Social Media Risk

Every business entity in the world exists to provide value for its stakeholders. All entities face uncertainty or risk and the challenge for the board is to determine how much uncertainty or risk to accept as it strives to grow stockholder value. Uncertainty presents both risk and opportunity with potential to erode or enhance value.

Social media offers considerable advantages like Branding, Marketing/advertising, Corporate Communications, servicing, grievances resolution to business entities, but establishing and maintaining a social media presence can also expose companies to a broad array of risks. By considering the current scenario, companies are not taking the social Media risks seriously and inadequately prepared to for the challenges brought by social media.

Various types of Social Media Risk:

While offering a host of potential business benefits, the use of social media can expose companies to numerous business risks. Most of these risks result from a combination of organizational weaknesses and vulnerabilities exposed through data misuse and data sharing:

Reputational Risk :

Negative exposure on social media sites about the company’s name, can result in loss of trust and revenues. There are other several risks also connected to the reputational risks like Strategic risk, Business risk, Regulatory risk, Legal risk, Market risk. If reputational risk is not handled in a proper way, these connected risks can lead to serious negative consequences including fraud, intellectual property loss, financial loss, privacy violations and failure to comply with laws and regulations.

Fraud Risk:

While engaging directly with the public, in real time, mistakes are bound to happen. Employees may also be hacked in the social media and may lead to manipulate the information and it leads the way for fraudsters to gain access to company’s database.

Legal Risk:

Potential issues range from adherence with privacy laws, to content ownership, to intellectual property infringement, to human resources issues such as such as harassment, discrimination and defamation.

Data Risk:

Firms need to meet the regulatory requirements of collecting, processing, handling and storing data. The corporate network should be secured to prevent confidential client data and other information from leaking out, or even across, the organization. The firm should be protected from incoming threats when social media users inadvertently introduce malware into the organization or employees are targeted by cyber criminals. Global firms need to comply with local data protection regulations when employees are connecting with each other and sharing documents across borders.

Non Compliance Risk:

Industry regulations vary by industry, geography and culture. There are many rules and regulations are available to govern electronic communications. Categories of rules include recordkeeping, adhering to advertising requirements and supervision of employees. Firms must be able to provide proof of compliance when regulators conduct audits as well as respond to e-discovery requests.

Financial Risk:

Missteps can have a negative impact on share prices and result in fines from regulators or data protection enforcement agencies.

Costs Risk:

 Although social media is viewed as “free”, firms may need to hire experts to work through their governance issues, third party vendors to provide platforms to manage access and retain records and writers or agencies to develop content.

Bandwidth Risk:

Resources are required to develop, manage, supervise and adjust both internal and external social media programs. Updates may be reviewed by departments that could include corporate communications, marketing and compliance.

4.Social Media Governance by Board- A key element of Corporate Governance:

1.The Board shall frame the policy for Managing the Social Media Risk that helps in identifying and exploring many of the potential negative consequences posed by social media in terms of brand, strategy, regulatory, legal and market risk. More important, it outlines a holistic approach to identifying, assessing and managing those risks.2. Engage in enterprise-wide change management activities to create a more risk-aware culture in the organization which will give exposure to both the significant benefits and the distinctive risks of social media and putting in place the compliance and performance management capabilities that can lead to changed behavior in social media usage.3. Assess uncertainties arising from social media.4.Restructure the existing risk governance structures.5.Enforce advanced tools and technologies for monitoring social media.6.Evaluate the performance management capabilities to analyze and act on the metrics delivered from monitoring activities.8.Engage in enterprise-wide change management activities to create a more risk-aware culture.

 Steps involved in Implementing Social Risk Management Policy

  1. Governance:

Governance is focused on creating new structures, policies and accountabilities for managing social media risk, as well as the awareness of how the organization is using social media strategically and operationally. Although general governance principles apply in the realm of social media as with other corporate strategies, some specific differences and permutations need to be noted in several areas, including the need to coordinate effectively across functions and the need to have well-defined crisis management procedures that can be instituted at a moment’s notice.

An established social media risk management structure including:

  1. Formally defined roles and accountabilities enterprise-wide and within exposed functions.
  2. Coordination among business units.
  3. Acceptable-use policies for social media.
  4. Well-defined risk tolerance levels.
  5. Defined escalation pathways.
  6. An operating model for crisis management.

II. Process:

Effective social media risk management processes protect operations and the brand in a cost-effective way—adjusting operations for proactive social media risk assessment and monitoring. Companies are already aware of the importance of having consistent processes in place to handle identifying, measuring, managing and reporting on risks. However, such processes will often look somewhat different in the social media world, in part because of the always-on nature of social networking platforms.

Consistent processes to manage operations while identifying business opportunities. Processes include:

  1. Social media risk identification across categories (e.g., reputation, intellectual property, fraud prevention, business disruption)
  2. Risk assessment, reporting and monitoring.
  3. Cost-effective risk mitigation/transfer.

III. System:

Board should be capable of monitoring social media networks in real time to identify what is being said about your company and what issues arise from that chatter from the standpoint of regulatory, business and brand risks. Such monitoring is now largely dependent on advanced technology. Improving the effectiveness of IT systems in the context of social media risk management is primarily about improving the management and analysis of data and using new technologies to monitor social media sites as a means of mitigating risks. Vast amounts of data are now on social media platforms and so companies need and want to manage that data effectively. Several capabilities are important here.

Effective use of technologies to improve data management and the monitoring of social media activity, including:

  1. Social media data mining and capture (e.g., analytics, web crawlers)
  2. Text analytic engines
  3. Data security and storage
  4. Reporting and dashboards

5. Opportunities and Challenges Of Social Media On The Company and the Strategies to be adopted by the Board:

Hence, in today’s world of Social Media as discussed above, we feel that a blow to an organization’s reputation may prove to be fatal even without any actual wrong doing by the entity itself- Perhaps as a result merely of a perception of inappropriate behavior  or even just the grievances of one or two individuals. Such attacks on the reputation of the organization can have a drastic effect typically on the brand value of the company.

In order to mitigate the risks, challenges and opportunities as discussed earlier and to keep in mind the effective functioning of the Board amidst the scenario of such risks, opportunities and challenges , effective strategies shall be planned and implemented at the right point of time in the Organization.

It is essential that the Board takes pro active interest in the Governance of the Social Media, since in the Light of present circumstances of increasing participating stakeholders, a good board leads to good decisions and good decisions lead to value oriented sustainable stakeholder value.

To design a strategy that can be productively implemented is a tricky task. However, there are a few questions which the Board / the organization collectively can ask before developing a strategy.

  • Does our organization have a social media policy and what does it cover?
  • Do we think about social media from a perspective of both risk and opportunity?
  • Is there a designated position in our organization to manage social media
  • Does our organization monitor social media and, if so, for what?
  • Do we monitor social media internally, or is the function outsourced?
  • Does our organization monitor social media, traditional media, and other sources to determine the public perception of our organization and the public acceptability of our business strategies?
  • Do we monitor the public’s opinion on our competitors and our industry?

Above are vital concerns from the perspective of the Company/ Organization and the Board.

6.Role of Company Secretary- A Governance Professional:

Being a Governance Professional, a Company Secretary must be conscious  of the strategies the Boards shall devise for planning, implementing and monitoring the Social Media Governance Model . Times have changed and the Company Secretaries are getting transitioned into Governance Professional. Since Governance or the lack of it has assumed a centre stage, the professionals in our field need to be dynamic and zealous enough to guide the Board in not only in the matters of Law but also in recommending the Board good practices to carry out smooth functioning of the Board.

Below are few guidelines which we as professionals shall recommend to the Board and which shall also be supportive to the Board in shaping strategies for Social Media Governance:

1) Demystify social Media during a Board Meeting. To ask the Company to deploy staff/employees who can look after the following:

  1. company’s specific target market who uses social media
  2. a comparative analysis of what competitors are doing
  3. research on reach and future trends in social media; criteria to use research on reach and future trends in social media; criteria to use
  4. the difference between inbound and outbound social media

2) Advise the Board in determining the material matters relating to the Social Media Disclosures and taking up those material matters for approval in the Board meeting and /or committees thereof in order to avoid the circumstances of Insider Trading claims and risk of confidential information getting leaked. Social Media Risk should be part of Risk Management Policy of the Company.

3)  Advise the Board in maintaining a reasonable approach while divulging information on the Social Media. As a Governance Professional to the Organization, care must be taken to guide the client on the information to be placed on the social media since social media tools can be used during a crisis to federate the protestors in gathering the information that can be used in litigation, putting Board Members in a liability suit situation.

A very talked about example shall demonstrate on why it should be ensured that social media should be on a Board’s Agenda. A few years ago, Nestlé was the target of a Greenpeace social media campaign for using palm oil that they claimed was harvested unsustainably, endangering several animal species in Indonesia. The group posted videos on YouTube and other channels that went viral before the company was able to get them removed. The removal then prompted further outcry: tweets and Facebook posts multiplied, and damage that in the past would have taken months of on-street petitions and letter campaigns accrued in mere days, with hundreds of thousands of conversations happening outside the company’s reach and influence.

4) Enlighten the Board regarding various provisions of Cyber Laws in order to be meticulous with the disclosures. There are several Intellectual Property Rights concerns for which the Company / the Organization needs the expert guidance of Professional experienced in dealing with the Proprietary aspects of the Company.

5) Advise whether the Company should have a whistle blowing mechanism through social media or not depending upon the size of the stakeholders and nature of business the Company is in.

However, be that as may, there are opportunities as well which are seldom unexploited by the Board since social media tends to make the Board of Directors perturbed.

Further, the Board can also carry on  developing frameworks with regards to stakeholder value that address the key challenges of social media governance for the workforce, including

1) Listening to what is being said:

Listening to what the stakeholders feel about the Company is an essential thing which most of the Companies fail to notice. Most of the activities happen on the website of the Company on advent of a new move of the Company and in order to propagate what the Company or the Board of Directors feel about the same. With the social media coming into the picture, the stakeholders of the company would be able to voice their opinions for a particular move and thereby the Board and the Company shall be able to reasonable inference regarding success or failure of the same.

2) Employees Perspective:

Social media provides an opportunity for senior management and boards to understand employees’ opinions and perspectives as well. An internal Social Media Platform should be created so that the employees can express their opinions and voices in a decent and constructive manner. The Board of the Company in this regard shall always keep in mind that the employees of the Organization are the first advocates of the Organization. Every employee talks about his/her workspace with his/her peers. The Board / the management of the company has to take care that the organization is valued in the eyes of the people who work for it. After all, no review is better than the review from the person who is working for the organization. The Board should take steps to harness this very fact.

3) A Channel of Communication with the Public:

Companies that understand what stakeholders are saying, and where to find the conversations, are better able to integrate their social media strategy into the broader corporate communications strategy. Companies that are willing to engage themselves onto a Social Media conversational platform tend to make a larger customer base since the doubts queries and concerns are responded to infect immediately.

4) Social Media is like a market research group which is never commissioned:

There are all sorts of communications about the Company when the Company is on social media. Social Media is so far one of the best ways to figure whether the Companies activities are niche to a market or not.

5) Influencing Decision making:

Once the management of the Company is done with the phase of propagating and exchange of ideas and receiving of the feedbacks, the Board/top management of the Company by then becomes well equipped with the relevant information and/or report regarding the market sentiment and the level of stakeholder satisfaction on any particular move of the Company. In this manner the Board or the top management may rather be able to make a better informed decision. The Probability of the Board / the top management going wrong in their decisions is significantly reduced through the adoption of social media mechanism.

6) Mitigating Social Media Impact:

The Board should develop speedy approval processes to enable rapid responses to Social Media Chatter and authorized designated officer for such speedy responses. Board should constitute “Digital Acceleration Team” to respond speedily to the problems as they surfaced.

Conclusion:

The advantages of using various social media effectively can be considerable in terms of insight, competitive advantage, cost savings and efficiencies. Good Social Media Governance ensures that the outlays associated with social media blunders can be minimized. This is vital. A happy customer’s view can be beneficial to business but the viral nature of social media means that organizations can be at risk, not just externally but internally. We as professionals along with board can play a key role in social media governance by not only growing organization wide awareness and developing a social media strategy but also ensuring compliances and addressing key issues to ensure that social media is compliant and ensuring Social Media is on the Board agenda.

                                                          ***********

(References: Online resources including following links:
http://www.rmmagazine.com/2013/10/02/effectively-managing-social-media- risks/
,

http://www.pwc.co.uk/governance-risk-compliance/insights/do-you-think-policy-is-the-only-way-to-manage-social-media-risk1.html

,https://erm.ncsu.edu/library/article/social-media-risks,

http://www.instituteforpr.org/social-media-and-financial-services-rules-regulations-and-risk/,

http://www.socialmediatoday.com/content/what-social-media-governance-and-5-key-elements-successful-model,

http://socialmediavoice.com/2012/01/10-social-media-law-governance.html,

http://www.kunocreative.com/blog/bid/69119/9-Steps-for-Creating-Corporate-Social-Media-Governance

 

Conversion of Private Limited Company into Limited Liability Partnerships(LLP’s)

  1. INTRODUCTION:-

Limited Liability Partnership (LLP) is a term introduced in Indian Corporate world on 1st April 2009 via much awaited Act Limited Liability partnership Act 2008, with the idea of providing the Indian Corporate world with a relatively new & innovative business vehicle and an alternative that integrates the features of limited liability of the company along with flexibility of traditional partnership firm for designing the Internal structure of the entity.                                     .

LLP  is essentially a body corporate having a legal entity distinct from its partners and has perpetual succession. Being a separate legislation the provisions of the Indian Partnership Act, 1932 are not applicable to a LLP and it is regulated by the mutually agreed partnership agreement known as LLP Agreement.

A limited company in India (Private or Public) has a lot of complex formalities and incurs additional overheads for managing affairs including mandatory board meeting, maintenance of statutory records, filing of e-forms with MCA etc. hereby there is a significant rise in number of companies who are opting for converting themselves into LLP.

All the firms/Companies whether listed or unlisted public or private are allowed to convert themselves into LLP according to provisions as given under LLP Act, 2008. The LLP Act contains enabling provisions pursuant to which a firm (set up under Indian Partnership Act, 1932) and private company or unlisted public company (incorporated under Companies Act) would be able to convert themselves into LLPs. Provisions of Section 56 & 58 and Schedule III to the Act provide procedure in this regard with regards to private companies.

ELIGIBILITY:-

  • There is no security interest in its assets subsisting or in force at the time of application; and
  • The partners of the limited liability partnership to which it converts comprise all the shareholders of the company and no one else.

  PREREQUISITES:-

  • No Pending of E-forms filed by Company.
  • No charge should subsist at MCA site.
  • One Financial Year must be completed.
  • Update income tax filings.
  • The partners of the limited liability partnership to which it converts comprise all the shareholders of the company and no one else.

 CHECKLIST:

Sr. No. Particulars

 

Form to be uploaded
1. Call Board Meeting for the Following Purpose:

·     Pass Resolution for Conversion of Company into LLP

·       Pass Resolution to authorize any director to Apply for Name of LLP

N.A.

 

2. File Application For Name Availability with ROC Form 1

(Attachments as per Foot Note No. 1)

 

3. Obtain name Approval Certificate from ROC. N.A.

 

4. Filling Of Incorporation Documents with ROC

 

 

Form 2

(Attachments as per Foot Note No. 2)

5. Filling of application for conversion:

 

Form 18

(Attachments as per Foot Note No. 3)

6. After all formalities and filings been complied with by the applicants and approved by the Ministry, registrar of LLP to issue a Certificate of Registration in Form no. 19 as to conversion of the LLP. The Certificate of Registration issued shall be the conclusive evidence of conversion of the LLP.

 

 
7. Limited liability partnership to file within 15 (fifteen) days of the date of registration, information to the concerned Registrar of Companies with which it was registered under the provisions of the Companies Act, 2013 (1 of 2013) about the conversion and of the particulars of the limited liability partnership in within 15 days of conversion into LLP.

 

Form 14

(Attachments as per Foot Note No. 5)

8. Filling Of LLP Agreement within 30 days of approval of above forms Form 3

(Attachments as per Foot Note No. 4)

Foots Notes:

  1. Attachments to Form 1 ;
  • Board Resolution passed by the Company approving the conversion into LLP shall be attached with the aforesaid form
  1. Attachments to Form 2 ;
  • Proof of Address of Registered office of LLP.
  • Subscription sheet signed by the promoters.
  • Notice of Consent & Appointment of Designated Partners with their personal details.
  • Detail of LLP(s) and/ or company(s) in which partner/ designated partner is a director/ partner.
  1. Attachments to Form 18 ;
  • Statement of shareholders.
  • Incorporation Documents & Subscribers Statements in Form 2 filed electronically.
  • Statement of Assets and Liabilities of the company duly certified as true and correct by the auditor.
  • List of all the Secured creditors along with their consent to the conversion.
  • Approval of the governing council (In case of professional private limited companies)
  • NOC from Income Tax authorities and Copy of acknowledgement of latest income tax return.
  • Approval from any other body/authority as may be required.
  • Particulars of pending proceedings from any court/Tribunal.
  • Rejection letter of Registrar of any earlier application for conversion.
  • Particulars of convictions, rulings, orders, judgment of Courts in favour or against the private limited company which are subsisting.
  • Other optional attachments as may be required.
  1. Attachments to Form 3 ;
  • Signed LLP Agreement (On Stamp Paper)
  1. Attachments to Form 14 ;
  • Copy of Certificate of Incorporation of LLP formed.
  • Copy of incorporation document submitted in Form 2.
  • Other optional attachments as may be required.
  1. NOTICE OF CONVERSION:- The LLP shall ensure that for a period of 12 months commencing not later than 14 days after the date of registration , every official correspondence of the LLP bears the following namely :(a).A Statement that it was , as from the date of registration , converted from a company into a LLP,(b).the name and registration number of the company from which it was converted
  1. EFFECT OF REGISTRATION:-

            On and from date of Registration specified in the certificate of registration issued :-

       a. There shall be a LLP by the name specified in the certificate of registration registered under this act;

     b.  All tangible (movable and immovable ) and intangible property vested in the Company , all assets , interests , rights , privileges , liabilities , obligations relating to the Company and the whole of the undertaking of the Company shall be transferred to and shall vest in the LLP without further assurance , act or deed ; and *

* however any property is registered with any authority , the LLP shall as soon as practicable , after the date of registration , take all necessary steps as required by the relevant authority to notify the authority of the conversion and of particulars of the LLP in such form and manner as the authority may determine.

c.The company shall be deemed to be dissolved and removed from the records of the ROC.

8.SOME OTHER CONSIDERATIONS :-

  • All proceedings by or against the company which are pending before any Court, Tribunal or other authority on the date of registration may be continued, completed and enforced by or against the LLP and any conviction, ruling, order or judgment of any Court, Tribunal or other authority in favour of or against the company may be enforced by or against the LLP.
  • every agreement to which the Company was a party immediately before the date of registration , whether or not of such nature that the rights and liabilities thee under could be assigned , shall have effect as from the date as if-
  1. the LLP were a party to such an agreement instead of the company ; and
  2. for any reference to the company , there were substituted in respect of anything to be done on or after the date of registration a reference to the LLP
  • All deeds, contracts, schemes, bonds, agreements, applications, instruments and arrangements subsisting immediately before the date of registration relating to the company or to which the company is a party shall continue in force on and after that date as if they relate to the limited liability partnership and shall be enforceable by or against the limited liability partnership as if the LLP were named therein or were a party thereto instead of the company.
  • Every appointment of the company in any role or capacity which is in force immediately before the date of registration shall take effect and operate from the date as if the LLP were appointed
  • Any authority or power conferred on the company on which is in force immediately before the date of registration shall take effect and operate from that date as if it were conferred on the LLP.
  • The above mentioned provisions shall apply to any approval, permit or license issued to the company under any other Act which is in force immediately before the date of registration of the limited liability partnership, subject to the provisions of such other Act under which such approval, permit or license has been issued.
  1. EVENT BASED COMPLIANCES:-
Compliance

 

Section E- Form Time Limit
Filing consent of Designated Partners 7(3) Form 4 Within 30 days of incorporation or subsequent appointments

 

Filing of change of Partners

 

25 (2) Form 3 & Form 4 Within 30 days of change
Changes in LLP Agreement

 

23(2) Form 3 Within 30 days  changes therein
Shifting of Registered Office

 

13 (3) Form 15 Within 30 days of compliance
Change of Name 19 Form 5 Within 30 days of compliance
  1. 1. ADVANTAGES OF LLP: –
  • Renowned form of business: Though the concept of Limited Liability Partnership has been recently introduced in India but it is very known concept in other countries of the world especially in service sector.
  • Easy to Form:It is very easy to form LLP, as the process is very simple as compared to Companies and does not involve much formality.
  • Body Corporate: Just like a Company, LLP is also body corporate , which means it has its own existence as compared to partnership. LLP and its Partners are distinct entity in the eyes of law. LLP will know by its own name and not the name of its  partners.
  • Liability: A LLP exists as a separate legal entity from your personal life. Both LLP and person, who own it, are separate entities and both functions separately. Liability for repayment of debts and lawsuits incurred by the LLP lies on it and not the owner. Any business with potential for lawsuits should consider incorporation; it will offer an added layer of protection.
  • Perpetual Succession:An incorporated LLP has perpetual succession. Notwithstanding any changes in the partners of the LLP, the LLP will be a same entity with the same privileges, immunities, estates and possessions. The LLP shall continue to exist till its wound up in accordance with the provisions of the relevant law.
  • Flexible to Manage:LLP Act 2008 gives LLP the at most freedom to manage its own affairs. Partner can decide the way they want to run and manage the LLP, in form of LLP Agreement. The LLP Act does not regulated the LLP to large extent rather than allows partners the liberty to manage it as per their will and fancies..
  • Easy Transferable Ownership:It is easy to become a Partner or leave the LLP or otherwise it is easier to transfer the ownership in accordance with the terms of the LLP Agreement.
  • Separate Property:A LLP as legal entity is capable of owning its funds and other properties. The LLP is the real person in which all the property is vested and by which it is controlled, managed and disposed off. The property of LLP is not the property of its partners. Therefore partners cannot make any claim on the property in case of any dispute among themselves.
  • Taxation:Another main benefit of incorporation is the taxation of a LLP. LLP are taxed at a lower rate as compared to Company. Moreover, LLP are also not subject to Dividend Distribution Tax as compared to company, so there will not be any tax while you distribute profit to your partners.
  • Raising Money:Financing a small business like sole proprietorship or partnership can be difficult at times. A LLP being a regulated entity like company can attract finance from PE Investors, financial institutions etc.
  • Capacity to sue:As a juristic legal person, a LLP can sue in its name and be sued by others. The partners are not liable to be sued for dues against the LLP.
  • No Mandatory Audit Requirement:Under LLP, only in case of business, where the annual turnover/contribution exceeds Rs 40 Lacs/Rs 25 Lacs are required to get their account audited annually by a chartered accountant. This provides great relief to small businessmen.
  • Partners are not agent of other Partners: In LLP, Partners unlike partnership are not agents of the partners and therefore they are not liable for the individual act of other partners in LLP, which protects the interest of individual partners.
  • Compliances: As compared to a private company, the number of compliances are on lesser side in case of LLP.
  • Meetings : No Requirements of Convening Meetings
  • No restriction with regards to Loan & Borrowing and Related Party Transactions
  • No Limit on Partners : A LLP requires a minimum of two partners while there is no limit on the maximum number of partners

10.2 .DISADVANTAGES  OF LLP :

  • Any act of the partner without the consent of other partners , can bind the LLP
  • Under some cases , liability may extend to personal assets of the partners.
  • An LLP are not allowed to raise money from public
  • Because of the hybrid form of the business , it is required to comply with various rules and regulations and legal formalities
  • It is very difficult to wind up the business in case of exigency as there are a lot of legal compliances under LLP rules.

 11.COMPARATIVE ANALYSIS OF LLP VIS-A -VIS COMPANY

Particulars LLP Company
Perpetual Succession Applicable Applicable
Compliance Moderate High
DDT Not Applicable Not Applicable
Regulator Regulated by LLP Act , 2008 and Agreement Regulated by Companies Act , 2013
Taxation Moderate High
  1. TAXATION ASPECTS : –

Income Tax Treatment of a Company converted into LLP is more or less tax neutral provided conditions specified in Section 47 (xiiib) of Income Tax Act , 1961 are satisfied.

  • Section 47(xiiib)

Following shall not be regarded as a ”transfer”, therefore, no capital gain tax shall arise on the following:

  1. Any transfer of a capital asset or intangible asset by a private company or unlisted public company to a limited liability partnership
  2. Any transfer of a share or shares held in the company by a shareholder as a result of conversion of the company into a limited liability partnership in accordance with the provisions of section 56 of the Limited Liability Partnership Act, 2008
  • Conditions For Exemptions

Exemption shall be available only if the conversion satisfies all the below mentioned six conditions:-

1) All the assets and liabilities of the Company immediately before the conversion become assets and liabilities of LLP;

2 (a) All the shareholders of the company immediately before the conversion become the partners of the LLP;

(b) Their capital contribution and profit sharing ratio in the LLP are in the same proportion as their shareholding in the company on the date of conversion;

  1. The shareholders of the company do not receive any consideration or benefit, directly or indirectly, in any form or manner, other than by way of share in profit and capital contribution in LLP;
  2. The aggregate of the profit sharing ratio of the shareholders of the company in LLP shall not be less than 50% at any time during the period of 5 years from the date of conversion;
  3. The total sales, turnover or gross receipts in the business of the company in any of the 3 previous year preceding the previous year in which the conversion takes place does not exceed 60 lakh Rupees;
  4. No amount is paid , either directly or indirectly, to any partner out of balance of accumulated profit standing in the accounts of the company on the date of conversion for a period of 3 years from the date of conversion.
  • Section 47 A(4) : Withdrawal of exemption in certain cases:-
  1. a) If all the above conditions (i) to (vi) are complied with, the conversion shall not attract capital gains tax either for the company or the Successor LLP or for the shareholders of the Company, who became partner in the successor LLP and get share of profits and capital in the LLP in lieu of their shares in the company.
  2. b) If any of the above conditions (1) to (6) is not complied with, then as per provisions of Section 47 A (4) such transfer of Capital Assets & Intangible assets deemed to be liable to Capital gains of the successor LLP or the Shareholders of the predecessor company in the previous year in which such non-compliance took place.
  • SOME OTHER CONSIDERATIONS:
  1. LLP is not subject to MAT (Section 115JB) o book profit however AMT (Alternate Minimum Tax) is applicable to LLP’s (Section 115JC) on adjusted total income.
  2. It is not subject to Dividend Distribution Tax.
  3. A Partner is entitled to receive interest on his capital contributions if LLP Agreement so provides. The interest is deductible in the hands of the LLP subject to certain conditions.
  4. Subject to fulfillment of certain conditions a LLP can claim deductions for any salary , bonus , commission or remuneration paid to a partner.
  5. Carry Forward / Set of Losses :-The Finance Act , 2010 has amended Section 72 A of the Act by inserting new sub- section  (6A) which provides that the accumulated business loss and unabsorbed depreciation of the predecessor company shall be allowed to be carried forward and set – off          by the successor LLP for the purpose of the previous year in which business re- organization was effected if all the conditions (conditions 1 to 6 in clause (xiiib) of Section 47 are satisfied.
  6. Provisions of Deemed Dividend will not apply to a LLP.
  7. LLP is allowed to maintain its books of accounts on either accrual basis or cash basis

Disclaimer:

Please note that all the views contributed in this article are our personal views based on our experience, research and contains information available in public domain. It is not any professional advice. Any person acting or deciding on the basis of this views should do so only after consulting expert professionals. Care has been taken while including contents in this document ; however errors or omissions cannot be completely ruled out. To link, post, distribute, or reference any of our published views /articles for any lawful purpose requires specific permission from us. We, however disclaim any responsibility on account of any implications, decisions or actions taken on basis of some inadvertent mistake in said document. Any typographical error found in the contents of this document shall be reported to us immediately for necessary actions and corrections to be made.

Interactive Talk on “How to Start CS Practice”

Hi Friends,

Today, I again got an opportunity to share my views on a  very challenging, unique and of course my favorite topic”How to Start a Company Secretary (CS) Practice?”with fellow young CS Aspirants at Management Skills Orientation Programme(MSOP) at Ahmedabad Chapter of ICSI. I recollected my days when I started my practice and all my struggles, challenges faced, failures and achievements just flashed. It’s being a challenging journey for me till date.I firmly believe that ” Practice is a reflection of your reputation and of its team managing the practice and reputation is build on the basis of your values system , ethical practices, your knowledge,  experience and soft skills and of course your quality of work.” Action speaks louder than Words!

 I am sharing some important points , pics and small clip of my Talk:

Watch Video Clip on :https://youtu.be/f31jBTafYy0

1.It’s a big dilemma for a fresher professional to decide initially whether to be Full Time Company Secretary or Company Secretary in Practice.

2. Self Assessment is required to be done for Better Choice which includes Professional and Personal Readiness.

3. Ask yourself the following questions to analyse your Professional Readiness  :

 – Do I currently have the professional competence and skills needed to offer services on Independent Basis?

-Am I duly qualified to practice or to do Job as ICSI Guidelines?

-Is there an experienced or knowledgeable mentor I respect who would be willing to supervise me and provide feedback?

-Can I obtain professional liability insurance to protect myself and my family while I practice?

-Can I accept full responsibility for the success or failure of my own practice?

-Can I effectively organise my time and plan and work efficiently without structure?

-Do I have confidence and do I believe in my ability to develop a successful practice?

-Am I willing to spend in practice promotions, public relations and presentation to convey to the community that I am operating a Private Practice?

-Can I make and stick to my decisions?

-Am I comfortable with collecting fees directly from clients?

-Can I afford to do it financially?

-Am I able to preserve and persist in the face of adversity?

-Can I perform the administrative duties of a private practice and still maintain the highest level of professional performance?

-Am I willing to govern any practice, at all the time and all the places, according to ethical standards of my profession?

4. Ask yourself the following questions to analyse your Personal  Readiness  :

-In addition to time spent with clients, an independent practice will take many hours a week to promote and supervise. Are my spouse and family supportive and enthusiastic?

-Are there any personal problems or conflicts in my life that could affect my practice progress that require resolution before entering private practice?

-Is my physical health good enough to meet the demand of a private practice?

-Do I realistically have time to start and run the private practice?

-Am I able to handle frustration, uncertainty and risk  taking?

-Will I accept infringements on my personal time with calls from clients on evenings, weekends and holidays?

Key Components to CS Practice: Advantanges & Disadvantages:

  1. Autonomy: Independence—you are your own boss but disadvantage is that no one
    to turn to for assistance. You are responsible for all areas of the practice— administration, accounting, marketing, staffing. Isolation—a real factor for
    sole practitioners.
  2. Flexibility: Control over time—ability to set hours of work and annual work volume but little down time .
  3. Clientele: Ability to choose your clients but too narrow clientele at initial period  which can hurt the startup practice.
  4. Environment: You can control your work enviornment, office layout and location but all expenses i.e staff, technology , furnishing &  space is required to be borne by you.
  5. Financial Considerations: You are at liberty to set your fees scales based on your experience, skills,demand for services and client ability to pay but again it can be affected by local economies, client inability to pay and fluctuating business cost.
  6. Accountability:Private practice is a good motivator— practice is a reflection of your reputation. Ability to provide best service possible is without limits.You have total control over success of the practice but on the other side there are fewer opportunities for peer review, you are responsible for all errors – Statutory & Business management.

Attributes of a Good Consultant :-Image: 
– What people feel you know and not what you know.

– Once consultant opens his mouth his image is getting created.

– Consultant should learn and change himself (learn from his own mistakes).

– Consultant to modify himself to suit client needs ethically.

– To know the client before starting consultancy.

–  Keep the deadline for assignment.

-Developing Soft Skills, use it in right way at right time and place.

So, develop professional excellence rather than perfection, as beyond perfection there is excellence but there is nothing beyond excellence!!

 

DECODING CORPORATE SOCIAL RESPONSIBILITY!!

“Corporate Social Responsibility” may seem as easy to interpret. However, as we delve deeper into the matter we realize that CSR is not as simple as it appears. If we look at the history of development of corporate world of our country in reality on pretext of their development they have increased their indebtedness to the society & environment. This being the very true intent of the legislature mentioned by way of section 135 of The Companies Act, 2013.

If we understand in simple parlance , we can say that just as profits ploughed back in a corporation strengthens its internal base, wealth invested back in the society expands opportunity for a larger section of people and there by create an upward spiral of wealth and prosperity.

CSR is about conscience of a corporate in realizing itself to be a corporate citizen of our nation. However, to decode CSR consideration must be given in accordance with  the provisions mentioned in Section 135 of the Companies Act, 2013 as well with certain very important questions & clarifications. Having mentioned about the true intention of the Section above it has got its own major visible infirmities which are worth to be taken into consideration.

Are CSR provisions in conformity with the principles of constitution?

To analyse this issue, we have to refer to Constitutional mandate containing Article 14, Article 19(1)(g) & Article 31(c).

Article 14 guarantees equality among class and also reasonable classification amongst it. Article 19(1) (g) deals with free trade business & activities without any unreasonable restrictions and Article 31 (c ) provides a saving passage to a statutory provision in a given case.

Now, Section 135 if to be read on the touchstone of these above mentioned constitutional principles in brief it suggests that section 135 requires a fresh look by the law makers.

Article 14 vis-à-vis section 135:

Article 14 of the Constitution guarantees to every person, equality before law and equal protection of law within the territory of India.

Article 14 however allows reasonable classification of the subjects of the legislation. The classification however must not be “arbitrary”, “artificial” or “evasive”. It must be based on a substantial ground having just and reasonable bearing to the object sought to be achieved by the legislation.

The Supreme Court has consistently ruled that classification is valid only if (i) it is founded on an intelligible differentia and (ii) the differentia has a rational relation to the object sought to be achieved by the statute in question.

There may be different situations amongst the companies where in a company may satisfy the criteria mentioned in section 135 on the basis of net worth or turnover yet at the same time not making profit & correspondingly incumbent upon a company to contribute as a part of the mandate. A loss-making company’s obligation to contribute to CSR is the same as that of a profit-making company. Therefore it leads to arbitrariness and showcasing lack of intelligible differentia, which in my humble opinion creates a situation resulting in violation of Article 14.

Article 19(1)(g) vis-à-vis section 135:

It is worthwhile to note that looking to salutary provision of Section 135 meant for casting a social responsibility upon the corporates unfortunately other forms of business organizations like LLP, Partnerships, AOP, BOI and other large sale business organizations though having bigger net worth, turnover or profits are not mandated for discharging social responsibilities.

This leads to unreasonable restriction upon only company form of organizations & thereby has got the effect of violation of 19(1) (g).  Basically Seventh schedule related to this section 135 is akin to Directive Principles of State Policy which is primary responsibility of state to observe & therefore this section has got the effect of switching over state’s obligation to the Companies & it appears that it reflects an unreasonable restriction on the company to its free trade.

Article 31c vis-à-vis section 135:

Apparent wordings of Article 31c give an impression that section 135 is saved by this Article but an analytical view of section 135 reflects an altogether a different situation.

Article 31C validates laws made by the state for giving effect to the directive principles of state policy set out in Part IV of the Constitution, even where such laws infringe fundamental rights granted under Part III of the Constitution. However,  the Act expressly does not clarify or signify as to whether Section 135 seeks to implement any directive principles of state policy. Even the statement of Object and reasons based on which the new Companies Act was passed never mentioned the object of furtherance of the duties laid down in directive principles of state policy. Therefore in such an ambiguous situation it does not seem to be safe to allow this provision to seek shelter of Article 31c.

Therefore in above mentioned circumstances, it creates a serious doubt about validity of section 135 which requires at an appropriate stage, a fresh look.

Does the Section provide effective mechanism for implementation & carrying out the object of section?

There is no independent agency to monitor effective implementation & the object of Section 135 & it appears that mechanism to implement or not is left to the discretion of the Directors. Therefore there is a serious possibility of provision to be frustrated at the behest of Directors. The Directors by giving fallible reasons in the Board Report may find the escape route and save the company from expense. This “comply or Explain” approach lessens the effect of the mandate. Therefore in the absence of independent check, in this situation, section itself can lose its true essence.

Is CSR distinguished from corporate philanthropy?

There is a thin line of difference between CSR & Corporate philanthropy. Corporate philanthropy is a company’s way of giving back to its community — local, regional, national or international. Corporate social responsibility not only deals with corporate philanthropy but also other issues that affect the environment, consumers, human rights, supply-chain sustainability and transparency for the greater good of the world at large.

Thus, Corporate Philanthropy is just a subset of Corporate Social Responsibility. Hence, companies to which the CSR provisions are applicable must keep in mind the wider picture as laid down by the section also keeping in mind the activities mentioned in Schedule VII. Also, in consonance with the activities laid down in Schedule VII, following things shall be taken into consideration for effective implementation of the Section.

 CSR activities do not include activities undertaken in normal course of the business, any activity which is not in consonance to Schedule VII, Contributions directly/ indirectly to political parties & activities/projects/programs that benefit exclusively the employees of the company or their families.

Revenue generation from CSR activities:

The provisions and rules appear to be silent on the treatment of the revenues/surplus generated through CSR activities/projects/programs. Though generation of surplus from CSR activity/project/program is not intended but possibility thereof can’t be ruled out.

Certainly, CSR has the potential to become an Agent of transformation. Implementation of CSR provisions in itself is a noble initiative.  But for Corporate Leaders to become front runners in this segment & for the fulfillment of the true purpose of the provisions laid down, the same shall, in my humble opinion, be free from above infirmities mentioned in this Article. Also, CSR provisions are more of rectifying the impairment caused to the environment & society at large while pursuing the normal business operations, a flat cost of 2% for it may become a cause of concern for many companies  & at a higher level may become a point of debate.

 For decoding CSR & for it to be implemented in true Letter & Spirit, it requires pondering on some very important questions rather than literal interpretation of the Section.

Contributed by: Ms. Palak Shastri, Secretarial Executive, Shilpi Thapar & Associates, Company Secretaries, Ahmedabad.

Disclaimer: The views mentioned in above articles are contributor personal views and M/s. Shilpi Thapar & Associates (STA) doesnot hold accept any responsibility. STA is not in any way responsible for the result of any action taken on the basis of  views mentioned in this Article. This is not professional advice.

Companies (Meetings of Board and its Powers) Second Amendment Rules,2015!

The Companies Act, 2013 mostly aims for:

  1. Better and Effective Corporate Governance Practices and Compliance’s
  2. Enhanced Transparency and Disclosures
  3. Enhanced Accountability of Corporate, its Directors, Professionals and Legal Advisors
  4. Effective Protection of Stakeholders
  5. More Shareholder’s Democracy
  6. Corporate Social Responsibility
  7. Stricter Regulations and Implementation of Laws
  8. Effective Insolvency Norms
  9. Self Regulation
  10. Gender Diversity

In today’s scenario, Related Party Transactions (RPT’s) is one of the most crucial area under Companies Act, 2013 which is monitored and regulated by Ministry of Corporate Affairs (MCA) and SEBI more closely and minutely. Sections and rules are amended from time to time by the regulators to bring enhanced transparency and disclosures by companies in related party transactions carried out by them.

Recently, MCA vide its Notification dated 14th December, 2015 amended the Companies (Meetings of Board and its Powers) Rules, 2014 by notifying Companies ( Meetings of Board and its Powers) Second Amendment Rules,2015.  In the Companies (Meetings of Board and its Powers) Rules, 2O14- after Rule 6, Rule 6A shall be inserted specifying the procedures and outline for giving omnibus approvals by Audit Committees. Further, MCA vide its Notification no. S.O 3388(E) dated 14.12.2015 had made effective the provisions of section 14 of Companies (Amendment) Act, 2015, Section 14 of Companies (Amendment)Act, 2015 deals with amendment of section 177 of Companies Act,2013 relating to Audit Committee i.e Audit Committee may make omnibus approval for related party transactions proposed to be entered into by the company subject to such conditions as may be prescribed.

SEBI has also introduced process for granting omnibus approval by audit committees for listed company vide Regulation 23 of SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 which came into force from 1st December, 2015.

So, what proposed actions are to be taken as per Rule 6A of Companies (Meetings of Board and its Powers) Rules, 2014 by the companies who have constituted Audit Committees?

  1. In next board meeting of the company, there can be 2 agenda items: (i) To grant  approval and authority to Audit Committee for specifying the criteria for granting  omnibus approval of the transactions that are of repetitive nature and such approvals shall be in the interest of the company (ii) Related Party Transactions Policy as framed by the listed and other companies(as applicable) shall be reviewed and revised as per rule 6A of the Companies (Meetings of Board and its Powers) Rules, 2014 and Regulation 23 of SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 for listed companies.
  2. Thereafter, Audit Committee shall hold its meeting, filter out the transactions that are of repetitive nature and which may be considered for granting omnibus approval and then finalize the criteria for making the omnibus approval which shall include the following, namely:- (a) maximum value of the transactions, in aggregate, which can be allowed under the omnibus route in a year; (b) the maximum value per transaction which can be allowed;(c) extent and manner of disclosures to be made to the Audit the time of seeking omnibus approval; (d) review, at such intervals as the Audit Committee may deem fit , transaction entered into by the company pursuant to each of the omnibus approval made;(e) transactions which cannot be subject to the omnibus approval Audit Committee by the  Audit Committee i.e . transactions related to disposing of the undertaking of the company and transactions which are not in Ordinary Course of Business and Arm’s Length Basis.
  3. Further, Audit Committee shall give omnibus approval to the repetitive transactions and pass resolution including following details: (a) name of the related parties: (b) nature and duration of the transaction; (c) maximum amount of transaction that can be entered into; (d) the indicative base price or current contracted price and the formula for variation in the price, if any ; and (e) any other information relevant or important for the Audit Committee to take a decision on the proposed transaction. Further, where the need for related party transaction cannot be foreseen and aforesaid details are not available, audit committee may make omnibus approval for such transactions subject to their value not exceeding rupees one crore per transaction.
  4. Omnibus approval shall be valid for a period not exceeding one financial year and fresh approval shall be required after the expiry of such financial year. Omnibus Approvals are to be renewed every financial year. So audit committee is required to review their transactions which are approved in F.Y 2015-2016 and specify the criteria for omnibus approval before the end of financial year preferably i.e 31.03.2016 and grant fresh approval as per criteria’s fixed for the F.Y 2016-2017.

The Board shall be informed about all the decisions taken in above referred matters by audit committees by placing their minutes in next board meetings as prescribed and also by placing Register of contracts and arrangements entering details of transactions which are granted omnibus approval.

Further, as per Regulation 23(8) of SEBI (LODR) Regulations, 2015, all the listed companies shall place for approval of its shareholders in the first General Meeting subsequent to notification of SEBI(LODR) Regulations, 2015 (w.e.f 1.12.2015) details of all existing material related party contracts or arrangements entered into prior to the date of notifications of these regulations.

For this purpose, a transaction with a related party shall be considered material if the transaction(s) to be entered into individually or taken together with previous transactions during a financial year, exceeds ten percent of the annual consolidated turnover of the listed entity as per the last audited financial statements of the listed entity.

Food for Thought:

The Companies Act,2013 along with SEBI (LODR) Regulations, 2015 have prescribed enormous rules and regulations to monitor Related Party Transactions and audit committees are given huge and crucial responsibility to monitor it in their company. Along with this, audit committees are required to monitor Auditor’s Independence/Performance, Inter-corporate loans and Investments, Valuations, etc.

Important questions to ponder about:

  1. Do companies have such efficient, well informed audit committee members to monitor and perform their roles diligently?
  2. Do most of audit committee members really understand what is their role, how crucial their role is and to what extent they are responsible and accountable to stakeholders?
  3. Audit Committees members have so much on their plate , how they will be able to devote time to perform their duties diligently and take quality decisions if they are not remunerated accordingly by the companies?

As per recent survey by KPMG, only 40 % of audit committee members have expertise to overseas major risks. There is a severe need to train audit committee members from time to time, experts should be inducted as members of the audit committee having wide experience and knowledge to understand the role of audit committee, perform their roles diligently and monitor it from time to time. In absence of efficient audit committee, all rules and regulations framed by various regulators will not fetch desired results in terms of transparency, disclosures, monitoring and effective protection of stakeholders.

                                      ************************

 

Amendment in the Companies (Audit and Auditors) Rules’ 2014

The Ministry of Corporate Affairs(MCA) vide its notification dated 14.12.2015 released following rules to amend  Companies (Audit and Auditors) Rules, 2014.

In the earlier Rule 13(1) of Companies (Audit and Auditors ) Rules, 2014,only word “Auditor” was used instead of Statutory Auditor. Further, there was no minimum monetary limits fixed for reporting of fraud by auditors to Central Government and time limit to report to Central Government was immediate but not later than 60 days of his knowledge of occurrence any such fraud. Moreover, details of each of the fraud reported to the Audit Committee or the Board  during the year was not specified to be disclosed in the Board’s Report :- (a) Nature of Fraud with description; (b) Approximate Amount involved; (c) Parties involved, if remedial action not taken: and (d) Remedial actions taken.

These Rules may be called the Companies (Audit and Auditors) Amendment Rules , 2015.

They shall come into force on the date of their publication in the Official  Gazette.

For Rule 13, the following rule shall be substituted’ namely:-

“13. Reporting of frauds by auditor and other matters:

(l) lf an auditor of a company’s in the course of the performance of his duties as statutory auditor, has reason to believe that an offence of fraud, which involves or is expected to involve individually an amount of rupees  one crore or above, is being or has been committed against the company by its officers or employees , the auditor shall report the matter  to the Central Government

 (2) The auditor shall report the matter to the Central Government as under :-

(a) the auditor shall report the matter to the Board or the Audit Committee, as the case may be, immediately but not later than two days of his knowledge of the fraud seeking their reply or observations within forty-five days;

(b) on receipt of such reply or observations, the auditor shall forward his report and the reply or observations of the Board or the Audit Committee along with his comments (on such reply or observations of the Board or the Audit Committee) to the Central Government within fifteen days from the date of receipt of such reply or observations ;

(c) in case the auditor fails to get any reply or observations from the Board or the Audit Committee within the stipulated period of forty-five days, he shall forward his report to the Central Government along with a note containing the details of his report that was earlier forwarded to the Board or the Audit Committee for which he has not received any reply or observations;

(d) the report shall be sent to the Secretary , Ministry of corporate Affairs in a sealed cover by Registered Post with Acknowledgement Due or by Speed Post followed by an e-mail in confirmation of the same;

(e) the report shall be on the letter-head of the auditor containing postal address’ email address and contact telephone  number or mobile number and be signed by the auditor with his seal and shall indicate his Membership Number; and

(f) the report shall be in the form of a statement as specified in Form ADT-4

(3) In case of a fraud involving lesser than the amount specified in sub-rule (l ), the auditor shall report the matter to Audit Committee constituted under section 177 or to the Board immediately but not later than two days of his knowledge of the fraud and he shall report the matter specifying the following:- (a) Nature of Fraud with description; (b) Approximate amount involved: and (c) Parties involved.

(4) The following details of each of the fraud reported to the Audit Committee or the Board under sub-rule (13) during the year shall be disclosed in the Board’s Report :- (a) Nature of Fraud with description; (b) Approximate Amount involved; (c) Parties involved, if remedial action not taken: and (d) Remedial actions taken.

(5) The provision of this  rule shall also apply, mutatis mutandis , to a Cost Auditor or a Secretarial Auditor during the performance of his duties under section 148 and section 204 respectively.”;

(ii) In the principal rules, after Rule 14 and before FORM NO. ADT-I, insert the word “Annexure”;

(iii) In the principal rules, in Form No. ADT-4,- (A) in line 3, for the word, figures and brackets..rule l3(4)’,, the word, figures, letter and brackets “rule 13(2)(f)” shall be substituted; and

(B) in line 25, in item No. (10), for the word, figures and brackets,,rule l3(l),’, the word, figures, letter and brackets “rule l3(2)(a),’shall be substituted.”

Suggestions: These Rules shall also apply, mutatis mutandis to Internal Auditor of the Company  during the performance of his duties.He also plays an important role in establishing and monitoring the Internal Controls in the Company and is equally accountable to stakeholders at large.

(Source: http://www.mca.gov.in/Ministry/pdf/Amendement_Rules_14122015.pdf)

CIRCUS- A METAPHOR FOR LIFE!!

CircusElephants2.jpg

Recently, I got a chance to watch Circus live show with my kid after so many years and even watched Charlie Chaplin’s Silent Movie “THE CIRCUS” which of course I rarely use to watch. While watching all wonders and magic in circus including juggling, walking through endless hoops, uni cyclists and acrobatics forced me to think and ponder on certain aspects of personal and professional life. Circus in fact gives us some wonderful wisdom of life. Sharing some of them:

  1. Hard work and practice makes anyone perfect in mastering any skill in life. So train yourself to do anything in life.In circus, even animals performs amazing acts just because they are trained continuously and professionally.
  2. Life is also a circus. Be a ringmaster of your life. Just like ringmaster controls and take charge of show, similarly take control and charge of your life. The way you control your life, your life will be shaped accordingly. Be responsible for your own life. Don’t blame anybody for your problems in life. Control your own Destiny.Circus-be responsible
  3. I was just amazed and experiencing wide range of emotions while watching circus. Sometimes I was feeling crazy, stunned, scared, happy, and sad while watching the performances. The performers were so fearless and confident about their performance. In same way, we should also push our boundaries in life. Conquer your fears. Sometimes, you need to get through your fears to see the beauty on the other side. You are capable of doing anything in life if you take challenges. Don’t sit and accept life as it comes to you. Frame, reshape your own life. Human mind and body is capable of doing anything if its trained properly. Do new things, make things happen, make new friends, develop new hobbies, interests, have wonderful professional career, work hard and make it happen.
  4. Never look back in life. Performers who was performing acrobats and walking through endless ropes never looked back and if they would have, they would have fallen down. So move ahead in life. Leave your past, accept your present and work on your future.
  5. I was observing performers walking through the endless hoops & tightropes balancing, focusing themselves so perfectly. Just amazing. In life too, we all have to learn to balance our personal and professional life. If we don’t learn to balance, we may fall terribly in life. Don’t make any single task a sole agenda in your life. Enjoy all areas of life. Don’t get distracted in life. Keep focus and balance.
  6. I also observed the strong nets in the circus ring for protection of the performers if they make any mistakes and fall down. We all do mistakes in life so we should also build such strong nets in our life in form of relationships and financial planning so that if at any point of time we fall down in life, we have some backup plan to rely on. So make good friends, develop meaningful relations in life who support you to get up again in life, catch on when you fall and dust you off, do proper financial planning. Don’t ever quit in life, every mistake you make in life makes you stronger and stronger.
  7. Every performer there knows more than one trick i.e juggling, acrobatics, jumping through tight ropes, unicyclists, etc. It makes them build their own audience and keep the audience entertaining. Similarly, in professional life, we should learn different skills, tactics which will give you more opportunities to grow, attract more clients and shoot up your revenue. Be specialist. Build your brand and expand your clientele.
  8. Always respect time. Performers in circus have alloted time in which they have perform their acts and entertain their audience to pack the show in time. In life too,we need to learn time management to achieve success.Time-circus.png

The SHOW must GO ON…….

circus quote

Cheers!!

CS Shilpi Thapar

Revision of eligibility criteria to strengthen the entry norms for SME exchange!!

 BSE SME Platform offers an entrepreneur an investor friendly environment, which enables the listing of SMEs from the unorganized sector scattered throughout India, into a regulated and organized sector. Presently, 83 Companies are listed on BSE – SME platform as on February 4, 2015.

 The Exchange has stipulated certain financial and non-financial eligibility criteria / norms for listing on SME platform in addition to the SEBI guidelines for listing of SME as laid down in the Issue of Capital and Disclosure Regulations.

In order to further strengthen and enhance the screening of companies seeking listing on the SME Segment, it is proposed to revise the above financial norms as follows:

Norms Existing Norms Revised Norms
Post Issue Paid up Capital: The post-issue paid up capital of the company shall be at least Rs. 1 crore. The post-issue paid up capital of the company shall be at least Rs. 3 crores .
Net worth Net worth (excluding revaluation reserves) shall be at least Rs.1 crore as per the latest audited financial results. Net worth (excluding revaluation reserves) of at least Rs.3 crore as per the latest audited financial results.
Net Tangible Assets At least Rs.1 crore as per the latest audited financial results. At least Rs.3 crore as per the latest audited financial results.
Track Record   Distributable profits in terms of Section 205 of the Companies Act 1956 for at least two years out of immediately preceding three financial years (each financial year has to be a period of at least 12 months). Extraordinary income will not be considered for the purpose of calculating distributable profits.OrNet worth shall be at least Rs.3 crores.   Distributable profits in terms of Section 123 of the Companies Act 2013 for at least two years out of immediately preceding three financial years (each financial year has to be a period of at least 12 months). Extraordinary income will not be considered for the purpose of calculating distributable profits.OrNet worth shall be at least Rs.5 crores.

 All other norms (other than those revised as above) would remain unchanged.The above revised criteria would be applicable with effect from April 1, 2015.

 (source:www.bseindia.com)

 

 

Foreign Subsidiaries exempted from filing Consolidated Financial Statement(CFS)!

Companies with foreign subsidiaries exempted from filing CFS this fiscal year

http://economictimes.indiatimes.com/industry/banking/finance/finance/companies-with-foreign-subsidiaries-exempted-from-filing-cfs-this-fiscal-year/articleshow/45973628.cms

Companies (Corporate Social Responsibility Policy) Amendment Rules,2015!

Please refer Ministry of Corporate Affairs (MCA) Companies (Corporate Social Responsibility Policy) Amendment Rules.2015:

http://www.mca.gov.in/Ministry/pdf/Amendment_Rules_2015_20012015.pdf

They shall come into force on the date of their publication in the Official Gazette.

Article on “WOMEN COMPANY SECRETARIES- EMBARK ON A JOURNEY TO BOARD SEAT!!

Read my Article published in ICSI e-nitor on  “WOMEN COMPANY SECRETARIES- EMBARK ON A JOURNEY TO BOARD SEAT!! https://www.icsi.edu/Webmodules/EJournel/1st%20october%202014%20e-csnitor.pdf

Corporate Social Responsibility (CSR) in India – Whether an Innovative Legislation & Its consequences?

The concept of mandatory Corporate Social Responsibility (CSR) is arrived from the term “Good Corporate Citizenship “ which connotes the extent to which businesses are socially responsible for meeting legal, ethical and economic responsibilities placed on them by stakeholders. The aim is for businesses to create higher standards of living and quality of life in the communities in which they operate, while still preserving profitability for stakeholders. The scale of good corporate citizenship in a country’s businesses is a reflection of its good individual citizens. In order to control the business corporate who believe in taking short-cuts to satisfy their ambitions of making quick profits at the cost of exploiting natural resources and people, engage in corruption practices and offers bribes and kickbacks, prefer paying fines rather than complying with statutory legislative provisions, the government has come up with this mandatory legislated provision of Corporate Social Responsibility as per Section 135 read with Companies (Corporate Social Responsibility Policy) Rules, 2014 & Schedule VII.

CSR in other Countries:

1. In Mauritius, all corporate even banks, trusts and societies has to follow mandatory CSR provision i.e contributing 2% CSR tax. They made CSR mandatory since 2009.
2. In Indonesia CSR is mandatory since 2007.
3. In Philippines, large tax payers fall within the CSR provision.
4. In UK also, corporates including subsidiaries , based on a monetary threshold has to comply with mandatory CSR provision.
5. In Saudi Arabia, the Companies are required to pay amounts “equal to 2.5% of income and capital” to the revenue department, which will then distribute the amounts to the needy around the country. Revenues are collected by the Department of Zakat, governmental organization and distributed to needy and poor people across the country. A Zakat payment made of listed companies has to be disclosed and filed with the Capital Market Authority (the Saudi Version of the SEC).
6. United States: The Conglomerate Blog has reported on recent amendments to the Oregon Corporate Code that requires companies to act in an environmentally and socially responsible manner. It says:“Oregon recently amended its Corporate Code which expressly permit corporations to include in their charter a provision authorizing or directing the corporation to conduct its business “in a manner that is environmentally and socially responsible.” The legislative history of the amendment notes that courts in other jurisdictions have interpreted corporations’ obligation to act in shareholders’ interest to mean that corporations must maximize shareholder profit, even if it results in a corporate failure to act environmentally and socially responsible. Apparently the amendment is designed to counteract this kind of interpretation, and encourage corporations to engage in sustainable behavior.”
7. China: Even the recent Company Law of the People’s Republic of China, enacted in 2005, has a set of obligations on companies that amount to corporate social responsibility. For example, Article 17 states:“A company shall protect the legal rights and interests of its employees, enter into labor contracts with them according to law, take part in social insurance, improve labor protection and make production safe.A company shall take various measures to improve the professional education and on-the-job training of its employees so as to enhance their quality.”

Further, there already are mandatory CSR reporting requirements in several countries, including Sweden, Norway, the Netherlands, Denmark, France and Australia. Triple botton line Reporting by the corporates should be made mandatory in all countries. The triple bottom line consists of social equity, economic, and environmental factors. “People, planet and profit” concisely describes the triple bottom lines and the goals of sustainability.

Key Provisions of Section 135 read with Companies (Corporate Social Responsibility Policy) Rules, 2014 & Schedule VII:

1. The Companies (Corporate Social Responsibility Policy) Rules, 2014 has come into force with effect from 1st April, 2014.

2. It is mandatory for every company (listed , unlisted public or private, holding, subsidiary and foreign) complying any one of the following conditions:

a.Turnover of more than Rs.1000 crore
b. Networth of more than Rs. 500 crore
c. Net Profit of more than Rs. 5 crore

to follow provisions of section 135 and CSR Policy Rules, 2014.

3. Any company fulfilling any of the above stated criteria needs to do following compliances w.e.f 1st April,2014:

a. Constitute Corporate Social Responsibility Committee of the Board consisting of three or more directors out of which at least one director shall be an Independent Director. Unlisted and Private Limited companies are not required to appoint an Independent Director in its CSR committee if it doesnot fulfil any of the criteria specified u/s. 149(4) of the CA, 2013 i.e Having 1. paid share capital of Rs. 10 crore or more, 2. Turnover of Rs. 100 crore or more and 3. Outstanding loan or borrowing, debentures or deposits of Rs. 50 crore or more and can form CSR Committee without such director and private limited company having only 2 directors on its board shall constitute its CSR Committee with 2 such directors.

b. Corporate Social Responsibility Committee shall have following roles:

– Formulate and recommend to the board, a CSR Policy which shall indicate the activities to be undertaken by the company as specified in schedule VII, specify the modalities of execution of such project or programs and implementation schedules for the same and monitoring mechanism of such projects or programs and specify that the surplus arising out of CSR projects or programs shall not form part of the business profit of the company;
– Recommend the amount of expenditure to be incurred on the activities referred to in clause (a); and
– Monitor the CSR policy of the company from time to time.

c. The Board of every company shall approve the suggestions of the committee in CSR policy and disclose the constitution of committee and contents of CSR policy in its Board Report and also place it on the company’s website, if any.

d. The board and every company shall ensure that the company spends, in every financial year, at least two percent of the average net profits of the company made during the three immediately preceding financial years, in pursuance of its corporate social responsibility policy: provided that the company shall give preference to the local area and areas around it where it operates, for spending the amount earmarked for CSR activities and if board fails to spend such amount, the board shall, its board report specify the reasons for not spending the amount.

e. If any company ceases to be a company covered under section 135(2) to 135(5) of the CA, 2013, for three consecutive financial years, it shall not be required to constitute CSR committee and to follow any provisions of section 135(2) to 135(5) till such time it meets the criteria specified in section 135(1).

f. The Board of a company may decide to undertake its CSR activities approved by the CSR committee through a registered trust or a registered society or a company, foundation established by the company or its holding or subsidiary or associate company under section 8 of the Act or otherwise:- Provided that

– If such trust, society or company is not established by the company or its holding or subsidiary or associate company, it shall have a established track record of three years in undertaking of similar programs or projects;
– The company has specified the projects or programs to be undertaken through these entities, the modalities of utilisation of funds on such projects and programs and the monitoring and reporting mechanism.

g. A company may also collaborate with other companies for undertaking projects or programs or CSR activities in such a manner that the CSR committees of respective companies are in a position to report separately on such projects or programs.

h. The CSR projects or programs or activities undertaken in India only shall amount to CSR Expenditure. Any CSR expenditure incurred outside India will not counted as CSR activity contribution.

i. Any contribution directly or indirectly to any political party shall not amount to CSR Expenditure.

j. The CSR projects or programs or activities that benefit only the employees of the company and their families shall not be considered as CSR activities in accordance with section 135 of the Act.

k. CSR activities does not include the activities undertaken in pursuance of normal course of business of a company;

l. CSR Expenditure shall not include any expenditure on any item not in conformity with activities which fall within the preview of Schedule VII of the Act.

m. Board Report for respective financial year should make following disclosures on CSR Activities:

– A brief outline of the company CSR policy including overview of projects or programs proposed to be undertaken and a reference to web-link to the CSR Policy and projects or programs.
– The Composition of the CSR Committee
– Average Net profits of the company for last 3 financial years
– Prescribed CSR Expenditure i.e 2 percent of the amount of Average net profits of the company for last3 financial years.
– Details of CSR spent during the year i.e total amount to be spent for the financial year, amount unspent if any, and manner in which the amount spent during the financial year
– In case company has failed spent 2 percent of its average net profits of last 3 financial years or any part thereof, the company shall provide the reasons for not spending the amount in its board report.
– A responsibility statement of the CSR committee that the implementation and monitoring of CSR Policy, is in compliance with CSR objectives and Policy of the Company.

n. The said annual report on CSR activities to be included in Board Report as referred above shall be signed by 1. CEO/MD or Director, 2. Chairman of CSR Committee and in case of foreign company, by person specified under section 380(1)(d) of the CA, 2013.

o. The list of 10 CSR activities as specified in Schedule VII is as under:

– Eradicating hunger, poverty and malnutrition, promoting preventive health care and sanitation and making available safe drinking water;
– Promoting education, including special education and employment enhancing vocation skills especially among children, women, elderly, and the differently abled and livelihood enhancement projects;
– Promoting gender equality, empowering women, setting up homes and hostels for women and orphans; setting up old age homes, day care centres and such other facilities for senior citizens and measures for reducing inequalities faced by socially and economically backward groups;
– Ensuring environmental sustainability, ecological balance, protection of flora and fauna, animal welfare, agroforestry, conservation of natural resources and maintaining quality of soil, air and water;
– Protection of national heritage, art and culture including restoration of buildings and sites of historical importance and works of art; setting up public libraries; promotion and development of traditional ans and handicrafts;
– Measures for the benefit of armed forces veterans, war widows and their dependents;
– Training to promote rural sports, nationally recognised sports, paralympic sports and Olympic sports;
– Contribution to the Prime Minister’s National Relief Fund or any other fund set up by the Central Government for socio-economic development and relief and welfare of the Scheduled Castes, the Scheduled Tribes, other backward classes, minorities and women;
– Contributions or funds provided to technology incubators located within academic institutions which are approved by the Central Govemment;
– Rural development projects.

 Making CSR Mandatory : Key Challenges & Consequences:

1. If we analyse the definition of CSR given in Companies ( Corporate Social Responsibility policy), 2014, CSR is not defined in detail but only includes list of Projects/ programs specified in schedule VII of the Act which will be considered as CSR activities. It is a vague legal definition.

2. If we do the strict reading of above provisions under Section 135 and rules thereto, it can be concluded that CSR is not required to be followed by business entities such as limited liability partnerships and partnerships which are also profit making business entities. Such entities should also be covered. If not covered , it will give rise to more corruption.

3. It is also evident from the provisions that it is based on the principle of “ Comply or Explain”. It is one of the most debatable issue as to whether any penal consequences will be attracted on failure to spend, or an explanation in the directors will be sufficient. It is provided in the section 134(8) that if a company contravenes the provisions of non disclosure of details about the policy developed and implemented by the company on CSR initiatives taken in the year, the company shall be punishable with pecuniary fine and every officer who is in default shall be punishable with a imprisonment or fine or both. Hence, it seems that CSR spending is non mandatory provision while CSR reporting in Board Report is a mandatory provision. This doesnot seems to solve the purpose of regulation.

4. Further, there is no clarification in the Act /Rules on what shall be the legally warranted, valid reasons given by directors which shall be acceptable for not spending on CSR activities.

5. It will be heavy burden on the companies which are not earning profits but having triggering networth or turnover. Moreover, when the companies are incurring losses , it will be a heavy burden on them.

6. Under the current income tax law, the CSR spending cannot be treated as expenditure. It will be part of profit and attract taxes. As per rule 7 of CSR Rules, CSR expednditure doesnot include any expenditure on an item not in conformity or not in line with activities which fall within the preview of Schedule VII of the Act. As per the current Income law, unless expenditure is in the course of the business of the company, the same is disallowed and the question may arise as to whether CSR expenditure is incurred in the course of the business of the company or not. Income Tax Act needs to be changed in conformity with these provisions in order to avoid disputes.

7. Mandatory CSR Expenditure is one kind of corporate tax. The corporate tax rate in India is 32.45 percent—already one of the highest, compared to a global average of 24.09 percent, according to KPMG. Now, if again corporate needs to spend 2 % of their net profits every year, many foreign investors shall think twice before investing in India.

8. Only Board and CSR Committee shall act as Monitoring Mechanism. They shall be responsible for CSR spending in a effective way and in compliance with the provisions of the section 135 and rules made thereunder. Regulators should come out with strict monitoring mechanism for purposeful tracking of flow of funds during the implementation of this provision.

9. Under the CSR rules, it is specified that companies can to undertake its CSR activities approved by the CSR committee through a registered trust or a registered society or a company, foundation established by the company or its holding or subsidiary or associate company under section 8 of the Act or otherwise, Provided that If such trust, society or company is not established by the company or its holding or subsidiary or associate company, it shall have a established track record of three years in undertaking of similar programs or projects. The company has specified the projects or programs to be undertaken through these entities, the modalities of utilisation of funds on such projects and programs and the monitoring and reporting mechanism.

Mostly, NGO’s, Trust, or associates, are not having wider public accountability and access. Holding or Subsidiary or Associates companies are only accountable to their shareholders. There are chances that CSR spending may not be done in systematic and democratic manner. So instead, CSR activities should be carried on by the corporates through more government controlled organisations, NGO’s and Trusts to have more transparency and accountability.
10. Such type of provisions cannot be imposed on anybody. It should be in DNA of Corporates and board of directors to perform certain social activities for the benefit of the society at large. You cannot force somebody to become good citizen and contribute to the society by imposing statutory restrictions. Rather, to encourage such type of CSR activities, government should reward the corporates if they spend on CSR activities instead of penalizing them for not complying with CSR provisions.

Due to increased stakeholder’s activism, Investors, stakeholders who find out that company is not good corporate citizen and doesnot adopt good corporate citizenship practices could shun its products or services, refuse to invest in its stock or speak out against that company among family and friends causing reputation risk to the company. It’s a high time for corporate to be “Socially Responsible” for sustainable development.

I wrap up my views with my favourite statement by by Niall Fitzgerald, Former CEO and Chairman, Unilever:
“We believe that the leading global companies 2020 will be those that provide goods and services and reach new customers, in ways that address the world’s major challenges-including poverty, climate changes, resource depletion, globalization and demographic shifts.”

                                                                                                     ***********

 

 

 

 

 

 

 

 

 

 

 

 

 

INDEPENDENT DIRECTORS: THINGS TO PONDER AS YOU ENTER INTO BRAVE NEW WORLD?

In recent years, corporate governance has received increased attention because of high-profile most talked scandals i.e.  Enron in USA and Satyam and Reebok in India, involving abuse of corporate power and, in some cases, alleged criminal activity by corporate officers. The need for Independent Directors is recognized the world over.  One of the most of important driver for effective better corporate governance is appointment of Independent Director who with their specialized skills serves as strategic advisor to the company and act as a watchdog for the interest of stakeholders of the company.

The role and responsibilities of Independent Directors have increased substantially and become more stringent under Companies Act, 2013. Let us analyze the legal position of the Independent Directors under The Companies Act, 2013 :

Meaning of Independent Director-

A layman’s definition of an Independent Director can be –

A corporate director who has no material relationship with the company in which he or she serves as director.  For example, an independent director cannot be employed or have a family member employed by the company.

Independent Directors was not defined under The Companies Act, 1956. However clause 49 of the Listing Agreement provides the definition. As per earlier rule under Companies Act, 1956, it was not applicable to unlisted companies (whether public or private) and applicable only to listed companies. All listed companies have to appoint 1/3rd to ½ of total directors to be independent directors (depending upon executive/non-executive nature of chairman).

Independent Directors are well and extensively defined as per Section 149(6) under the Companies Act, 2013:

149(6) An independent director in relation to a company, means a director other than a managing director or a whole-time director or a nominee director,—

(a) who, in the opinion of the Board, is a person of integrity and possesses relevant expertise and experience;

(b)   (i) who is or was not a promoter of the company or its holding, subsidiary or   associate company;

     (ii) who is not related to promoters or directors in the company, its holding, subsidiary or associate company;

(c)   who has or had no pecuniary relationship with the company, its holding, subsidiary or associate company, or their promoters, or directors, during the two immediately preceding financial years or during the current financial year;

 (d)  none of whose relatives has or had pecuniary relationship or transaction with the company, its holding, subsidiary or associate company, or their promoters, or directors, amounting to two per cent. or more of its gross turnover or total income or fifty lakh rupees or such higher amount as may be prescribed, whichever is lower, during the two immediately preceding financial years or during the current financial year;

 (e) who, neither himself nor any of his relatives—

      (i) holds or has held the position of a key managerial personnel or is or has been employee of the company or its holding, subsidiary or associate company in any of the three financial years immediately preceding the financial year in which he is proposed to be appointed;

        (ii) is or has been an employee or proprietor or a partner, in any of the three financial years immediately preceding the financial year in which he is proposed to be appointed, of—

            (A) a firm of auditors or company secretaries in practice or cost auditors of the company or its holding, subsidiary or associate company; or

            (B) any legal or a consulting firm that has or had any transaction with the company, its holding, subsidiary or associate company amounting to ten per cent. or more of the gross turnover of such firm;

 (iii) holds together with his relatives two per cent. or more of the total voting power of the company; or

 (iv) is a Chief Executive or director, by whatever name called, of any nonprofit organization that receives twenty-five per cent. or more of its receipts from the company, any of its promoters, directors or its holding, subsidiary or associate company or that holds two per cent. or more of the total voting power of the Company; or

 (f) Who possesses such other qualifications as may be prescribed.

 Need of Independent Directors…

  •  To fulfill statutory compliances for appointment of Independent Directors as laid down as per listing agreement and applicable provisions of The Companies Act, 2013.
  •  To have representatives on the Board who shall watch that the affairs of the company are run in a transparent manner, scrutinize the management performance, oversee that the interest of all its stakeholders (investors, employees, vendors, customers, government and society at large) are well protected, resolve the conflicts, establish best Internal controls and enhance the value of the company.

 Important provisions of Companies Act, 2013 to ponder before you accept position of Independent Director in any Company:- 

 Section 2(47) – Definition: ” Independent Director” means an Independent director referred to in sub-section(5) of section 149;

 Section 134(3)(d)-Financial Statements, Board Report: Board Report which shall be attached to the statements laid before a company in general meeting shall include a statement on declaration of status of independent directors made under section 149(6) (as discussed above)

 Section 135(1)-Corporate Social Responsibility(CSR): Every company having net worth of rupees five hundred crore or more, or turnover of rupees one thousand crore or more or a net profit of rupees five crore or more during any financial year shall constitute a Corporate Social Responsibility Committee of the Board consisting of three or more directors, out of which at least one director shall be an independent director.

  Section 149(4)- Listed companies to appoint Independent Directors: At least 1/3rd of the Board of every listed public company should consist of independent directors. The existing companies have been provided 1 year transition period to comply with the provisions of this Act (from the date of commencement of the Act). Also the every public company having paid up capital of Rs. 10 crore or more or public companies having turnover of Rs. 100 crore or more or having in aggregate outstanding   loans/debentures and deposits, exceeding Rs. 50 crore shall have at least 2 directors as Independent Directors.

 Maximum no. of directorships under the Companies Act, 2013 which Independent Director can hold is  20 companies out of which maximum of 10 public companies.  As per amended Clause 49B of Equity Listing Agreement vide SEBI Circular no.CIR/CFD/POLICY CELL/2/2014 dated April 17, 2014, a person shall not serve as an independent director in more than seven listed companies.  Further, any person who is serving as a whole time director in any listed company shall serve as an independent director in not more than three listed companies.

 Section  149(7-)Change in status of Independent Director: Every independent director shall at the first meeting of the Board in which he participates as a director and thereafter at the first meeting of the Board in every financial year or whenever there is any change in the circumstances which may affect his status as an independent director, give a declaration that he meets the criteria of independence as provided in sub-section (6).

 Section  149(8)- Provisions specified in schedule VI :The company and independent directors shall abide by the provisions specified in Schedule IV as under:

 The independent directors shall—

  • undertake appropriate induction and regularly update and refresh their skills, knowledge and familiarity with the company;
  • seek appropriate clarification or amplification of information and, where necessary, take and follow appropriate professional advice and opinion of outside experts at the expense of the company;
  • strive to attend all meetings of the Board of Directors and of the Board committees of which he is a member;
  • participate constructively and actively in the committees of the Board in which they are chairpersons or members;
  • strive to attend the general meetings of the company;
  • where they have concerns about the running of the company or a proposed action, ensure that these are addressed by the Board and, to the extent that they are not resolved, insist that their concerns are recorded in the minutes of the Board meeting;
  • keep themselves well informed about the company and the external environment in which it operates;
  • not to unfairly obstruct the functioning of an otherwise proper Board or committee of the Board;
  • pay sufficient attention and ensure that adequate deliberations are held before approving related party transactions and assure themselves that the same are in the interest of the company;
  • ascertain and ensure that the company has an adequate and functional vigil mechanism and to ensure that the interests of a person who uses such mechanism are not prejudicially affected on account of such use;
  • report concerns about unethical behaviour, actual or suspected fraud or violation of the company’s code of conduct or ethics policy;
  • acting within his authority, assist in protecting the legitimate interests of the company, shareholders and its employees;
  • not disclose confidential information, including commercial secrets, technologies, advertising and sales promotion plans, unpublished price sensitive information, unless such disclosure is expressly approved by the Board or required by law.

Hence, Schedule IV sets out a code of conduct for the role, responsibilities and functions of the independent director.

  Section 149(9)-Norms  for stock Option and remuneration: Notwithstanding anything contained in any other provision of this Act, but subject to the provisions of sections 197 and 198, an independent director shall not be entitled to any stock option and may receive remuneration by way of sitting fee up to one lacs provided under sub-section (5) of section 197, reimbursement of expenses for participation in the Board and other meetings and profit related commission as may be approved by the members.

  Section 149(10)& 11-Term of office: Subject to the provisions of section 152, Independent Directors shall hold office for a term upto 5 (original term) + 5 years (additional term subject to a special resolution). After expiry of term individual ineligible for re appointment for 3 years. His tenure shall be non-rotational.

An independent director shall not, during the said period of three years, be appointed in or be associated with the company in any other capacity, either directly or indirectly.

 Section  149(12)-Liability of Independent Director:Notwithstanding anything contained in this Act,—

 (i) an independent director;

(ii) a non-executive director not being promoter or key managerial personnel,

 shall be held liable, only in respect of such acts of omission or commission by a company which had occurred with his knowledge, attributable through Board processes, and with his consent or connivance or where he had not acted diligently.

 Section 150(1)-Manner of selection of Independent Director:Subject to the provisions contained in sub-section (5) of section 149, an independent director may be selected from a data bank containing names, addresses and qualifications of persons who are eligible and willing to act as independent directors, maintained by anybody, institute or association, as may be notified by the Central Government, having expertise in creation and maintenance of such data bank and put on their website for the use by the company making the appointment of such directors:

 Provided that responsibility of exercising due diligence before selecting a person from the data bank referred to above, as an independent director shall lie with the company making such appointment.

  Section 150(2)-Appointment of ID to be approved in General Meeting:The appointment of independent director shall be approved by the company in general meeting as provided in sub-section (2) of section 152 and the explanatory statement annexed to the notice of the general meeting called to consider the said appointment shall indicate the justification for choosing the appointee for appointment as independent director.

Section 152(5)-Explanatory Statement required to be given: In the case of appointment of an independent director in the general meeting, an explanatory statement for such appointment, annexed to the notice for the general meeting, shall include a statement that in the opinion of the Board, he fulfils the conditions specified in this Act for such an appointment.

  Section 161(2)-Alternate Director; if appointed as independent director shall be required to qualify as independent Director:  No person shall be appointed as an alternate director for an independent director by the board of directors as authorized by Articles of Association unless he is qualified to be appointed as an independent director under the provisions of this Act.

  Section 173(3)-Notice of Board Meeting and exception if an Independent Director is present:A meeting of the Board shall be called by giving not less than seven days’ notice in writing to every director at his address registered with the company and such notice shall be sent by hand delivery or by post or by electronic means:

 A meeting of the Board may be called at shorter notice to transact urgent business subject to the condition that at least one independent director, if any, shall be present at the meeting:

 Provided further that in case of absence of independent directors from such a meeting of the Board, decisions taken at such a meeting shall be circulated to all the directors and shall be final only on ratification thereof by at least one independent director, if any.

 Section  177(2)- Audit Committee :The Board of Directors of every listed company and every public company having paid up capital of more than Rs. 10 cr. Or turnover of more than Rs. 100 cr. Or Borrowings of more than Rs.50 cr. shall constitute the Audit Committee which shall consist of a minimum of three directors with independent directors forming a majority.

 Section 178(1)-Nomination and Remuneration Committee: The Board of Directors of every listed company and every public company having paid up capital of more than Rs. 10 cr. Or turnover of more than Rs. 100 cr. Or Borrowings of more than Rs.50 cr. shall constitute the Nomination and Remuneration Committee consisting of three or more non-executive directors out of which not less than one-half shall be independent directors.

 Schedule IV:Code for Independent Directors [Pursuant to section 149(8)]

  1. Guidelines of professional conduct:

An independent director shall:

  • uphold ethical standards of integrity and probity;
  • act objectively and constructively while exercising his duties;
  • exercise his responsibilities in a bona fide manner in the interest of the company;
  • devote sufficient time and attention to his professional obligations for informed and balanced decision making;
  • not allow any extraneous considerations that will vitiate his exercise of objective independent judgment in the paramount interest of the company as a whole, while concurring in or dissenting from the collective judgment of the Board in its decision making;
  • not abuse his position to the detriment of the company or its shareholders or for the purpose of gaining direct or indirect personal advantage or advantage for any associated person;
  • refrain from any action that would lead to loss of his independence;
  • where circumstances arise which make an independent director lose his independence, the independent director must immediately inform the Board accordingly;
  • assist the company in implementing the best corporate governance practices.

 2.Role and functions:

The independent directors shall:

  • help in bringing an independent judgement to bear on Board’s Deliberations especially on issues of strategy, performance, risk management, resources, key appointments and standard of conduct;
  • bring an objective view in the evaluation of the performance of board and management;
  • scrutinize the performance of management in meeting agreed goals and objectives and monitor the reporting of performance;
  • satisfy themselves on the integrity of financial information and the financial controls and the systems of risk management are robust and defensible;
  • safeguard the interests of all stakeholders, particularly the minority shareholders;
  • balance the conflicting interest of stakeholders;
  • determine appropriate levels of remuneration of executive directors, key managerial personnel and senior management and have a prime role in appointing and where necessary recommend removal of executive directors, key managerial personnel and senior management;
  • moderate and arbitrate in the interest of the company as a whole ,  in situations of conflict between management and shareholder’s interest.

 3.Duties:

 The independent directors shall—

  • undertake appropriate induction and regularly update and refresh their skills, knowledge and familiarity with the company;
  • seek appropriate clarification or amplification of information and, where necessary, take and follow appropriate professional advice and opinion of outside experts at the expense of the company;
  • strive to attend all meetings of the Board of Directors and of the Board committees of which he is a member;
  • participate constructively and actively in the committees of the Board in which they are chairpersons or members;
  • strive to attend the general meetings of the company;
  • where they have concerns about the running of the company or a proposed action, ensure that these are addressed by the Board and, to the extent that they are not resolved, insist that their concerns are recorded in the minutes of the Board meeting;
  • keep themselves well informed about the company and the external environment in which it operates;
  • not to unfairly obstruct the functioning of an otherwise proper Board or committee of the Board;
  • pay sufficient attention and ensure that adequate deliberations are held before approving related party transactions and assure themselves that the same are in the interest of the company;
  • ascertain and ensure that the company has an adequate and functional vigil mechanism and to ensure that the interests of a person who uses such mechanism are not prejudicially affected on account of such use;
  • report concerns about unethical behaviour, actual or suspected fraud or violation of the company’s code of conduct or ethics policy;
  • acting within his authority, assist in protecting the legitimate interests of the company, shareholders and its employees;
  • not disclose confidential information, including commercial secrets, technologies, advertising and sales promotion plans, unpublished price sensitive information, unless such disclosure is expressly approved by the Board or required by law.

 4.Manner of appointment:

  •  While selecting independent directors (ID’s) the board shall ensure that there is appropriate balance of skills, experience and knowledge in the board.
  • The appointment of IDs of the company shall be approved at the meeting of the shareholders.
  • The Explanatory Statement attached to the notice of the meeting  for approving the appointment of IDs shall include a statement that in the opinion of the board, the IDs proposed to be appointed fulfils the conditions specified in the Act and the rules made there under and that the proposed director is independent of the management.
  • The appointment of independent directors  shall be formalized through a letter of appointment, which shall set out the terms of appointment, the expectation of the board from the appointed director, the fiduciary duties, provisions for D & O Insurance Policy, code of business ethics, remuneration and other fees, list of actions which IDs should not do while functioning as such in the company.
  • The terms and conditions of appointment of independent directors shall be open for inspection at the registered office of the company by any member during normal working hours and also terms and conditions of the appointment letter should be uploaded on the company’s website.

 5.Re-appointment:

 The re-appointment of ID’s shall be on the basis of report of performance evaluation.

 6.Resignation or removal:

  •  The resignation or removal of an independent director shall be in the same manner as is provided in section 168 & 169 of the Act.
  • An independent director who resigns or is removed from the board of the company shall be replaced with 180 days from the date of such resignation or removal, as the case may be .

  7. Separate meetings:

  • All the ID’s to meet at-least once in a year. The meeting must be convened without the presence of the non-independent directors and members of the management.
  • An ID would also evaluate the performance of the chairperson of the company and review the performance of the non-independent directors and the Board as a whole of the company.
  • They shall also evaluate the quality, quantity and timeliness of flow of information between the company management and the board that is necessary for the board to effectively and reasonably to perform their duties.

 8.Evaluation Mechanism:

  • The performance evaluation of ID’s shall be done by the entire board of directors, excluding the director being evaluated.
  • On the basis of evaluation report, ID shall be reappointed or continue his terms as ID.

 

 Section 149 (12)-Penalty for non compliance of independent director provisions: Penalty under Companies Act, 2013; INR 50,000 to INR 5,00,000 v. upto imprisonment upto 10 years or fine upto INR 25 crores under the SCRA. Independent director liable for acts/omissions of company unless lack of knowledge/ consent or “acting diligently” is proved. There is no restriction on indemnification by company.

 From the above, it is quite evident that the roles, functions and duties of Independent directors have increased substantially. One has to ponder on all these provisions thoroughly before accepting the invitation for becoming Independent Director of the Company. Further, it is also noted that remuneration and fees to be given to Independent Directors as per provisions of The Companies Act, 2013 is not consistent with the duties, roles, functions and responsibility of the Independent Directors as enumerated in the Act. The Companies Act,2013 have put lot of restrictions for Independent Directors that now even, the most eligible candidates will be more cautious before the joining the board of any company as Independent Directors or even extending their terms as ID’s.

Phased roll-out plan of new e-forms under The Companies Act,2013 issued by Ministry of Corporate Affairs!

I wish you all a very Happy Companies Act, 2013 Day!! Today, most of the sections and rules of The Companies Act, 2013 came into force and applicable to companies. So it is very crucial time for all Professionals, Directors, C-Suite Executives and Management of the Companies to update themselves rigorously in order to deal with the new provisions of The Companies Act, 2013 as it has various provisions attracting enormous responsibility and liabilities and ensuring governance, accountability and transparency.

The Companies Act, 2013 was notified on 29th August, 2013. 98 sections of the Companies Act, 2013 were notified on 12.09.2013 and section 135 and its rules regarding Corporate Social Responsibility (CSR) on 27.02.2014. Further, 183 sections of The Companies Act, 2013 and rules there under became effective w.e.f 1.04.2014.

The Phased roll-out plan of new e-forms under The Companies Act, 2013 issued by Ministry of Corporate Affairs (MCA) is as under:

1.   From 1.04.2014 to 13.04.2014, no e-forms will be available for e-filing at MCA Portal except following existing 19 e-forms. However, front office portal’s services will continue.

Form no: 66, 14LLP, 20B, 21A, 23AC & 23ACA, 23AC-XBRL & 23ACA-XBRL, 23C, 23D, 35A, FTE, A-XBRL, I-XBRL, 5INV & 21, Refund form, Bank Account and Investor compliant form.

2.   W.e.f 14.04.2014, following 39 new e-forms for notified sections under The Companies Act, 2013 will be made available on MCA Portal for filing by the stakeholders. Test version of the 39 e-forms is available from 28.03.2014 onwards for stakeholder’s view.

Form nos:- INC-1, INC-2, INC-3, INC-4, INC-5, INC-6, INC-7, INC-18, INC-20, INC-21, INC-22, INC-23, INC-24,INC-27, INC-28,PAS-3,SH-7, SH-11, CHG-1, CHG-4, CHG-6, CHG-9, MGT-14, DIR-3, DIR-5, DIR-7,DIR-8,MR-1, MR-2,URC-1, FC-1, FC-2, FC-3,FC-4 ADJ, MSC-1,MSC-3 & MSC-4.

3.   Further w.e.f 28.04.2014, the following 7 e-forms will be made available for filing 17 notified forms (as per MCA Circular no. 6 of 2014) which shall be made available for individual e-filing at a later stage can be attached with these 7 e-forms and filed.

 Form no: GNL-1, GNL-2, GNL-3(for ROC), RD-1, RD-2(for ROC), CG-1 & MGT-6.

Details are available at www.mca.gov.inhttp://www.mca.gov.in/Ministry/pdf/General_Circular_6_2014.pdf

Please note the same and ensure timely Compliances!!

Section 12 of The Companies Act,2013- Registered Office of the Company

Please note that Ministry of Corporate Affairs (MCA) had notified the Second set of 183 Sections that shall come into force with effect from 1st April, 2014 (Notification dated the 26th March, 2014) along with 98 sections which was notified on 12.09.2013 and become applicable from 12.09.2013. Provisions of one of the most important Section 12 of Companies Act 2013 dealing with the Registered Office of the Company (erstwhile Section 146 , 147 & 17A of the Companies Act 1956) is applicable from today i.e 1st April,2014 and requires immediate steps by all companies for its compliance.

As per Section 146 of the erstwhile Companies Act, 1956, Companies were only required to print their names and address of the registered office in all its business letters, billheads, letters, and papers and in all its notices and other official publications. The new Companies Act, 2013 makes it mandatory for all Companies to paint or affix its name and the address of its registered office in English and in Vernacular Language, outside every office or place of business and to print the following details in all its business letters, bill heads, letter papers and in all its notices and other official publications which shall ensure transparency in dealings by the company with stakeholders at large:

1.      Name

2.      Address of its registered office

3.      Corporate Identity Number

4.      Telephone number

5.      Fax number, if any

6.      Email Address

7.      Website addresses, if any

8.   Former names if any, so changed in the last two years (Where a company has changed its name or names during the last two years, it shall paint or affix or print, as the case may be, along with its name, the former name or names so changed during the last two years as required under this section, that is in all its letters, bill heads, letter papers and in all its notices and other official publications giving the particulars as mentioned above.

9.   A private company which is a One Person Company shall mention the words “ One Person Company”, in brackets, below its name.

The requirement of having a registered office is now necessitated on and from the 15th day of its incorporation, thus giving sufficient time to the companies to establish it registered office. The company will be required to file verification of its registered office with the Registrar of Companies within 30 days of its date of incorporation.

Notice of every change of the situation of the registered office, after the date of incorporation of the company, will have to be intimated to the Registrar within 15 days of the change instead of 30 days as prescribed u/s. 146 of the Companies Act, 1956.

If any default is made in complying with the requirements of the Section, the Company and every officer who is in default shall be liable to a penalty of Rs.1,000/- for every day during which the default continues (Penalty was Rs.500/- per day under erstwhile Companies Act,1956) but not exceeding Rs,1,00,000/-.

So Hurry up… reprint your companies name plates, business letters, billheads, letter papers and all official stationery in compliance with the provisions of section 12 of The Companies Act,2013 !!

Whether LAWS, RULES and CODES are substitute for Ethics?

 Corporate Governance as per Cadbury Report, 1992 is the system by which companies are directed and controlled. As per KMPG Report-2009, good corporate governance is characterized by firm commitment and adoption of ethical practices by an organisation across its entire value chain and in all of its dealings with a wide group of stakeholders encompassing employees, customers, vendors, regulators and shareholders(including minority shareholders) in both good and bad times. Clause 49 of the Listing Agreement has prescribed best practices to be followed by listed companies in case of board of directors, audit committee, remuneration of directors, board procedures, management, shareholders report on corporate governance and compliance. The main aim of corporate governance is promoting fairness, transparency and accountability of companies, developing effective structure which specifies the distribution of rights and responsibilities among different participant in the company i.e Board, CEO, Manager, Shareholders and Stakeholders and spells out the rules and procedures for making decisions in corporate affairs.

Generally corporate governance is a misunderstood term and normally confined only to Corporate Management. But it is much broader and extended to administration of State and Central Governments. There needs to be fair, efficient and transparent administration and companies should strive to meet their defined mission effectively.

Government and Regulators are striving hard to introduce  latest and amended laws, codes and regulations at all levels to bring effective corporate governance but most important questions arises that Whether these Laws, Rules and Codes are substitute to Ethics? Whether just by implementing stringent laws, codes and regulations, the most important objective of having effective corporate governance practices at all levels can be achieved and fulfilled?

Ethical culture is a big part of corporate governance. Strong Ethical commitment is a great business. Laws are about what is lawful and unlawful. Laws are sets of standard principles that a business must follow to remain “legal “in eyes of law.

Corporate Governance without Ethical Governance in any business is a failure as corporate governance is guided only by several laws and regulations and ethical governance is guided by self regulated moral standards. Ethical governance is most important as it is related to human values and virtues. Existence of Corporate governance does not at all guarantees that everything is ethically governed.

 In spite of proper corporate governance structure and legal compliances, many frauds, scams and malpractices are committed by companies in form of Window dressing their accounts, Cashless revenue and nonexistent revenues, accelerated revenue recognition, margin Management, inflated Balance Sheet, cash flow management and sugar coated accounts.

This shows that accounting regulation is not sufficient and fool proof. Laws and codes/rules are enacted by the governments, but ethics absolutely regulates areas and details of behaviour that lie beyond government control. Ethics in business means that business should be conducted according to certain self recognised moral standards. Legal governance is primarily concerned with conduct whereas ethical governance talks about what we are and not just what we do. Law is jurisdictionally limited and thus legal governance may vary in one state/country from another, whereas ethical values and governance are inclined to be more universal.

Many companies have implemented best corporate governance practices in their system but failed to implement ethical governance for eg. Satyam –Indian Enron. It followed all laws and codes, received awards for following Best Corporate Governance Practices but failed in following ethics by falsification of accounts, misrepresenting the facts in the annual report and cheating its investors and stakeholders. It’s the high profile case of corporate greed and misconduct. Ethics is the virtue or exclusive human quality that cannot be formed, managed and controlled by means of standards, rules or regulations.

Ethics cannot be thought, it has imbibed. It should be adopted in mind and heart. It has more to do with “Being Good” than “Knowing Good”. It has to be deeply infused in business practices i.e leadership, core systems, decision making processes, etc.

Regulatory Authorities are also making efforts to implement Ethical Governance along with Corporate Governance i.e by introducing clause 49 of Listing Agreement, Companies Auditors Report Order (CARO) 2003 amended in 2004, SEBI (Issue of Capital & Disclosure requirements) Regulations 2010. In Companies Act, 2013, there are certain provisions laying more importance on Ethical Governance i.e Introduction of mandatory spending by prescribed class of companies on CSR activities, introduction of appointment of women director on the board in order to combat the discrimination in work places. Government has also implemented the Ethical Governance by introducing the system of Social Audits for its Schemes and Projects.

As per as National Voluntary Guidelines on Social, Environmental and Economic Responsibilities of Business” issued by Ministry of Corporate Affairs(MCA) in 2011, certain principles was introduced which aims for implementing Ethical Governance:

1.  Business should conduct and govern themselves with Ethics, Transparency and Accountability

2. Business should provide goods and services that are safe and contribute to sustainability through their life cycle.

3.   Business should promote the well being of all employees.

4. Business should respect the interest of and be responsive towards all stakeholders, especially those who are disadvantages, vulnerable and marginalized.

5.  Business should respect and promote human rights.

6.  Business should respect, protect and make efforts to restore the environment

7.  Business, when engaged in influencing public and regulatory policy, should do so in a responsible manner.

8.  Business should support inclusive growth and equitable development

9.  Business should engage with and provide value to their customers and consumers in a responsible manner.

Professionals like Chartered Accountants, Company Secretaries, Cost Accountants and legal advisors have vast role to play for implementing Ethical Governance in organisations.  We have observed that professional negligence of highly paid professionals was responsible for scandals, scams like Enron, World com, Satyam Computers which impacted lives of numerous people and shook the economy and financial market. We should re-position ourselves as committed professional and work with ethics.

We should advise our corporate clients to implement Ethical Governance along with Corporate Governance by adopting following methods:

  1. Framing of Code of Ethics, the Crime and Fraud Prevention Policy and it should be displayed all over the company premises.
  2.  Forming ethics committee to look after the need of ethical values
  3. To conduct seminars, workshops and audio visual displays to be arrange periodically to educate employees in ethical value and culture and to create ethical organisation culture.
  4.  To insist on appointing ombudsman to investigate decisions from ethical and moral point of view.
  5.  To insist on conducting annually social audit by inside executives or by outsiders to know improvement areas.
  6.  To Conduct Professional training’s on Ethical Governance.
  7. There has to be “Tone from the Top”. So Ethical Governance should be part of organisation culture and it should from the top i.e Board of Directors who is the leaders of the organisation.  A board is responsible for determining, articulating and communicating the values and standards of the business, and for ensuring that the policies, procedures and controls in place act to embed, rather than hinder, ethical values throughout the business.
  8.  There should be correlation between the existence of an ethics and compliance programme in the company with its brand, reputation, ethics culture, corporate governance and social responsibility.

 To conclude, no Laws or Codes, Rules can substitute Ethics. To be a long term successful company, it should have an effective and balanced mix of ethics and compliance programme, reputation, leadership and innovations, corporate governance, corporate social responsibility and a culture of ethics.

The Companies which run their business by implementing Ethical Governance along with Corporate Governance are far more sustainable and able to gain the trust of its shareholders, stakeholders, regulatory authorities and create value to the society at large. So all laws, rules and regulations should give more emphasis on Ethical Governance along with Corporate Governance. You can have Ethical Governance in any company without Corporate Governance but not vice versa.

The Companies Act,2013- Certain sections and schedules notified by MCA!

98 sections of The Companies Act,2013 were notified on September 12, 2013. Subsequently, Section 135 relating to Corporate Social Responsibility and Schedule VII (amended) was notified on February 27, 2014 (to be effective from April 1, 2014).Today i.e. March 26, 2014, the Government has notified six schedules and certain sections (full or in part) vide notification bearing file no. 1/15/2013 – CL. V dtd. March 26, 2014.

Please visit: http://www.mca.gov.in/Ministry/pdf/CompaniesActNotification26March2014.PDF

So you are preparing to become Company Director?

 BODIn today’s corporate world, role of companies have become complex and to achieve a sustainable growth is becoming huge challenge for the companies. So, companies need efficient people with different perspectives to constitute board to achieve their long term goals. Every company should be headed by an effective board which is collectively responsible for the long-term success of the company.

When you decide to move into governance and board role, you need to prepare well. Joining the Board is not an easy task. It requires a significant amount of work and preparation before accepting the invitation to join a board as director. It is a prestigious position and takes your career to next level but it is equally demanding and carries lot of accountability, responsibility and risk of spoiling yours and company reputation if something goes wrong. So be very selective in choosing your board seat as risk is higher now a days.

So here is some food for thought if you are planning to become a board director:

Before joining the Board:

1. It is very important to carry out due diligence of the company where you intend join as board director.

2.Start gathering vital business information about the company you intend to join as a board director.

3.Examine the type of board you want to join considering the important parameters i.e. size, skills required, business sector of the company, and what you can contribute to it.

4. Understand that why you have been approached and what you are expected to contribute.

5. Always accept the board position if you have something to contribute to the board and you can meet their expectation by becoming active participant in all meetings and deliberations of the company.

6. Ask few questions to yourself before accepting invitation to join the board as a director:

a. Do I have self confidence, required skills and values to become company director?

b. Do I have audacity to stand and speak in the meetings and various deliberations of the company, ask questions and ready to debate?

c..Whether I am knowledgeable enough to understand the financial, legal, technical aspects of business of the proposed company?

d.Do I have courage to take tough decisions?

e.Can I be blunt, frank, sincere and Independent?

f.Will I be a valuable asset to the board?

g. Am I ready to take accountability and responsibility of delivering results to stakeholders of the company?

h. Am I ready to perform the director’s duties, exercise board powers, comply with meeting requirements, and face potential liability of directors?

7.Always visit personally company’s registered office, corporate offices, units, plants and factories to have full and clear idea about the business processes adopted by the company.

8.Have meetings with other directors on the Board of the Company, CEO, CFO, COO, Company Secretary, Auditors both Internal and Statutory, Legal Advisors of the Company to get idea about the corporate governance practices and processes adopted by the company.

9.Review the following documents carefully:

a.Mission and Vision statement of the company.

b.Memorandum and Articles of Association of the Company, byelaws, Charters, Policies, Shareholder’s and Joint Ventures Agreements, Contracts and other related documents to verify the restrictions on board powers.

c. Company Annual Accounts of at least last 3 years.

d. Board Structure and processes, Organizational Chart.

e. Board and Committees Agendas, Minutes and Resolutions to find out the key issues or problems which the board is facing at present.

f. Media/ Press Releases.

g. Company’s Website.

h. Background/CV of other Directors on the board of the company, senior management esp. C-Suite executives.

i. Details of frequency of meetings and its process.

j.Conflict of Interest Policy of the Company.

k.Code of Conduct.

l.Director’s Compensation Policy of the Company.

m.Board Charters.

n.Details of pending litigations of the company.

o.Details of Auditors Remarks or qualifications if any.

p.Credit Rating report of the Company.

10.Always ask for dossier on the company from CEO.

11. Analyze company’s culture and Board and CEO relationship.

12. Request CEO/CFO for briefing the history, strategy and financial position of the company, about key financial performance indicators, internal control systems, SWOT analysis of the company.

13.To demand for Director’s orientation program.

 After joining the Board:

A director needs to take following reasonable steps after joining the board:

1.Always attend meetings.

2.Insist that all material be available well in advance of meeting especially when there will be a vote on a particular issue.

3.Obtain written advice on all legislation and guidelines that are relevant to the activities or the organization.

4. Always review and read documents, legislation and so forth prior to meetings.

5.Insist on written opinions from legal and other professionals on any   important decision.

6.Periodically or on major issues where regular counsel or advisors have provided advice, insist on independent outside counsel or advisors for a fresh perspective.

7. Review all opinions given by professional consultants.

8.Review the minutes of all meetings and insist that they be accurate.

9.Keep your own notes.

10. Ensure that your dissent is recorded even if this means sending a registered letter to the board.

11.Review the company’s objects and bylaws.

12.Review all internal controls especially with respect to cheque signing and contract execution.

13.Encourage the development of a director’s manual.

14.Know what trust property or accounts the company holds.

15.Keep information about the company confidential.

16.Avoid even the appearance of a conflict of interest.

17.Ensure that the Articles of Association/ bylaws provide for the indemnification of directors.

18. Ensure that the committees and management report to the board.

19.Ensure that the company acquires and maintains officers and directors indemnity insurance coverage.

20. They should not completely rely on professionals in matters where they need to sign and should be sure about it.

21. Proper Training should be taken to discharge their duties effectively, to regularly update themselves with legal statutory requirements, best practices in corporate governance and current business thinking.

In well-known book on corporate governance “Owning Up” by Shri Ram Charan, there are 14 important questions which every board member needs to ask:

   1. Is our board composition right for the challenge?

   2. Are we addressing the risks that could send our company over the cliff?

   3.Are we prepared to do our job well when a crisis erupts?

   4.Are we well prepared to name of next CEO?

   5. Does our board really own the company’s strategy?

   6. How can we get the information we need to govern well?

   7.How can our board get CEO compensation right?

   8.Why do we need to lead director anyway?

   9.Is our Governance Committee Best of Breed?

   10.How do we get the most value out of our limited time?

   11.How can executive sessions help the board own up?

  12. How can our board self-evaluation improve our functioning and our output?

   13.How do we stop from micromanaging?

  14.How prepared are we to work with Activist Shareholders and their Proxies?

To hold the position of director requires expertise, experience, independence and soft skills. You can expand your existing skills, broaden your existing interest and networks and take yourself to new heights of professional performance, communication and excellence.

(Source: Book- How to Succeed in the Boardroom? by CS Shilpi Thapar)


 

The Companies Bill, 2012: A Pragmatic view

Part 1

law

The Historic Companies Bill, 2012 was passed by Upper house “Rajyasabha” on Thursday i.e 8th August, 2013, replacing the nearly 60-year-old Indian Companies Act, 1956. The Bill was already approved by Lower House “Loksabha’ in December, 2012. Now once it receives presidential approval, draft rules for nearly 377 provisions of the Bill will be made public and new Companies Act, 2013 will come into existence and effect with MCA Notification.

When Companies Act, 1956 was legislated nearly 60 years ago, the economy of India was controlled economy but after that there is a paradigm shift in economic landscape of India resulting in more foreign investments, collaborations and joint ventures, so new and better corporate legislation was needed to fulfil the global expectations. The Companies Act, 1956 was though amended 25 times but it is not in harmony with today’s global economy and corporate segment. In last 100 years, it is the 2nd time new companies bill is legislated. All credit goes to Minister of State for Corporate Affairs, Mr. Sachin Pilot.

The new Companies Bill aims for:

  1. Better and Effective Corporate Governance Practices and Compliances
  2. Enhanced Transparency and Disclosures
  3. Enhanced Accountability of Corporate, its Directors, Professionals and Legal Advisors
  4. Effective Protection of Stakeholders
  5. More Shareholder’s Democracy
  6. Corporate Social Responsibility
  7. Stricter Regulations and Implementation of Laws
  8. Effective Insolvency Norms.
  9. Self Regulation.
  10. Gender Diversity

 The role of company secretaries will increase manifold along with other professionals like chartered accountants.  They will be recognized as key managerial personnel in a company along with the Managing Director/Whole time Director/CEO/CFO/COO and will be termed as “Chief Governance Officer” of the company. They will play major role in the areas of secretarial audit, corporate restructuring, insolvency matters, valuation, etc.

 Though the new Companies Act will be in harmony with global corporate governance practices but lot of vagueness is there which needs clarity. During the debate on Companies Bill, 2012 in Rajyasabha on Thursday, some MP’s placed some important suggestions on various provisions of the Bill.

 I am of the view that following provisions in the Companies Bill, 2012 really needs more attention and clarity. Ambiguity on applicability of these provisions can generate pragmatic challenges on the road ahead.

 1. There are nearly 337 provisions in the new Companies Bill, 2012 for which rules are to be decided i.e subordinate legislation will come out. Rules are more difficult to understand by layman which may make new Companies Act more complicated. So rules should be drafted in very simplified and realistic manner which can be implemented in smooth manner.

2. As per clause 2(52), “listed company” means a company which has any of its securities listed on any recognized stock exchange. Clarity is needed on definition of “securities” as it has wider meaning and includes financial and investment instruments bought and sold in financial markets such as bonds, debentures, notes, options, shares and warrants.

 3. Clause 131 of bill specifies that if it appears to the directors of a company that—(a) the financial statement of the company; or (b) the report of the Board, do not comply with the provisions of section 129 or section 134 they may prepare revised financial statement or a revised report in respect of any of the three preceding financial years after obtaining approval of the Tribunal on an application made by the company in such form and manner as may be prescribed and a copy of the order passed by the Tribunal shall be filed with the Registrar: Provided that the Tribunal shall give notice to the Central Government and the Income tax authorities and shall take into consideration the representations, if any, made by that Government or the authorities before passing any order under this section. This clause requires attention as it may happen that some fraudulent companies in order conceal their fraud in annual account of past years obtains order from tribunal for revision of their annual accounts. The revision of annual accounts should not be allowed or if needed, order should be passed in rarest cases.

 4. As per clause 135(5) of the Bill, the Board of every prescribed company shall ensure that the company spends, in every financial year, at least two per cent. of the average net profits of the company made during the three immediately preceding financial years towards Corporate Social Responsibility (CSR) in pursuance of its Corporate Social Responsibility Policy and if the company fails to spend such amount, the Board shall, in its report made under clause (o) of sub-section (3) of section 134, specify the reasons for not spending the amount. No punishment or penal provisions is provided in the Bill if the board of company does not spend on CSR activities which is again matter of concern. It just has to specify the reasons in its board report for not spending the prescribed amount. Stricter view should be taken by the regulators on non compliance of this clause by companies and may prescribe that if any company is not able to spend amount on CSR activities in any particular year; it shall transfer certain percentage of net profits of specified fund. This clause needs revision for better implementation.

 5. Clause 141 of the Bill says that a person shall be eligible for appointment as an auditor of a company only if he is a chartered accountant: Provided that a firm whereof majority of partners practicing in India are qualified for appointment as aforesaid may be appointed by its firm name to be auditor of a company and  where a firm including a limited liability partnership is appointed as an auditor of a company, only the partners who are chartered accountants shall be authorized to act and sign on behalf of the firm. This provision will encourage the back door entry of foreign audit firms. Further, word “majority of partners” needs clarity as to whether it refers to no. of partners or directors or shareholders. Further, even LLP’s in which members are not chartered accountants can be appointed as auditor firm of the Company which is again opening doors for entry of foreign firms and will increase competition for chartered accountant firms in India. This needs revision.

 6.Statutory Auditors of the company are restricted to give certain services to its clients. More clarity is needed on restricted services.

 7.Clause 152 (6) says that unless the articles provide for the retirement of all directors at every annual general meeting, not less than two-thirds of the total number of directors of a public company be persons whose period of office is liable to determination by retirement of directors by rotation. It further gives the explanation that the “total number of directors” shall not include independent directors, whether appointed under this Act or any other law for the time being in force, on the Board of a company. Now at present, even independent directors are included in total no of directors taken into account for calculating the no. of directors liable to retire by rotation. So clarity is needed on the status of directors including independent directors who was liable to retire by rotation and being eligible was reappointed before the date of implementation of this bill and whether the effect of new provisions regarding retirement of rotation shall be given prospective or retrospective.

 8.Clause 149(1) of the Bill mandates appointment of one woman director on the board of prescribed companies. Clarity is needed on qualification and independence criteria of woman director proposed to be appointed on board. It will happen that wife, sister, mother or other relatives of the promoters will be appointed as woman director on the board for just complying with the provision and in fact they will act as rubber stamp limiting the intention of this provision.

 9.There seems to be confusion or drafting error in clause 164 of the bill which deals with the provisions of the person not eligible for appointment as director and clause 167 which deals with provisions of vacation of office of director of the company. In clause 164 of the bill, that person shall not be qualified to be appointed as director if an order disqualifying him for appointment as a director has been passed by a court or Tribunal and the order is in force provided that this  disqualifications shall not take effect where an appeal or petition is preferred within thirty days as aforesaid against the conviction resulting in sentence or order, until expiry of seven days from the date on which such appeal or petition is disposed off and in clause 167, it is mentioned that director will vacate his office if  he is convicted by a court of any offence, whether involving moral turpitude or otherwise and sentenced in respect thereof to imprisonment for not less than six months: Provided that the office shall be vacated by the director even if he has filed an appeal against the order of such court.

So as per my understanding, person can be appointed as new director even if court has passed order for disqualifying him, convicting him of any offence but if he has filed appeal and regarding vacation of office of director, he has to vacate office of his directorship if court has convicted him of any offence and he has even made appeal. It needs clarity.

 10.Clause 166 of the Bill defines the duties of directors. It should be more elaborative and specify the list of activities in detail which will amount to breach of duties.

 11.Clause 188 of the Bill deals with related party transactions which also cover non financial transactions. Clarity is needed on nature of non financial transactions. It also says that nothing in this sub-section shall apply to any transactions entered into by the company in its ordinary course of business other than transactions which are not on an “arm’s length basis.” Detail clarity is needed on definition of  “Arm’s length”.

 12.Clause 245 deals with Class action suits and specifies that member or members, depositor or depositors or any class of them can make application to Tribunal to claim damages or compensation or demand any other suitable action from or against the auditors, auditors firm, any expert, advisor, consultant or any other person for any incorrect or misleading statement made to the company. It may happen that some notorious members for sake of their personal interest files suits against auditors or consultants associated with the company which will create huge harassment for professionals and the issue of no of qualified reports by professionals will increase thereby increasing complex work burden of companies and government regulators. Further, if frivolous applications are filed by members against professionals, provision should be there for levying heavy fines on such members by the tribunals.

 13.Harsh penalties are prescribed for auditors and their firms who are found guilty of professional misconduct. It needs revision. Whole audit firm should not be penalised for the misconduct of one partner.

 14.More clarity on concept and working of “One Person Company” is needed.

 15.Chairman plays an important role on board. Clause 104 of the Bill just specifies the provision of chairman of the meetings. For better corporate governance practices, more elaborate provisions regarding duties of chairman should be provided with a clause that chairman should be non executive without any substantial shareholding in the company to ensure his independence. Chairman who has substantial shareholding in the company may try to decide agenda of the board meeting in his personal interest and there will be always conflict of interest resulting in massive failure of corporate governance framework of the company.

 16.Bill aims for enhanced shareholder’s democracy. All major transactions i.e intercorporate investments, guarantees, securities, related party transactions needs approval of shareholders. It may happen that some notorious shareholders will harass the companies in giving consent on important matters and play mischiefs for satisfying their personal interest. So more detail clarity is needed on this provision for curbing this issue.

 17.Listed companies will have two regulators now i.e Ministry of Corporate Affairs and SEBI, which will create conflicts. For eg. There is a deviation in the provision regarding independent directors’ appointment in New Companies Bill and Listing Agreement. Further, there is also a deviation between New Companies Bill and Sebi Consultative Paper on Review of Corporate Governance Norms in India regarding implementation of Corporate Governance Practices. Alignment is needed between both authorities in framing Rules and Regulations.

 18.Clause 149(8) of the Bill specifies that the company and independent directors shall abide by the provisions specified in Schedule IV. Now Schedule IV of the Bill describes code for independent directors. It specifies that the Code is a guide to professional conduct for independent directors. So clarity is needed whether it is mandatory for Independent directors to follow this code or it is just guide. If this code is mandatory, then many independent directors will resign from the board of many companies after implementation of the new act as responsibilities cast on Independent directors by this code is enormous. Further, Bill has put restrictions that Independent directors shall not get any ESOPs. So if any person will not be remunerated properly then why he will take such high risk, devote his valuable time and energy while performing duties of independent director? Schedule IV should be either revised or removed as it will create lots of problems for Independent Directors and no capable and skilled person will be ready easily to take post of independent director in any company.

 19.Companies Bill has given immunity to independent directors against the consequences for violation of provisions of new Companies Act if the said violation /omission are done by the company without their knowledge and consent and not through proper board process. Clarity is needed on extent of their liability if company has violated provisions of other Acts i.e Income Tax Act, PF, Negotiable Instruments, Labour laws, etc.

 I have tried to compile the issues which may become major challenges in future during implementation of the new Companies Act.

To be continued…

Your valuable views are solicited!

                                                                                           ********************************************

(References: The Companies Bill,2o12 and online bulletins, articles)

Can NBFCs be Partners in Partnership Firms?

As per recent RBI notification no. RBI/2012-13/526/DNBS.PD/CC.No. 328/03.02.002/2012-13 dated June 11, 2013, it is clarified that NBFCs not to Partner in Limited Liability Partnership(LLP). NBFCs were advised vide CC No. 214/03.02.002/2010-11 dated March 30, 2011 that they are prohibited from contributing capital to any partnership firm or to be partners in partnership firms. In cases of existing partnerships, NBFCs were advised to seek early retirement from the partnership firms.

In this connection certain clarifications are being made as given below;

a.Partnership firms mentioned above will also include Limited Liability Partnerships (LLPs).

b.Further, the aforesaid prohibition will also be applicable with respect to Association of persons; these being similar in nature to partnership firms.

Non-Banking Financial Companies which had already contributed to the capital of a LLP/Association of persons or was a partner of a LLP/Association of persons are advised to seek early retirement from the LLP/Association of persons.

To give effect to above, RBI has also amended following Directions with effect from 30 March 2011 viz.:

1.Non-Banking Financial (Deposit Accepting or Holding) Companies Prudential Norms (Reserve Bank) Directions, 2007; and

2. Non-Banking Financial (Non Deposit Accepting or Holding) Companies Prudential Norms (Reserve Bank) Directions, 2007.

The main reasons of putting all these restrictions on NBFCs by Reserve Bank of India are (a). To lessen the degree of risks involved in NBFCs associating themselves with partnership firms, (b). To avoid the three main limitations of partnership firms which is not in case of private or public limited company and (c.) safeguarding the interest of investors who have invested in NBFCs:

1. Partnership is not a legal entity, 2. The property of a firm is   owned by the partners and they can dispose it at any time, 3.  A partnership may be dissolved by any partner at any time.

 NBFCs registered with RBI have made large investments in, and have contributed capital to, partnership firms.

“Unlike a public or a private limited company, a partner can call it quits any time from a partnership firm. So, if an NBFC has invested in such a firm and the latter fails, then it could have an adverse ripple effect on the former, its depositors and creditors (banks). So, the RBI’s move prohibiting NBFCs from contributing capital to any partnership firm or being a partner in a partnership firm is justified,” said Mr D. R Dogra, Managing Director, CARE Ratings.

Diversion of funds invested by NBFCs in partnership firms into sensitive sectors such as capital markets and commercial real-estate could be causing concern to the regulator, he added.

Now analysing the above notifications, some practical hurdles will arise  for which more clarification is still needed:

  1. The prohibition to become partner in a Limited Liability Partnership (LLP) which is formed under The Limited Liability Partnership Act, 2009 seems to be unwarranted as Partners in a LLP have limited liability and LLP is a legal entity so there are no chances of partners taking out all the money.
  2. If NBFCs is non deposit taking it has no investors’ interest to protect at large, so there is no benefit in banning non deposit taking NBFCs from becoming partner in Partnership firms.
  3. If partnership firm has only two partners including one NBFC Partner, and NBFC retires from it as per RBI directive, then whole partnership has to be reconstituted affecting the entire business of the Partnership Firms/LLPs.
  4. Further in cases of existing partnerships, if NBFCs seek early retirement from the partnership firms, they have to bear uncertain tax burdens and commercial risks which may not be planned before hand.

(References: Businessline, RBI notifications, Deloitte reports, other online publications)

Review of Conflict -of- Interest Transactions : Section 297 of The Companies Act,1956

Board of DirectorsEvery time I read section 297 of The Companies Act,1956, I learn some thing new and it creates a questions and answers flashcard. I thought of sharing my views on section 297  of The Companies Act,1956.

1. Applicability of Section 297 of The Companies Act,1956:

Section 297 of the The Companies Act,1956  is based on the principle of trust, loyalty and disclosure and it precludes the directors from entering into any business dealing or arrangements on behalf of the company in which he has personal interest or conflict of interest. He has very important fiduciary duty of acting bona fide in the interests of the company and any violation of this duty will amount to breach of trust. There are certain statutory obligations cast on him.

 Section 297(1) states that a company cannot enter into contracts with specified persons without the consent of Board and if company is having a paid up share capital of Rupees One Crore or more, all contracts of the nature referred below other than the exempted contracts can be entered into only after they are approved by the Central Government as per the proviso under section 297(1):-

(a)    sale, purchase or supply of any goods or materials or services;

(b)   underwriting the subscription of any shares in or debentures of the company.

 The consent considered in the section is not a general consent but consent referable to each specific contract.

Further, if at the time of entering into contract, no approval of Central Government is required then no subsequent approval is to be obtained though section 297 becomes applicable if the company’s paid up capital is enhanced to Rupees One Crore or more, the contracting persons afterwards falls in category of persons covered under section 297, the public company is converted into private company. If any modifications are made in the terms of contract or it is renewed after the expiry of its original period, previous approval of the central government is required.

2.    Non applicability of section 297:  

ü  Contracts between two public companies;

ü  Contract between company registered under the companies act, 1956 and company incorporated outside India;

ü  Contracts between two Government companies;

ü  Professional services rendered by solicitors/advocates or by firms of solicitors and advocates.

ü  Contract for employment of director as managing director or whole-time director.

ü  Unless the contractee company is private limited company.

ü  Contracts for sale, purchase or lease of immovable property.

ü  Transaction of loan made to the director by the company, since it is not a sale or purchase of goods or a contract to render services.

ü  Contract entered into by the company with dealer on ‘principal to principal’ basis, provided the dealer doesn’t acquire the same on agency basis.

ü  Prior approval of central government will not be required in the following circumstances:

(i) Contract for purchase of goods from the company or sale of goods to the company, which are for cash at prevailing market prices.

(ii)Contract for sale or purchase of goods and services in which the company or other party regularly does business but up to Rs.5000 in a year during the period of the contract

(iii)  Any transaction of a Banking/Insurance company in the ordinary course of business of such company with specified person.

 3.  Persons covered under section 297:

The following are the persons with whom a company cannot enter into contracts without the consent of the Board of Directors and prior approval of the Central Government is required in case if the paid up capital of the company is not less than Rupees One Crore:-

a)      director of the Company; or

b)      any relative of such director of the Company; or

c)      any partnership firm in which any such director of the Company is partner; or

d)     any partnership firm in which any relative of any director of the Company is partner; or

e)      any other partner of the partnership firm in which any director of the Company is a partner; or

f)       any partner of the partnership firm in which any relative of any director of the Company is a partner; or

g)      any private company in which such director of the Company is a member; or

h)      any private company in which such director of the Company is a director.

4. Procedure for  making application to the Central Government for prior approval of Contracts in which Directors are interested:

 (1) Delegation of power to Regional Director and Form of Application:

The power under the said proviso is delegated to the Regional Directors at Mumbai, Kolkatta, Kanpur and Chennai for providing approval by the offices of Regional Directors located in their regions:

The application shall be made electronically in e-form 24A by the Notification No. GSR 58(E) dated 10th February, 2006 along with fees prescribed in Companies (Fees on Applications) Rules, 1999.

 The Application is required to be submit to the regional office of Regional Directors’ alongwith following annexures:

ü  Copy of agreement containing particulars of contract

ü  Copy of board resolution for entering into contracts in which directors were interested and proceeding of that meeting.(Specimen Board resolution as per Annexure no.1.)

ü  Certified true copy of the latest amended Memorandum and Articles of Association;

ü  Certified copy of the audited Balance Sheet and Profit & Loss Account for last three years;

ü  Letter of Intent given by the party providing goods, materials or services

ü  Purchase Order

ü  Copy of Estimated amount of transactions to be entered in future.

ü  List of names, address, description and occupation of its Directors with the names of the companies and institution in which they hold position as the director of the company.

 If a contract, which requires consent of the Board of Directors in advance or subsequently, is entered into without taking the consent, the contract is viodable at the option of the Board and where the prior approval of central government is required to be obtained and if it is not obtained then failure to obtain such previous approval will make the contract void and illegal. The section itself does not provide for any penalty for non compliance, so penalty would therefore be as per the provisions of section 629A of the Act.

 The offence committed under the section is compoundable in accordance with the provisions of the section 621A of the Companies Act, 1956.

 Specimen of Board Resolution requiring approval of the Central Government

 “RESOLVED THAT subject to the approval of Central Government(Regional Director) as required under section 297 of the Companies Act,1956, the approval of the Board be and is hereby given to the contract (a copy of which was placed before the meeting and initialed by the chairman for the purpose of identification) for the period from _______ to ________ for the supply of __________/for rendering of __________services of the value of Rs.____________ per year proposed to be entered into between the company and Shri __________, a director of the company/Shri ___________ a relative of Shri __________, a Director of the Company/Messrs ____________, a firm in which Shri__________, a relative of Shri_____________, a Director of the company, is a partner in ___________________(P) Ltd., of whom Shri______________, a Director of the Company, is a member/director.”

 “RESOLVED FURTHER THAT Shri ABC Director and /or Shri ___________, the company secretary be and is hereby authorized to make application in the prescribed e-form 24AA to the Central Government (Regional Dierctor, ______ Region, _______) for seeking approval and to make necessary entries in the Register of Contracts maintained under section 301 of the Companies Act,1956 and to comply with all other statutory requirements in this regard.”

Yours views are solicited!!!

Role of Professional in Deal Negotiations

“You don’t get what you deserve; you get what you negotiate.” –Anon

In last few months, I got an opportunity to act as go-to-negotiator for my clients for winning Joint Ventures/Consortium deals for them. My role in this assignment was not limited to drafting and finalizing legal joint ventures/shareholders agreements, related legal documents or incorporation of special purpose vehicle but extended to negotiate the terms of business deal on behalf of my client in his best interest. During the entire process of negotiation, I found that Deal Negotiations on behalf of clients is very important and rewarding area of practice for professionals like Lawyers, Company Secretaries, Chartered Accountants, Cost Accountants and other professionals provided one possesses excellent negotiation skills as it is result oriented area of practice. During the entire process, I read a wonderful book “Negotiation” by Anthony Jacks which helped me a lot. I thought of sharing my experience and views as go-to- negotiator for a client which was enriching experience for me:

  1. Negotiation is a strategic communication that involves either making deals or resolving conflicts.
  2. Negotiation is a vital business skill which is used in different contexts in business and organisational life i.e in union negotiation to corporate takeover, merger arrangements, joint ventures/ consortium and even in everyday situations.
  3. Professional acting as negotiator on its client behalf should possess interactive communication skills, legal and financial knowledge, writing and time management skills, should have proper body language, presentation and appearance. They should also possess knowledge in many other disciplines like behavioural economics, decision theory, game theory, social and cognitive psychology.
  4. Negotiation is mainly the process of bargaining that arranges and agrees the basis on which agreement will be concluded, the terms and conditions under which the deal be stuck.
  5. The techniques of negotiation are many and varied and its use must be tailored, to the individual circumstances on a case-by-case basis.
  6. Successful negotiation necessitates understanding exactly what negotiation is, why it is complex, and how exactly it works.
  7. The process of negotiation involves fair amount of give and take, the to and fro discussion and it cannot be rushed, pushed. Win-Win situation should be adopted and importance should be on seeking a common ground, rather than fighting for your way on everything. Aim should be agreement not stalemate.
  8. The foremost step for the professional proposed to act as negotiator on behalf of client is to take exhaustive engagement letter for the same from the client which specifies all the terms and conditions of acting as go-to-negotiator i.e boundaries of responsibilities, accountability, authority and your clear role in negotiation process. It should also be clear from the client : a. Who will be final coordinator or decision maker in this deal from their side with whom you will interact and consult on regular basis?b.Whether that Director/officer will be present in all negotiation meetings and follow-ups with you? It is always advisable to make your client attend all the negotiations meetings either personally or through telephone/video conferencing to avoid any confusion and for speedy proceedings. You have to be patient in dealing with your client emotions.
  9. Professional should look after the client case thoroughly, analyse it in terms of its features and benefits and what is the need of your client from this negotiation i.e to make more money, save time, efforts or hassles, be more secure, sort out problems, exploit opportunities, etc. So always be in constant discussion with your clients on these goals and issues.
  10. The important step is how to put the proposal over before the other party. It should be expressed in proper and clear language, style, argument, respecting other party point of view and each seeing things from their prospective.
  11. Always remember that knowledge and information is power in negotiation .There should be clarity of thoughts and experience in this process. You have to suggest your client to put a proposal that will put things right. Motive should not be arguments as arguments cannot be negotiated; only proposals can. Always make sure that your client provides you fair and factual information timely.
  12. Preparation is an essential preliminary to success. Proposal Preparation should be thorough. You must do thorough homework on each and every terms proposed. Negotiation process should be structured properly and should not spiral out of control. Control on language, emotions, body language is must. Your client’s win is dependent on your attitude. You should be focus all the time without becoming distracted, angry, frightened and without provoking other side to cut off negotiations and above that you should have excellent listening skills.
  13.  Professional should be well prepared and done research on following points before sitting on negotiation table on behalf of client: 
    1. The other party /people involved and their reputation
    2. Your own position
    3. Role and/or intentions do they have?
    4. Subjective or objective needs of other party
    5. What problems will they raise? What objections will they make?
    6. What are they aiming to achieve and how strong in their bargaining position?
    7. Can they decide alone and what must they consult about with some one else?
  14. The biggest challenge is in figuring out how to get what your client want in the negotiations- knowing that other party is also working towards the same outcome from their side too.
  15. Professional should be firm but at the same time informative and polite.
  16. Never agree any terms in haste. The bad deal can have long lasting implications.
  17. In case of cross border deal negotiations, we need to know and learn other party’s country/continent culture and traditions before we start talking to them on any terms and negotiation. It is must to have win –win deal.

 So keep growing by retaining your professional standing and enhancing one’s reputation.

Mergers and Acquisitions – Strategic Considerations

A Quote from Mr. Dhirubhai Ambani: “Dream   &   Dare. Let no one demoralize you. Do  not  allow  any  one to  deter you .Pursue  you  goal , even  in  the  face  of difficulties.   Convert   Difficulties   into opportunities.  Keep your morale high in spite of setbacks. At the end you are bound to succeed.”

Palmer’s Quotation:

“Companies frequently require rearranging their capital structure.  There may be  cases where  some  minority  shareholders  oppose the  proposals  or  it  may  not  be possible to trace all the shareholders. In these events   it    is  necessary  to  have  a  method  by  which dissentient or  untraced shareholders do  not render   the   arrangement   impossible   but become bound by it………”

History:-

Mergers and Acquisitions activity was not so popular in Indian corporate world in the Pre – 90’s.

The budget of 1991 opened such opportunities in terms of:-

  • Consolidation to achieve economies of scale.
  • Diversification / In organics growth opportunities
  • Foreign Companies entry through existing Indian Players

This objective were narrated in the Budget Speech 1999-2000 by Yashwant  Sinha as:

“With Growing liberalization of the economy,   there is a need for industrial restructuring so that companies can focus better on their core activities…………..”

  I therefore, introduce a flexible fiscal policy for regulating business reorganizations in a fully Tax neutral manner.

  It is proposed that all fiscal concessions will survive for the unexpired period in the case of Amalgamation and Demerger……..”

 

What is Merger & Acquisitions?

Merger : 

A Transaction where two firms agree to integrate their operations on a relatively co-equal basis because they have resources and capabilities that together may create a strongest competitive advantage.

Acquisition :

A transaction where one firm buys another firm with the intent of more effectively using a core acquired firm a subsidiary within its portfolio of businesses. An acquisition where the target firm did not solicit the bid off the acquiring firm.

 Why Merger & Acquisitions?

 Rationales & Motives that drive Merger & Acquisitions:

  • Buy under performing businesses domestically (at current levels) wherein buyer has capabilities to derive upsides.

               Wockhardt Merind

                Dabur Balsara

              Reliance’s acquisitions of 90’s

  • Buy under performing businesses overseas wherein buyer has restructuring capabilities.

               Some of the European Pharma’s acquisitions by India Companies.

              Asian Paint’s acquisitions in emerging markets.

             Recent auto components / engineering acquisitions in Europe by Indian Companies.

  • Buy businesses/ companies which allow you to expand in different methods overseas.

              Indian Pharma’s overseas acquisition

             Various acquisitions by Tata (Corus)

  •  Buy businesses/companies which gives you access to lucrative customer relationship.
  • Buy established premium retail brands in developed markets to move up the value chain.

            Welspun’s acquisition of UK’s Christy

  • Buy competition with complimentary business models, diversity in the same value chain.

              Kingfisher / Deccan deal

  • Buy a company which gives you wider domestic reach/pan India presence.

              Cellular acquisition of Bharti

             Cement company’s acquisition

  • Buy a business which gives you a parallel distribution network.

             HLL modem

  • Buy a direct competitor who is debt ridden

             Nirma Saurashtra Chemicals

             Everyday BPL Batteries

  • Buy a goal plant/and from a debt ridden /under performing company.
  • “India Entry” with a leader

               Matsushita Anchor

               DHL Blue dart

              Holcim Acc Gujarat Ambuja

             Vodafone Bharti & Vodafone Hutchison  Essar

             Lavazza Barista

  • Buy an “India exit” candidate

              Nicholas Piramal acquisitions

              Zydus Cadila – German Remedies

  • Strategic use of capabilities/resources

             Barter model of Bennett & Coleman ( pantaloons, Hakoba, Today’s  Videocon)

            Gujarat Ambuja’s earlier Rs. 60 crore investment (15% Stake) in ING Vyasya Life Insurance Company Ltd.

  • Acquisition to enhance / complete portfolio of products.

            Acquisition of Sesa Goa by Vedanta was to enter the ferrous metals  range.

            Acquisition of Himalayan by Tata tea (Complete beverage solutions Company)

  • Synergies of distribution base

              Future group’s investment in Sula Wines

              Indian Hotel/Tata Group’s acquisition of  “Sumeru”

  • Acquisitions to take advantage of lower costs in the supply chain

              Acquisition by M & M to lower manufacturing costs, Tractor Company in China.

  • Acquisitions to get easier regulatory approvals.

              Acquisitions of various Shells NBFCs by lending funds.

Mergers & Acquisitions Process:

  1. Strategic Intent: Clearly laid out objectives of doing the merger/integration/JV & statement of desired benefits/synergies.
  1. Target identification & analyzing fit: Generation of Merger & Acquisition leads (both internal & external and analyzing the fit with the strategic intent).
  1. Setting up project team: Selection of project leader, steering committee and the implementation teams.
  1. Due Diligence: Due diligence (operation/financial/legal) leading to financial modeling to arrive at deal value.
  1. Structuring, valuations & negotiations: Valuation of the target structuring and closure of deal.
  1. Integration: A detailed activity chart with timeless and milestones, integration with parent company in terms of finance , IT, HR, and compliance, setting up the review process, planning for communication and management of HR issues.

 Types of Mergers:

  • Horizontal Merger – Two companies that are in direct competition and share the same product lines & markets.
  • Market Extension Merger – Two companies that are selling the same products in different markets.
  • Product Extension Merger – Two companies selling different but related products in the same market.
  • Vertical Merger – A customer & company or a supplier and company.
  • Conglomeration – Two companies that have no common business areas.

 Based on mode of discharging consideration:

  • Purchase mergers – Purchase is made with cash or through issue of some kind of debt instrument.
  • Consolidation merger – A brand new company is formed and both companies are brought and combined and under the new entity where consideration is discharged by issue of shares.

      Types of Acquisitions: 

  • Like mergers, acquisitions are actions through which companies seek economies of scale, efficiencies and enhanced market visibility.
  • All acquisitions involve one firm purchasing another – that is no exchange of stock or consolidation as a new company.
  • Smaller acquisition deals – one company to acquire all the assets of another company – acquire company become merely a Shell and will eventually liquidate or enter another areas of business.
  • Reverse Merger – occurs when private company that has strong prospects and is eager to raise finance buys a public ally listed Shell Company usually one with no business and limited assets.

Synergies in Mergers & Acquisitions:

  • Synergies are the force that allows for enhanced costs efficiencies of new business.
  • Most commonly sought  Synergies  are:

             – Staff reduction

            – Economies of scale

            – Technology acquisition

             – Improved market research & Industry   visibility

  • Acquiring companies pay substantial premium on the stock market values of the company as value for synergy.
  • A merger benefits shareholders when a company’s post – merger share price increases by the value of potential synergy.
  • Minimum required strategy ( Pre-merger value of both firms + synergy of post merger number of shares) = post merger stock price.
  • Revenue enhancement
  • Cost reduction
  • Tax gain
  • Incremental new investment required in working capital and fixed assets.

Legal Dimensions:

Following Statutory Acts are applicable to Merger & Acquisitions Deal –

a) The Companies Act, 1956

b) SEBI Provisions

c) Income Tax Act, 1961

d) Stamp Act

e) Competition Act

f) Sick Industrial Companies (Special Provisions Act)

g) Effects of Contracts

h) FEMA

i) Service Tax

j)  DTA

k)Treaty Shopping   mirthful

l) Press Notes by Ministry of Commerce

THE COMPANIES ACT,1956: 

  • The Companies Act ,1956 doesn’t expressly define “Amalgamation” or “Merger” and doesn’t deal with “Acquisition”
  • Section 391-394 applies.
  • General Procedure: How to go about?

1. Net worth               – Calculations

2.  Exchange Ratios –   Fixing up

3.  Scheme Details   –   Working out

4.  General Meeting   –   Convening

5.  Approval               –   By General Body

6.  Court                     –   Sanction

7.  Scheme effective   –   Appointed Date

Meeting of Creditors – in case of healthy companies not necessary.

Notice to ROC & RD and Liquidators Report is required in order to get approval from Court.

  • OPTIONAL PROVISIONS IN A SCHEME: 

 – Change of name- quite often used in reverse merger particularly where the transferor company has valuable leasehold/tenancy property or substantial goodwill.

 –  Change in Object Clause in the MOA of Transferee Company.

– Increase in Authorized Capital of the Transferee Company.

– Amendment of Articles of Association of the Company.

THE INCOME TAX ACT, 1961: 

  • Amalgamations defined under section 2(1B) of The I.T Act, 1961. These definitions only for specific purposed of Income Tax Act.
  • Sec.72A of The I.T Act, 1961 deals with carried forward and setoff of accumulated losses and unabsorbed depreciation allowance of the transferor company to be the loss/allowance for depreciation of the amalgamated company for the previous year in which amalgamation effected.
  • Applies only where Transferor Company owns industrial undertaking or ship or hotel or is a banking company.
  • Sec.72A(1) w.e.f 1.04.2008 applicable to public sector company in the business of operations of aircrafts.

Conditions under Sec.72A:

  – Amalgamating company should be in the business for 3 or more years.

– Continuously held at least 3/4th of book value of fixed assets held 2 years prior to date of amalgamation.

 – Transferee company has to hold at least 3/4th of the Book Value of fixed assets of transferor for at least 5 years.

  – Prescribed conditions to be fulfilled to ensure- revival of business of Transferor Company or amalgamation is for genuine business purpose.

  • If any condition not fulfilled, set off losses or allowance deemed to be income of the transferee company in the year when condition is not fulfilled.
  • Scheme designed to evade tax not to be approved by court. If purpose of scheme is not to evade tax but merely because that may be the result, court will not reject a scheme.
  • In case of Wood Polymer Ltd , Gujarat High Court refused to sanction a scheme which it found to have been made solely to facilitate the transfer of a building without attracting liability to pay capital gain tax.
  • Capital Gain exemption to company is available u/s. 47(vi) and to shareholders u/s. 47(vii).

STAMP DUTY

  • Stamp Acts of almost all states now provide for the payment of stamp duty on amalgamation. Prior thereto a lot of disputes regarding the liability for stamp duty.
  • Definition of “Conveyance” includes order made by High Court under Sec.394 of The Companies Act, 1956.
  • In States like Maharasthra and Gujarat, the amount of duty linked to the market value of shares allotted and/or other consideration paid for the amalgamation and on immovable property of the transferor company.
  • In Maharasthra in case of merger of subsidiary with the holding company, since no shares to be issued, no stamp duty is payable.
  • Where immovable properties of the transferor company located in more than one state, differential duty would be payable in the state where the immovable property is situated.
  • In some states in practice no duty is paid on the ground that the transfer of the property of transferor company to transferee company takes place as a result of operation of law.

COMPETITION ACT

  • Provisions attracted if merger is likely to cause an appreciable adverse effect on competition within the relevant market in India. Renders it void.
  • Parties can approach the commission for approval of the proposed merger.

SICA

  • Section 18 of SICA, empower BIFR to sanction scheme for amalgamation of sick company with another sick company or even a healthy company with a sick company.
  • Before sanctioning such a scheme, the approval by a special resolution passed by the meeting of the shareholders of the transferee company is required.

EFFECTS ON CONTRACTS: 

  • Section 15(g) of The Specific Relief Act empowers the amalgamated company to obtain specific performance of a contract entered into by the transferor company, if such contract is otherwise capable of specific performance.
  • Contracts which under any law require consent of other party for assignment cannot be transferred upon amalgamation unless such consent obtained. Eg: Tenancy.
  • Certain Statutory license don’t get transferred get transferred automatically upon amalgamation Eg: License issued by Dept. of  Telecommunications.

VALUATION:

What is Value?

  • Depends on Who is asking and Why?
  • Generally an economic concept where what a buyer is willing to pay and what a seller is willing to take overlap.

What creates Value?

 –        Cash Flow: i.e  Dividend declared, timing of cash receipts.

–          Assets : Operating and Non operating assets like Cash Balance for Investments.

Value has no statutory definition. It depends on purpose & timings of valuation.
Valuation Methodologies:

1. Asset Based Models:

– Book Value: Considers value of assets and liabilities as per the Books.

– Replacement value: considers the value of replacing the assets and liabilities of the operating business.

– Liquidation value: considers the value that can be generated by liquidations of assets.

2.  Market Based Models:

Based on market quotation i.e current market price, comparable price i.e price of comparable company and comparable transaction i.e method provides a more appropriate value based on transactions in the recent past.

3. Earning Based Models:

– The value is determined by future earning potential.

4. Cash Flow Based Models:

 It is based on principle of the availability of free cash for distribution to the capital providers.

– Discounted Cash Flow (DCF) Method is used and most effective and popular method.

Consideration:

  • Shares:            Shares Swap Ratios
  • Cash :              Acquisition Price

The Shares swap ratio can be calculated as follows under various valuations:

The Shares swap ratio can be calculated as follows under various valuations:

–          Based on Earnings: EPS of Target Firm/EPS of Acquiring Firm

–          Based on Market price: MP of Target firm’s Share/ MP of Acquiring Firm’s Share

–          Based on Asset Value: AV of Target Firm/AV of Acquiring Firm.

FAILURE OF MERGERS & ACQUISTIONS:

However, its not all Rosy!

“ With the Catching, ends the pleasure of Chase”-  Abraham Lincoln

 Failures of Mergers & Acquisitions:

 Factors resulting in failure of Deals:

–          Speed

–          Cultural Mismatch

–          Global Complexities

–          Corporate Arrogance

–          Confusion on Authority

–          Enhancing Customer Focus

–          Retaining People- re-recruitment Plan

–          Communication and feedback through integration   i.e British Steel & Hoogovens to form Corus- M&A deal fail.

 HOW TO SUCCEED AT Mergers &Acquisitions:

–          Be prepared to walk away from a bad deal

–          Insist on high level management approval of all M&A

–          Use a compensation system to ward off ill-considered acquisition

–          Set a walk away price.

 

Spread Your Wings in Arena of Corporate Governance as Company Secretaries!

Board of Directors

With ever-increasing importance of Corporate Governance practice in light of global financial crisis, Board of Directors is under tremendous pressure to quickly redesign their business structure and framework and adopt the new business landscape. The Companies having a weak business corporate governance framework are more prone to low profits, high risk and dissatisfaction among investors and stakeholders.

The Board of Directors have to ensure that the core concepts of corporate governance i.e transparency, independence, accountability, responsibility, fairness and social responsibility and awareness are fulfilled and properly complied with. They have so much to do, so how can they effectively focus on corporate governance practices? It is very important to build transparent, sustainable and value based business framework.

Here, the most important senior and strategic –level corporate officer in the Boardroom i.e “Company Secretary” or most appropriate term Corporate Secretary may be in full time employment or practice comes into light,  having an important and crucial role to oversee responsible Board Practices. The Company Secretaries may be termed as “Corporate Governance Officer” taking into account the role and responsibilities of company secretaries in New Companies Bill,2012 and The Institute of Company Secretaries of India (ICSI) should give permission to its members to use such designation in future.

In the post global financial crisis, the role of Company Secretary seems more complex. He is expected to be fully equipped with knowledge in various areas to offer support to Board of Directors to enable them to make sound and ethical business decisions. If Company Secretary fails to provide right advise to Board of Directors at right time and in right amount, it can result in costly mistakes. The few indefinable rewards for good governance in the company are:

  1. It enhances Board and Management confidence in their decisions,
  2. It reduces conflict of Interest between management and stakeholders,
  3. It reduces Risk i.e Operational and Reputational’
  4. It ensures proper due diligence on continuous basis, the need of last minutes blunders where such actions can result in an associated loss of focus on real business issues and more productive activities.

 Spread Your Wings

 To Start with an excellent quote of Gay lea’s Micheal Barrett, a Corporate Governance Professional:-

“The role of corporate secretary to evolve… Gone are the days of the horn-rimmed, pencil sharpened, visor clad, minute taker, the corporate secretary is now:-

  1. An active partner with the directors to ensure board effectiveness and good governance
  2. An Advisor to the Board to ensure that policy and intent are manifest correctly
  3. A Resource to provide trends and information
  4. The Ombudsman of all member of company to ensure a commitment to the values that we hold dear.

To work and practice in the areas of implementation of Corporate Governance is highly specialized Job but it will guarantee huge value addition to profession of Company Secretaries and to the Organizations and Society as well.

There are 4 major areas of Practice in arena of Corporate Governance for Company Secretaries whether in full time employment or in practice:

1. Governance Fundamentals:

a. Corporate Governance Program Assessment

To audit current governance practices and provide recommendations to improve existing programs.

 b. Governance Requirements

 To ensure and report that fundamental governance components are in place to meet law and Stock Exchange requirements, and for private companies, ensure sound governance practices.

 c. Governance Documents & Implementation

 To establish and draft appropriate Committee Charters, Corporate Governance Guidelines and By-Laws, document details of Board expectations of management – CEO, Documentation of COO and CFO expectations, monitored, and reported to ensure measurement of performance can be done on an ongoing and timely basis.

d.  Creation of Director Independence Standards

 To establish written standards to meet director independence requirements.

e.   Committee Membership

To evaluate committee membership to ensure standards are met and provide committee support.

f. Communication with Governance Stakeholders

To Develop and implement appropriate strategy for communicating governance practices with key stakeholders.

g. Management Support

Provide cost-effective legal support to meet corporate governance and other regulatory requirements.

2. Board Support:

a. Board Evaluations

To conduct confidential Board Evaluations to the needs of the Board including Chief Executive Officer of the Company and to conduct timely evaluation of troubled and straggled Boards and report on it.

b. Director Orientation Programs

To Design effective orientation program for new directors.

c. Board Education Programs

To Identify topics of interest and ways to expose Board members to relevant learning opportunities.

 d. Board Succession Planning

Assist Board and Governance Committee to determine whether the Board has the right mix of skills and experience and to identify future needs including CEO Succession Planning.

e. Committee Chair and Lead Director Support

To support Committee Chairs and Lead Directors to ensure charters, corporate governance guidelines and other governance requirements are met and to develop agendas and meeting schedules to ensure efficient and effective meetings.

f. Board Compensation Management

To establish processes to track and record director and CEO‘s compensation and to stay abreast of director compensation and stock ownership trends and guide for restructuring it.

3.  Strategic Planning:

a. Development of workable policies and standards such as :

         – Equity policies

         –  Related Party Policies

         –  Insider Trading Policies

         –  Directors Independence Standards including Conflict of Interests

         –  Corporate approval policy to ensure that appropriate matters are brought before the Board.

         –  Investors/Stakeholders communication strategies to enhance the governance reputation.

b. Guidance to the Board as a whole to review the working of Senior Management including CEO, COO and CFO.

c. To Develop Risk Management process i.e developing the plan for ensuring ongoing oversight in identifying the corporate risk and mitigating it i.e both reputational and operational.

d. To guide Board of Directors on documentation of Internal Controls and management information systems and implementing system for timely updation and control by Board of Directors on it  and to assist in  monitoring the reporting chain that allows CEO/CFO to sign their certifications.

e. Dealing with Shareholders Activism i.e Institutional Investors, Hedge funds, shareholders representative and framing procedures to deal with them.

f. To guide on performance pay for external counsels and Advisors.

4.  Whistleblower:  

a. He is link between Board and Management. Hence, he has important role to play as whistle blower, when there is fraud within the organizations by framing proper whistle blower policy of the company and report to the oversight Board esp. Audit Committee.

b. He should guide oversight board on policy adopted so that Auditors remains independent

Company Secretary has to wear many hats. He is an active partner with board for corporate accountability and corporate citizenship, Advisor, Resourcer, ombudsman for all members of the company.

As per David W. Smith, former president of the Society of Corporate Secretaries and Governance professionals, describe corporate secretaries “As Gate Keepers and filters of Governance and other challenges facing corporations.”

Conclusion

As Board come under increasing pressure to be accountable for how well they do their job in the environment of increasing scams, monitoring the role, duties and liability of the directors has become an essential piece in the governance puzzle. With the increased complexity of today’s corporate activity, the role of company secretaries in practice or in employment have become crucial and grown exponentially. They are now seen as Chief Governance Specialist. We, as Company Secretaries can emerge as Umpires, referees and even Judges between the legislative style pressures of the shareholders in Annual General Meeting mode and the executive directors in executive mode.

Dr. John Carver, one of the most published thinker on Governance worldwide says that “it seems to me that corporate secretaries have more opportunity to influence corporate governance in a modernizing directions than academics and lone voices.”

With these concluding remarks, I suggest to fully utilize expertise available to us and spread our wings in the arena of Corporate Governance. As Corporate Governance has become high profile issue now a days and regulatory requirement are becoming more complicated and stringent day by day, the demand of company secretaries working and practicing in this specialized area will be tremendous. By Specializing in the arena of Corporate Governance, we as professionals can really lend a qualified hand to corporates to shape their destiny favourably in ethical manner , which will further promote in developing most sustainable society.

All the Best!

                                                                      

 

 

 

Prospective Role of CFO in Corporate Governance

As per The Institute of Company Secretaries of India (ICSI), Corporate Governance is “The application of best management practices, compliances of law in 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.”
The main purpose of Corporate Governance policies and practices should be wealth creation, wealth management and wealth sharing. Adherence to laws and regulations, financial goals and communications with stakeholders are major factors that make up the way companies is governed.
Frits Bolkestein, the European Union’s internal market Commissioner highlighted some of the wider impacts of corporate governance in a speech. “Economies only work if companies are run efficiently and transparently. We have seen vividly what happens if they are not Investment and jobs will be lost and in the worst cases –of which there are too many- Shareholders, employees, creditors and the public are ripped off.”
The financial meltdowns of Enron, Tyco, AIG, WorldCom, Xerox , Satyam have increased the concerns about corporate governance, which is a system of regulations and policies to hold corporate leaders accountable and protect company stakeholders. It is high time for companies to hold the spirit of the corporate governance practices and not settle for the chore of compliances.
Due to increasing high-profile scams and governance failures, the expectations of stakeholders have increased and they demand that there should be value creation by the companies which should be visible and measurable. They expect companies to meet standards of social, environmental and economic performance. They measure company performance in ESG field i.e. Environmental, Social and Governance, also called “Triple Bottom Line.”
With Globalization, Stiff Competition, uncertain Capital Markets, Shareholders Activism, Technological modernization and sharper focus on Corporate Governance, the role of Chief Financial Officer (CFO) is changing radically. In past CFO role was of Finance Accountant who make sure that strategy of the company fits the budget , annual accounts are ready in time, Income tax returns are filed timely, internal controls are properly implemented in the company but over past 5 years as companies have started developing their business globally by establishing their business offices worldwide, making investments , incurring huge expenses in R & D, deploying talent to do business globally, the role of CFO is becoming more complex and important . He no longer regarded as Guardian of Accounts Books and Records, crunching numbers, or focusing on their finance functions. Modern CFO deals with company-wide concerns and needs to be value integrator.
Gradually, due to increasing statutory compliances and corporate governance codes and practices, acceptance of globally harmonized reporting standards, there was a need to make finance accountants answerable to Board of Directors and stakeholders by getting financial statements of the company endorsed by them, which has turned Finance Accountants to Chief Financial Officers (CFO) and made them key player in today’s C-Suite.

Increasing Role of CFO towards Company and Stakeholders:
CFO has an increasingly vital role in Corporate Governance. Quoting a survey of 500 senior executives conducted by Deloitte consulting and business week, it showed that the CFO was pivotal to restoring public trust and he had to serve as a bridge between the CEO and Board on strategic and governing/compliance matters.
As per Deliotte Article “The Four Faces of the CFO. (2007)” CFO role is not only of Steward, Operator but he has to act as Catalyst and Strategist as of CEO.
It is noticed that CFOs of all major Listed Companies, Public Limited Companies, Financial Institutions, Banks, Insurance now a day’s are part of Board structure and serve on Boards. They attend all Board and Shareholders meetings. In a survey of CFO Europe, 71 percent of the CEOs reported that their CFO was their closest business confidant. Further, as per Canadian Institute of Chartered Accountants, “The CEO is a valuable resource to the Board as the internal expert who can present financial information to the directors in a credible relevant and understandable way.”
As per Deliotte CFO Survey, “CFOs have balanced their workload effectively over the past year, devoting 53 percent of their time to the core roles of steward and operator of business and about strategy and driving change.”
The work of Effective Governance Pty Ltd, Board and Governance consulting firm has found that financial stewardship, compliance, risk management, strategy, leadership, executive partnership, communication and education will be key performance areas of the CFOs of tomorrow.

CFO is a valuable resource to the Board. Some of the top ten roles of Modern CFOs are:

1. He has to be steward, operator, catalyst and strategist as of CEO.

2. He should look beyond the balance sheet to understand and manage risks and opportunities and communicate in clear terms to management of the company and its stakeholders. He must serve as the financial authority in the company ensuring proper transparency, accountability and integrity of financial , non financial and external reporting.

3. Besides, projecting and attending financial position of the company, he should support the Board in making strategic decisions by timely placing following information before the Board of Directors for consideration:
a. Annual Business plans
b. Monthly/Quarterly financial results
c. Cash Flow Statements and Cash Flow Projections
d. Annual Budgets
e. Details of foreign collaborations, Joint Ventures and other financial commitments related to it.
f. Details of outstanding Secured and Unsecured Debts including principal and interest, Statutory Dues, any defaults in payments thereto.
g. Details of Bad debts, debtors and creditors on monthly basis.
h. Details of Show cause Notices, pending litigations and contingent claims against the company in future.

4. He must assure to Board of Directors for making disclosures in the Director’s Report that:
a. In the preparation of annual accounts for the financial year, the applicable standards and the requirements set out under statutory laws have been followed and there are no material departures from the same;
b. The accounting policies have been properly selected and applied consistently and made judgments and estimates that are reasonable and prudent to give a true and fair view of the state of affairs of the company;
c. Proper and sufficient care have been taken for the maintenance of adequate accounting records in accordance with the provisions of applicable statutory acts for safeguarding the assets of the company and for preventing and detecting fraud and other irregularities and;
d. Annual accounts of the company are ready on a “Going Concern” basis.
e. There are no material departures from the codes of Corporate Governance, listing regulations and any other company policies.
f. Internal Control systems are effectively implemented and maintained and in case of any deficiencies in the design or operation of internal controls, if any it is well disclosed to Auditors and Audit Committee of the Company.

5. He should be effective leader, own team building skills, negotiation to manage the finance functions. He should be flexible, presentable, multi-lingual and global minded.

6. He should have skill and ability that have impact on Board processes and strategic decisions.

7. He should give forecasts , manage risk and provide insight into the issues ranging from price to production to sales, spot market opportunities, predict change in business, environment , develop the process for sustainable business, do more business development and operations, refocus on technical skills with implications on IFRS, ensure integration of regulatory environmental outlook with business environmental outlook, make corporate governance code and practices and internal controls.

8. He must stay up to date on their companies, statutory provisions, sustainability policies and initiatives and on ESG issues more broadly.

9. As an Advocate and Ambassador for the company, he should focus more on Investor Relations by ensuring better and continuous communications with stakeholders.

10. He should help the Board in strategic development, operational planning and financial risk management, fraud prevention, fraud detection and investigation.

In the present corporate scenario, CFO is considered as key influencer in the Board. He works in close nexus with the Board and CEO. It is also noticed that mostly in big corporate scams, CFO is connected with CEO closely. The mere existence of nexus is not bad and it does not necessarily indicate detrimental boards or governance systems. It is important to focus on the origin of such nexus. Thus, the key focus of regulators, policy makers, institutional investors and shareholders is to watch and control the CEO, CFO-Board nexus in the companies in order control corporate frauds and develop sustainable business. There has to be arm’s length independence between boards, CEO’s and CFO then only the corporate governance codes can be implemented in the company both in letter and spirit, which will reap rewards for them in the form of sustainable business and profit maximization.

                                                                                                                                            *************
(Ref: Various online publications)

 

HOW TO BE SUCCESSFUL WINNER IN TURBULENT TIMES!

“If you really want to succeed, form the habit of doing things that failures don’t like to do.”

Everybody wants to be a winner in life. He or she would like to be in the forefront. To be first in a race or for that matter in the work arena as well, one would find the challenge worthwhile. For an athlete  to win the cup is an exhilarating moment. It is sheer ecstasy for him or her to be told that he or she has come first in the event and deserves the winning cup.

It is not easy to be a winner. One may dream to win a race, but without necessary effort one cannot be in the forefront. How one can be much ahead of others in a given situation. Here a few tips to be a winner:

How to be a winner in turbulent times?
Top 10 ways to be a winner are:

  • Determination– This is very necessary. One must decide that he or she will come first and beat the others. This will trigger the spark to be a winner.
  • Motivation– One must be motivated. One must feel that one should be a winner. To succeed and not be a loser can make a person reach his or set goals.
  • Will Power– One must have willpower. One must be able to withstand all kinds of hardships and hurdles to be a winner.
  • Confidence– This is very important. A weak personality can never be a winner. Only a person who knows that he or she is worth a lot and has the necessary ability to win can succeed in the venture at hand.
  • Self-esteem– One need to have a positive self-esteem. He or she must know one’s worth and feel good about oneself. Underestimating or over-estimating one’s abilities will not help to be a winner.
  • Practice– If one is an athlete, then one must practice daily and make an all out effort to be perfect in one’s workout. Even in work matters, to prepare ahead and perfect one’s skills can help in being much ahead of others.
  • Alertness– One must be physically and mentally alert. Sharpness of mind and action can be asset to succeed over others.
  • Positive Mind– One must feel very positive about a given situation. One must feel one will be the winner in a given situation. Negativity can pull one down.
  • Strategy– One must adopt a strategy to win. Carrying out a task in a haphazard way will not be good. One must plan out things in a systematic way.
  • Acquiring necessary skills– One must be well versed in their work. Acquiring the necessary skills are essential to make a success of the task at hand.

MAKE UP YOUR MIND TO BE A WINNER
1. Never Give up,  2. Be Resolute, 3. Be around like-minded people, 4. Be focused on wins, 5. Become unstoppable , 6. Lean into what drives you, what makes you take action, 7. Be resilient Be a Survivor, 8. Move past mistakes, 9. Keep your eyes on the prize , 10. Keep a sense of Humor , 11. Faith Conquers Fear Put God first and others, 12. At the end of the Day, what matters most in your life.

SOME OBSTACLES TO BE A WINNER: 

  1. Ego
  2. Fear of Failure
  3. No plans
  4. Lack of formalized goals
  5. Life Changes
  6. Procrastination
  7. Family responsibilities
  8. Financial Security issues
  9. Lack of focus
  10. Giving up vision for the promise of money
  11. Doing too much alone
  12. Over commitment
  13. Lack of Commitment
  14. Lack of training
  15. Lack of persistence
  16. Lack of priorities

 A winner is always on the top of the world. Everybody looks up towards him or her. One has to make a sincere effort to win over others. It is a rough ride, but can be achieved.

In order to get the winning edge, we need to strive for excellence not perfection.  Striving of perfection is neurotic, striving for excellence is progress because there is nothing that cannot be done better or improved.

A very famous saying by B.C Forbes “ They won because they refused to become discouraged by their defeats.”

An English Proverb says “ A smooth sea never made a skillful mariner.” Everything is difficult before it becomes easy. We cannot run away from our problems. Only losers quit and give up.”

Hence, where the vision is one year, cultivate flowers and where the vision is ten years, cultivate trees and where the vision is eternity cultivate people.

To end, to be a successful winner in turbulent times , think and act differently and always strive for excellence and not perfection.

                                                  ******************

(Sources: How to be winner- Shiv Khera and other motivational articles, websites)

Board of Directors: Key Agenda for 2013

The role of the Board of Directors is becoming more complex now days due to increasing regulatory burdens, technology changes and globalised markets. Organisations that don’t perform well are often targeted by strategic competitors or private equity funds. The Board of Directors and C-Suite Executives operates under tremendous pressure to survive and sustain at the global platform. The corporate catchphrase of the year 2012 was Strategic Business Planning and Risk Management but in 2013, it will be reviewing, assessing, updating, monitoring and implementing Corporate Governance, Risk Management, sound Internal Control process, procedures and practices in the organization.

The most significant issues for the Board of Directors to consider and discuss in the Board Room in 2013 are:

  1. The board and its committee’s composition: It is often said that great leaders make great organization. The Board and its committee’s composition play an important role in enhancing the performance of the organization. There should be a balanced mixture of executive, non-executive, independent and women directors on the board, possessing vast industry experience, skills and expertise in the field of finance, law, innovation and human relations development. Such constitution of balanced board and its committees have become a very challenging task for organizations. Most of Directors are not able to devote time to the activities of organizations , some do not possess ability to work together with other directors and management of the company. There are individuals who are competent, independent and have industry expertise and experience but they do not wish to be part of the board due to the reputation or industry risk associated with the business of the organization. There is lack of Gender Diversity on Boards. In India, currently around 5.3 percent women are grossly under represented on the Boards of Indian Companies as against the global figure of around 15 percent. As per clause 149 of New Companies Bill, 2012, there is a mandatory clause of the appointment of one woman director on board of specified organizations. Gender Diversity ensures broader outlook to the Board for taking effective decisions. Further, it is found in most of the studies and surveys that organizations with more women directors on board takes better decisions have better performance statistics and corporate governance practices implementation. So sincere efforts should be made by the Board to balance the composition the board by inducting wide range of professional women as Directors on the Board.
  2.  Board Effectiveness: The key secret for any business and boardroom success is effective relationship among the directors and management of the organization esp. Chief Executive Officer. Boardroom success depends on how well the human side of the organization is taken care off.The key challenge of Board for governing the company is to bring together individuals who may be having vast experience in different fields, possess different values, belongs to different countries, cultures, by framing effective board structures and practices, disclosures process and procedures, effective resolution of conflict of interests that will enable all individual directors to work and interact effectively among themselves and take effective decisions in the best interest of the company.
  3. Management Development and Succession: Management Development and Succession esp. Chief Executive Officer (CEO) should not be an event but should be part of routine activity of the Board of Directors. It should be a main agenda for the Board and not merely a compliance item. It is always advisable to do proper succession planning in advance for C-Suite Executives of the Organization which includes CEO, COO, CFO, CS and there should be a constant development of insider candidates who are selected for succession. Board of Directors should not be dependent on succession information and analysis provided by the CEO but they should independently meet potential candidates, review and monitor that their development process is carried out effectively. Recently, CEO succession in big corporates like Apple, Citigroup, Hewlett-Packard, Yahoo, Best Buy have clearly indicated the crucial need for management development and succession in organizations. Due to increase tension between stock market volatility and potential negative effect on investors’ returns, it is imperative to attract, motivate and retain high-quality talent in the organization to get better results. The Board of Directors should recognize, direct and retain proper, efficient and high quality talent in the organization so that objectives can be achieved speedily in the best interest of the organization and stakeholders at large.
  4. Strategic Planning: The Directors should be able to see big picture i.e what is really going on globally, where are the opportunities, who are the competitors globally, what are the strategies adopted by the competitors, what are potential business opportunities, What is the probable risk associated i.e reputation, business, operational, financial, market or climate, what are customers expectations, sustainability plans, etc. For executing the important role of strategic planning and oversightness, board should have proper in depth knowledge and information on the subject matter. Board Meetings should begin with a strategy updation and discussion and sufficient high quality time should be spent on these important issues. Further company’s policies, risk management, internal control, corporate governance process, policies and practices should be regularly reviewed, monitored and revised. The board has to handle growing complexities of the company due to globalization, increasing size of business and rapid technology changes.
  5. Stakeholders Relationship and Communication: Due to the malfeasance of Enron, Tyco, Worldcom, Satyam, stakeholders are becoming more active especially proxy governance firms and institutional investors. They are becoming defacto regulators. The Board of Directors is facing a lot of pressure from stakeholders to perform well and sustain. Stakeholder’s esp. Shareholders and investors are generally concerned about Dividends, Buybacks, mergers/demergers, profitability statistics etc. There are certain class of shareholders who pressurize Board to appoint their representatives as Directors so that their nominees can facilitate in fulfilling their demands. To overcome such type of shareholders attacks, the board of directors should develop proper processes to communicate with shareholders so that smooth relations can be maintained with them. The board should periodically do meetings with top 20 shareholders every month and note their viewpoints on the performance of the company as per last quarterly results. Their approach should be stakeholders oriented. Decisions should be taken by the Board in the best interest of the company taking into account various viewpoints and proposals of stakeholders and if any proposal of stakeholders was not accepted by the board, they should give valid reasons that why the proposal was not accepted in the best interest of the company. In the new Companies Bill, 2012, Clause 245 and 246 provides for class-action suits by shareholders/investors in a court of law against directors, management, auditors if they believe that the affairs of the company are being conducted in a manner detrimental to the interest of the company and its shareholders. This will improve quality of financial reporting and corporate governance among organizations. Further, in USA, Dodd and Frank Act has introduced the provision of “Say-on-Pay”- Shareholder advisory votes on executive compensation. The companies should receive an average 90 percent of shareholder votes to get the approval of resolution related to executive compensation in the meeting. So this provision enhanced the importance of shareholder democracy and corporate governance in the organization. In India, the new Companies Bill, 2012 is introduced with a main objective of Investors Protection, better accountability, disclosures and transparency, corporate governance of the organization. Hence, the board has a huge agenda of revising their existing company policies in light of the provisions of New Companies Bill, 2012.
  6. Risk Management: This is one of the important functions of the audit committee of the Board of Directors of the organization. The Risk Management policies related to reputation risk, business risk, operational risk, financial risk, market risk, climate risk should be periodically reviewed, monitored and revised if necessary, taking into consideration the present global market business conditions. It should be a top agenda in any board meeting of the company. Most individuals are reluctant to join the Board of Directors of any organization due to reputation risk and other business risks associated with it.
  7. Government Regulations: The Board of Directors should consist of Directors who are well versed with ever changing statutory regulations. For better accountability and transparency, laws are changing rapidly and becoming more stringent. The new Companies Bill, 2012 is passed in Loksabha and will take a shape of an Act very soon. The new Companies Bill, 2012 seems to impose heavy duties and responsibilities of Directors, C-Suite Executives and Professionals. So it is advisable to induct lawyers, financial and legal professionals on the Board who shall provide suitable legal and financial guidance and can be ultimately responsible for compliances of all Statutory Rules and Regulations applicable to concerned organizations.
  8. Information and Document Management: Due to globalization, the business activities of the organization are carried out across the globe due to which there is a huge flow of information and documents. If information and documents are not properly secured, protected and preserved effectively, secrecy will be lost and organizations will be more prone to Corporate Frauds. Further, to enable the Board to take effective strategic decisions , there should be a proper and accurate flow of right and required information from the bottom level.  The timely information and documents provided to Directors should authenticated and in proper form. The accountability and responsibility of the Executives providing the required information and documents should be fixed by the Board.
  9. Corporate Corruption and Fraud Control: Proper policies related to anti bribery, corruption issues, whistle blowing should be framed, reviewed, monitored and implemented by the Board from time to time as if any non compliance is there, the ultimate responsibility is always on the board no matter to whom it is delegated in the organization. Recently, in Wal-Mart case, the issue of corporate corruption and bribery was widely discussed. After the investigation started at Wal-Mart to detect non compliances, it has created high-level positions to help root out corruption. It is spending millions on anticorruption training and background checks of the lawyers and lobbyists who represent Wal-Mart before foreign governments. So it is very important agenda for the Board to start anticorruption training programs in the organization in order to implement effective corporate governance, combat reputation risk protecting its brand image.
  10. Corporate Social  Responsibility to respect  human rights in Business Relationships: Considering the recent tragic incident of Delhi Rape Case, I believe that corporates should come forward to extend help to the society by respecting human rights and it should be a mandatory part of corporate social responsibility.  Human rights are violated by the corporates in one or the other way intentionally or otherwise for profit maximization. In Infrastructure sectors, one of the main issues initially has to do with taking over land and resettling the population which involves adequate consultation and compensation. There are also issues pertaining to the physical security of the person: conflicts between companies and communities; labour rights, privacy rights. Human rights due diligence is now also in the requirements of the OECD (Organization for Economic Development and Cooperation) guidelines for multinational enterprises.  They have complaints mechanism, so that people who feel that their human rights have been harmed can actually bring a complaint against a company to an office in any the 42 countries that adhere to the OECD guidelines. The European Commission has incorporated the same principles, including human due diligence, into a new EU strategy for corporate social responsibility. In the U.S., the Dodd-Frank Act includes a due diligence element for companies sourcing certain minerals closely tied to conflict in the Democratic Republic of Congo.

To conclude, there is a great responsibility and duties cast on the Board of Directors of the organisation by introducing new Companies Bill, 2012 by the Government. It will ensure effective governance, accountability and transparency. There are more clear provisions in the Bill pertaining to Board Procedures, Disclosure Norms, Rotation of Auditors, Investor Protection, Stringent Penalties, Special Courts, Serious Fraud Investigation Offices, Class action suits and Corporate Social Responsibility. Hence, proper training programs should be started by the Government institutions or  organisations themselves for imparting adaptable and flexible professional training, educating and assisting wide array of corporate players comprising of Directors, C-Suite Executives like Chief Executive Officer, Chief Financial Officer, Company Secretaries, management and employees of the companies, entrepreneurs, innovators and members of the professional bodies in performing their duties efficiently towards their organisations by achieving key strategic initiatives in a very   robust, cost effective, dynamic and converged framework.

Companies Bill,2011 passed in Loksabha today!!!

Finally after 56 years, The Companies Act,1956 will be replaced by new Companies Bill, 2011. Companies Bill,2011 is passed in Loksabha today . All amendments to the Bills was adopted. Passing of  Bill is really a great initiative towards implementing Strong Corporate Governance. It will be placed in the Rajya Sabha now. Let’s hope it becomes an act very soon.

Clauses of Companies Bill,2011 require very clear understanding of all  corporate players  and professionals to guide their clients properly. So it’s time to relearn.

I will shortly post my analysis on significant clauses of Companies Bill,2011.

Digital Board Packages

With the increasing stress on corporate governance the role of directors under the Companies Act, 1956 (the Act) has come into sharp focus. The Directors are managerial persons and elected representatives of the shareholders. They individually and collectively hold the position of trust and have fiduciary and statutory duties towards the company, the shareholders and others. They are not agents for individual shareholders or members. The major responsibility of the Board of Directors is to direct the affairs of the company and to exercise such control that the wealth and wealth creating assets of the company are protected. Extensive board responsibilities are found in the Canadian Guidelines which identify five specific components of the board’s stewardship’s responsibilities as follows:

 1. Adoption of a strategic planning process

2. Management of Risk

3. Appointment, training and monitoring of senior management, including succession

4. Effective communication and

5. Ensuring the integrity of corporate internal control and management information systems.

If a director fails to perform their huge fiduciary and statutory duties towards their organization, they are held severally liable. They can protect themselves from liability where they have made a business judgement in good faith for a proper purpose and rationally believed it to be in the best interests of the company. For performing their duties efficiently and diligently in a timely manner, access of proper and timely information for  understanding business of the organization by them is vital . There should be a proper system in the organization for board communication ensuring that no information is left out to be disseminated. It has often come to notice that mostly in all big corporate scandals, most of the directors more particularly independent directors could not act in time due to non receipt of crucial information from the management of the organization in a proper and timely manner due to which they have to face severe legal battles.

 It is often seen that for conducting a single meeting in the organization, on the average 4000 pieces of papers are used and appox. 40 hours of the C-Suite Executives is utilized in preparing, binding and dispatching agenda to the Board Members which imposes huge financial burden on the organization.

 In order to have streamlined, cost saving communication process, more companies are looking forward to having e-board for ensuring intelligent communication between Directors.

A “Paperless Board” also referred as “Digital Board or e-Board” is creating an environment in which the use of paper is eliminated or greatly reduced. It is Electronic document management which replaces traditional ways of disseminating information.

How Digital Board Packages works?

  1. It is a new concept gaining momentum in the past few years.
  2. It is an Electronic Document Management where iPads or tablets are used by the Board of Directors and C-Suite Executives for disseminating information. It is an online board portal of the organization.
  3. It is web-based services that centralizes all the information and processes that director needs to do their jobs efficiently and effectively.
  4. It gives secure electronic environment. The administrator of the online board portal can continuously update portal by uploading all information, financial statements, company policies, procedures, newsletters and reports, meeting agendas, minutes for consideration of Directors in time. Directors are assigned user id and password through which they can access all uploaded information, agendas, past or present minutes, approvals, calendar, policies and procedures and even confidential documents 24*7 anywhere offline or online and connect to Board Portal anytime.
  5. All information and documents can be downloaded by directors online and saved in their iPad and they can take it with them to access it later on even on boarding the plane. Even past meeting’s agendas, minutes and relevant documents can be accessed by them anytime.
  6. Information can be shared interactively between meetings, written consent can be given by directors on any subject matter, even absent directors can access meetings online.
  7. By having a video conferencing facility on the iPad, directors can also take part in meetings via video conferencing.
  8. Directors can store their private notes on reading any information or agenda points which they want to discuss in the meeting without viewing by other directors.
  9. Directors can leave comments/questions regarding any document, agenda point, they have read. All board members will able to view it and communicate with each other without any delay.
  10. Quick opinions on specific issues can be done by conducting online polls among all board members via board portal.
  11. If any contract or document is to be reviewed and signed by any director and when a document or contract is getting closer to the expiration date, then an email reminder can be sent to him for reviewing it.
  12. Adoption of Digital Board Packages will lead to good corporate governance, more accountability and transparency, reduce organizational risk, increase better communication and collaboration between directors creating more practical, convenient, green environment in the organization.

Hence, spending hours after printing, passing and signing the documents, board members and executives enjoy looking at important documents on their computer screens.

It’s the best way to make information available to directors 24/7. If it’s 12 o’clock at night and any director does not remember any point in the contract or policy of the organization, they he can go in the organization board portal and refer it.

More and more organizations should come forward and adopt this newest technology to make board life easy.

Important Judgement by Delhi High Court – No Service tax on reimbursement of expenses

On 30th November 2012, the Hon’ble Delhi High Court has delivered a land marking judgment and struck down the provisions related to service tax on reimbursement of expenses.  The Division Bench of Delhi High Court by Judgment dated 30.11.2012 has struck down the Rule 5(1)of Service Tax (Determination of Value) Rules, 2006 as bad in law & ultra vires to section 66 & 67 of the Finance Act, 1994 and allowed writ petition (C) No. 6370/2008 & also quashed show case notice demanding service tax of RS. 3.5 crores on reimbursement of expenses. The Copy of judgment can be downloaded from Delhi High Court website.

Why CEO’s fail?

I was reading a wonderful book “THE FIVE TEMPTATIONS OF A CEO” by  PARTRICK LENCIONI. I thought of sharing some important reasons for failure of CEO’s from the book.

  1. Choosing Status over Results: To focus on one career and status above the focus on the company’s result that makes CEO complacent and unfocused and causes results to slip.
  2.  Choosing Popularity over Accountability: The need to be liked and popular with staff at expenses of holding them accountable.
  3. Choosing Certainty over Clarity: Even if CEO is not overly concerned about being liked by staff, he fail to hold them accountable as he often does not like the things to be decided without perfect information and that leads to things become ambiguously, without making clear and timely decisions because he don’t want to be wrong and lose his reputation in front of his staff.
  4. Choosing Harmony over Productive Conflict: CEO’s are afraid of conflict, to put their ideas on the line where they might be challenged so they don’t benefit from the various opinions and ideas of their people and often lands making bad decisions.
  5. Choosing Invulnerability over trust: No one loves to admit wrong but some people hate.  They mistakenly believe that they lose creditability if their people feel too comfortable challenging their ideas.

 To conclude, CEO’s should identify the presence of above temptations in them and work hard to remove them to become a successful CEO.

 

COMPANY DIRECTORS-LEGAL STATUS

A company is an artificial person created by law. It functions through human agents who are collectively called Board of Directors. They are termed as Trustees of the assets of the company who sees that company business is carried on in accordance with the Memorandum and Articles of Association of the company. They decides policies of the company keeping in view the main objects for which the company was formed.

 Only an Individual is eligible for appointment as a Director of the company. There are various types of directors:

 1.Executive Directors i.e Managing Director, Whole time director or Executive Director

2. Non Executive Director

  •        Nominee Director
  •        Institutional Nominee 
  •        Promotional Institutional Nominee
  •         Lending Institutional Nominee
  •         Holding company nominee
  •         Collaborator Nominee
  •         Government Nominee u/s. 48B
  •          Debenture holder Nominee
  •          Independent Director
  •           Others

   The individual cannot be a director for more than 15 public limited companies.

   The Directors of the company are custodians of the interest of the stakeholders which includes:

 (i)            Employees

(ii)          Shareholders

(iii)         Creditors

(iv)         Customers

(v)          Society

 The directors must exercise their powers for the benefits of the company as they are in a fiduciary relationship position vis-à-vis the company. Even courts have been very zealous in seeing that fiduciary relationship of the directors with the company are not abused. The position has further changed  in the era of corporate governance to the extent that the directors have to protect the interests of not only shareholders but also stakeholders. Directors are required to exercise ordinary care and skill, loyalty and obedience for managing affairs of the company.

 Now, important issue is what are the job requirements in terms of knowledge and skill for a director?

        1.  Wide range of management skills

        2. Earlier training and executive experience

        3. Ability and capacity to learn and apply new skills in his higher scale

        4. Attention to principles

        5.  Decisiveness

        6. Proven record of effective  board membership in other companies

This would clearly define the accountabilities of directors such as to contribute impartially to the deliberations of the board, to acquire adequate knowledge of the company’s business to provide positive support in developing company’s policies, objectives and to do planning for performing board assignments and supporting company long term plans.

The Board of directors have general powers as well as specific powers. Some of the powers are conferred by the Articles of Association of the company and certain powers could be exercised only by passing unanimous resolutions or only with consent of the company in general body meeting of shareholders. Section 291,292,293,293B and 294 of The Companies Act,1956 deal with power of Board of Directors.

If directors exceeded the powers of the company as enshrined in the Memorandum and Articles, or directors were not authorized by the Articles to act on behalf of the company or an individual director may have acted within the powers conferred on the board but without any authority to do so having been delegated to him by board in such circumstances, the action taken is ultra vires the company, it is altogether void even if consented by all the shareholders.

Just as it is important for a director to be aware of his duties, responsibilities, it is also necessary for him to recognize the legal position regarding his liabilities for breach of law concerning company. The best part is that there is no personal liability for any director, unless he has voluntary accepted personal liability in relation to any matter affecting the company.

The directors are liable under various statutory acts viz:

  1. The Companies Act,1956
  2. Air(Prevention and control of Pollution Act)1981
  3. Apprentice Act,1961
  4. Consumer Protection Act,1986
  5. Contract Labour (Regulation & Abolition) Act,1970
  6. Customs Act,1962
  7. Depositories Act,1996
  8. Employees Provident Funds & Miscellaneous Provision Act,1952
  9. Employees State Insurance Act,1948
  10. Environment Protection Act,1986
  11. Equal Remuneration Act,1976
  12. Essential Commodities Act,1976
  13. Essential Commodities (Spl. Provisions) Act,1981
  14. Central Excise Act,1944
  15. Foreign Exchange Management Act,2000
  16. Industrial Dispute Act,1947
  17. Industrial Employment (Standing Order) Act,1946
  18. Industrial (Development & Regulation) Act,1957
  19. Minimum Wages Act,1948
  20. Negotiable Instrument Act,1881
  21. Payment of Bonus Act,1965
  22. Payment of Gratuity Act,1972
  23. Payment of Wages Act,1936
  24. Securities Contracts( Regulation) Act,1956
  25. Securities Exchange and Board of India,1992
  26. Indian Stamp Act,1899
  27. Trade and Merchandise Marks Act,1958
  28. Urban Land (ceiling and regulation) Act,1976
  29. Water (Prevention and Control of Pollution) Act,1974

 Under The Companies Act,1956, director is termed as “officer in default” and are principally liable for various statutory offences. Under other statutory acts, penalties ranges from Rs. 1000 to Rs. 2 lacs and imprisonment varies from 3 months to 3 years depending upon the intensity of offence committed.

 To conclude, it is inevitable to state that time has come for directors to understand their responsibilities well and to equip themselves with proper skills in better way and to discharge their duties with utmost care and caution. They should not completely rely on professionals in matters where they need to sign and should be sure about it. They should also indemnify themselves by taking professional insurance coverage  to protect themselves from unexpected professional liabilities in future. Proper training should be taken from reputed institutes to discharge their duties effectively, to regularly update themselves with legal statutory requirements , best practices in corporate governance and current business thinking.

 (References: The Companies Act,1956-Bare Act, ICSI Publication- Are you a company director)

PREVENTION OF OPPRESSION AND MISMANAGEMENT IN COMPANIES-AN OVERVIEW

A company  is an  association of individuals working with a common aim to achieve the purpose of the formation of the company and to earn maximum profit. There are difference of interests and opinions among individuals which results in forming of majority and minority group. These groups  requires proper balancing under strict judicial securitization so that position of any of the group is not misused or abused. In today’s scenario , this topic has become a significant part of the companies law and practice.

How do companies run?, Who runs them?, Whether majority shareholders or directors run them? How majority oppress the minority? These questions needs to be answered  for understanding the concept of Oppression and Mismanagement.

Oppression:

The Oppression of small/minority shareholders take place by majority shareholders who controls the company. It is understood as an act or omission on the part of  management which implies majority, who holds or controls the management. The law, however, has not defined what is oppression but certain prominent case laws has defined the term “Oppression.”

Mismanagement:

 Similarly , mismanagement is not uncommon in companies. It means mismanagement of resources by following means:

  1. Absence of basic records of the company
  2. Drawing considerable expenses for personal purposes by directors/management of the company.
  3. Not filing documents with The Registrar of Companies relating to compliances under The Companies Act,1956
  4. Misuse of companies finances/funds
  5. Sale of assets at very low prices
  6. Violation of provisions of law and memorandum or article of association of the company.
  7. Making Secret Profits
  8. Diverting company funds for personal use of directors
  9. Continuation in office by director beyond the specified term and not holding any qualification shares.

The acts of mismanagement may not necessarily be of majority but can be by any person in the day to day management of the company.

Indian Position:

 An analysis of the 50 Top Economic Times ranked companies reveals that in India nearly 50% are still family owned and if public sector undertakings are excluded , the percentage is approx.63%.To name a few are Wipro, Reliance Industries, Satyam Computer Services, Ranbaxy Laboratories, HCL Technologies, Dr. Reddy’s Laboratories, Hero Honda Motors, Zee Telefilms, Bajaj Auto, TATA Motors, Grasim, Nirma, Dabur, Gujarat Ambuja Cements, Sun Pharmaceuticals Laboratories.

The percentage of family owned business is increased in India as entrepreneurship  in early years was highly personalized and did not get corporatised. The family owned concerns are almost dominating the business scene  and professional management rarely exists.

Oppression and Mismanagement is less seen in professionally managed companies where manager work for “Shareholders” and not for particular group of members.

This concept is more common in family owned concerns where family members owned and developed entire business over time. These concerns  are not professionally managed and system of functioning is very personal. The controlling member of the family curbs the whole family holdings by means of issuing new shares or transfers in his favor or reconstitute the board in such a manner so that other family member are alienate resulting to oppression of other family members and mismanagement of the company.

Legal Aspects:

 Oppression and Mismanagement is governed by section 397/398 of The Companies Act,1956. It plays a crucial role in prevention and remedying the oppression and mismanagement. The small and medium sized companies especially family owned are most affected as the father wants his son to takeover certain business irrespective of the other family members which leads to oppression in some form or other and most of these disputed lands for remedy before courts/company law board.

To protect the interest of minority shareholders, the companies act,1956 defines certain rights  as enumerated below:

 The Rights of Minority Shareholders:
Section 17: Special resolution is required for changing the registered office from one state to another and for changing the objects of the company.
Section 21 & 22 Changes of name of company require a special resolution.
Section 31 Alteration of articles can be done through a special resolution.
Section 39  Members are entitled on payments of a fee to copies of memorandum and articles of association and agreement and resolution referred to in section 192.
Section 79  Issue of shares at discount should be authorized by the resolution of the general meeting.
Section79 A  Issue of sweat equity shares should be authorized by special resolution in general meeting.
Section 81  When further shares are offered to persons other than the existing shareholders a special resolution should be passed to that effect.
Section 87  An equity shareholder has a right to vote on every resolution placed before the company and his voting right on a poll is in proportion to his share of the paid up equity capital.
Section 94  Alteration of share capital requires consent of shareholders in general meeting.
Section 100  Reduction of share capital requires passing of a special resolution.
Section 106  The rights attached to one class of shareholders can be varied with the consent in writing of holders of not less than three-fourths of such holders.
Section 107  The shareholders who are against the reduction of share capital and who did not vote in favor of the resolution under section 100 can apply to the court for cancellation of reduction (not less than ten per cent shareholders).
Section 113  Share allotment letters and share certificates should be delivered to the shareholders within three months of allotment and within two months of the registration of transfers.
Section 118  Copies of trust deeds for securing debentures should be forwarded to any member (apart from the debentures-holders).
Section 144  Copies of instruments creating charges and register of charges kept at the company can be inspected by any member.
Section 149  A public company formed after the 1956 Act should not commence other objects referred to under section 13(1) (d) ( i ) unless a special resolution is passed.
Section 163  The register of member, index of registers, certificates, documents, etc. can be kept away from the registered office within the same city etc. if it is so approved by the special resolution. The index, registers, returns, etc. should be open to the inspection of any member or debenture holder or any other person and extracts can be taken there from.
Section 165  Members of public companies are entitled to statutory reports and to the right of approval thereof at the statutory meeting.
Section 166  The annual general meeting should be held in each year and the gap between two such meetings should not exceed fifteen months.
Section 172  Members are entitled to notice of every meeting of the company.
Section 179  Members can demand a poll in accordance with this section.
Section 183  A member need not use all his votes in the same way.
Section 188  A member holding at least 1/20 total voting power or not less than hundred members can direct the company to circulate resolutions.
Section 196  A member can inspect the minutes of proceedings of general meeting and he is entitled to be furnished within a week with a copy of minutes on payment of a fee.
Section 210  The balance sheet and profit and loss account should be laid before the annual general meeting.
Section 217  Board’s report should be attached to every balance sheet laid before the annual general meeting.
Section 219  A copy of every balance sheet and profit and loss account, auditor’s report, board’s report should not less than 21 days before the annual general meeting be sent to every member.
Section 224  Auditor’s (other than first and casual auditors) should be elected by members at annual general meetings.
Section 225  Special notice is required of a resolution at an annual general meeting appointing as auditor a person other than the retiring auditor.
Section 235  Members holding not less than one tenth of total voting power or not less than 200 members may appeal to the Company Law Board for investigation of the affairs of the company.
Section 255  Not less than two thirds of the total number of directors of a public company should be appointed at general meetings.
Section 258  The board of directors can be increased or reduced by an ordinary resolution.
Section 284  Special notice shall be required of any resolution to remove a director.
Section 293  The board of directors cannot, except with the consent of the general meeting:1. Sell, lease or otherwise dispose of the whole or substantially the whole of the undertaking of the company.

2. Remit or give time for the repayment of any debt due by a director.

3. Invest the amount of compensation received in respect of compulsory acquisition.

4. Borrow moneys in excess of the aggregated capital and free reserves.

5. Contribute to charitable or any other funds in excess of 50000 rupees or five per cent of the average net profits during the immediately preceding three financial years, whichever is higher.

Section 294  Appointment of sole selling agents is subject to the consent of the general meeting held after the appointment.
Section 301  The register of contracts can be inspected by members extracts taken and a copy thereof required by them on payment of a fee.
Section 302  Members are entitled to details of terms of contracts or variation in regard to the appointment of managing director/manager.
Section 304  The register of directors can be inspected by any member.
Section 307  The register of directors’ shareholding should be open to inspection of any member during business hours.
Section 309  The remuneration payable to directors including the managing and wholetime directors by public companies is subject to the approval of members.
Section 314  The appointment of a relative or partner to office of profit is subject to approval of members by way of special resolution.
Section 323  The memorandum can be altered so as to render unlimited liability of directors’ if so authorized by special resolution.
 
 The leading cases quoted by Indian Laws where minority shareholders rights was protected successfully are:

a) Meyer v. Scottish Cooperative Wholesale Society Ltd. (1954) SC 381.

b) Elder v. Elder and Watson (1952) SC 49.

c) In Re H R Harmer Ltd. (1959) IWLR 62.

d) Five Minute Car Wash Services Ltd. (1966) IWLR 715  Ch D.

e) In Re Jermyn Street Turkish Baths Ltd. (1971) WILL 1042 (CA).

f) Yenidge Tobacco Co. Ltd. (1971) I WLR 1042 (CA)

g) Loch V. John Blackwood Ltd. (1924) AC 783.

h) Clemens v. Clemens (1976).

i) Daniels v. Daniels (1978).

j) Ebrahimi v. Westbourne Galleries Ltd. (1973) AC 360. 

Legal Remedies:

 Section 397, 398 and 399 of the Companies Act 1956 covers the remedies for preventing Oppression and Mismanagement:

 Section 397:

Application to Company Law Board for relief in cases of oppression:

1. Any members of a company who complain that the affairs of the company are being conducted in a manner prejudicial to public interest or in a manner oppressive to any member or members (including any one or more of themselves) may apply to the Company Law Board for an order under this section, provided such members have a right so to apply in virtue of section 399.

2. If, on any application under sub-section (1) the Company Law Board is of opinion (a) That the company’s affairs are being conducted in a manner prejudicial top public interest or in a manner oppressive to any member or members: and

(b) That to wind up the company would unfairly prejudice such member or members, but that otherwise the facts would justify the making of a winding-up order on the ground that it was just and equitable that the company should be wound up;

the Company Law Board may with a view to bringing to an end the matters complained of make such order as it thinks fit.

 Section 398:

Application to Company Law Board for relief in cases of mismanagement:

1.Any members of company who complain-

(a) That the affairs of the company are being conducted in a manner prejudicial to public interest or in a manner prejudicial to the interests of the company, or

(b) That a material change (not being a change brought about by, or in the interests of, any creditors including debenture holders, or any class of shareholders, of the company) has taken place in the management of control of the company whether by an alteration in its Board of Directors, or managers or in the ownership of the company’s shares or if it has no share capital in its membership, or in any other manner whatsoever and that by reason of such change, it is likely that the affairs of the company will be conducted in a manner prejudicial to public interest or in a manner prejudicial to the interest of the company.

may apply to the Company Law Board for an order under this section, provided such members have a right so to apply in virtue of section 399.

2.If, on any application under sub-section (1) the Company Law Board is of opinion that the affairs of the company are being conducted as aforesaid or that by reason of any material change as aforesaid in the management or control of the company, it is likely that the affairs of the company will be conducted as aforesaid, the Company Law Board may, with a view to bringing to an end or preventing the matters complained of or apprehended, make such order as it thinks fit

 Section 399

 Right to apply under sections 397 and 398 –

 (1)The following members of a company shall have the right to apply under section 397 or 398: –

(a) in the case of a company having a share capital, not less than one hundred members of the company or not less than one-tenth of the total number of its members, whichever is less or any member or members holding not less than one-tenth of the issued share capital of the company, provided that the applicant or applicants have paid all calls and other sums due on their shares;

(b) in the case of a company not having a share capital, not less than one-fifth of the total number of its members.

(2) For the purposes of sub-section (1), where any share or shares are held by two or more persons jointly, they shall be counted only as one member.

(3) Where any members of a company are entitled to make an application in virtue of sub-section  (1), any one or more of them having obtained the consent in writing of the rest, may make the application on behalf and for the benefit of all of them.

(4) The Central Government may, if in its opinion circumstances exist which make it just and equitable so to do, authorize any member or members of the company to apply to the Company Law Board under section 397 or 398, notwithstanding that the requirements of clause (a) or clause (b), as the case may be, of sub-section (1) are not fulfilled.

(5) The Central Government may, before authorizing any member or members as aforesaid, require such member or members to give security for such amount as the Central Government may deem reasonable, for the payment of any costs which the Company Law Board dealing with the application may order such member or members to pay to any other person or persons who are parties to the application.

 Closing note:

The true  test of corporate governance is the manner in which the majority addresses minority interests. The corporate democracy is reckoned with the no. of shares one has, and not with the no. of individuals involved. Due to lack of shareholder activism in India especially of minority shareholders, oppression and mismanagement is increasing day by day reducing the importance of good corporate governance in the system. Today, a very large number of cases  dealt at Company Law Board are pertaining to oppression and mismanagement. The  Law must balance the need for effective decision making on corporate matters on basis of consensus without permitting persons in control of company.

To conclude with a famous quote of  George Washington “ It is better to be alone than in bad company.”

 

 

                                                

 

Lessons for India from US Elections

English: Barack Obama delivering his electoral...
English: Barack Obama delivering his electoral victory speech on Election Night ´08, in Grant Park, Chicago. (Photo credit: Wikipedia)

It’s a great victory for Mr. Barack Obama! A mind-boggling show. He is re-elected as President of the United States of America by winning elections against Mr. Romney by very few votes. It was really a very hard-fought campaign and elections.

I was listening to the speech of Mr. Mitt Romney and was highly impressed by noticing his attitude when he was defeated by very few votes.  Indeed, it was a very painful moment for Mr. Romney, but he began saying, “Thank you. Thank you. Thank you. Thank you, my friends. Thank you so very much.I have just called President Obama to congratulate him on his victory. His supporters and his campaign also deserve congratulations.His supporters and his campaign also deserve congratulations. I wish all of them well, but particularly the president, the first lady and their daughters.This is a time of great challenges for America, and I pray that the president will be successful in guiding our nation. “He also added, “The nation, as you know, is at a critical point. At a time like this, we can’t risk partisan bickering and political posturing. Our leaders have to reach across the aisle to do the people’s work.”

I wish our Indian leaders to have such professional spirit when they lose elections. There are only scams, political bickering, and false promises given by our leaders.

I really appreciate American system of conducting elections. I would like to highlight few provisions which is remarkable and Indian Government should adopt it:

  1. In India, Government officers and teachers conduct elections where in America, qualified election judges are appointed.
  2.  Most states in America give right to its citizens to vote very early. Voting goes on for even a month which is not the case in India.
  3. In America, polls just conduct from any where i.e from showrooms, garages, police stations, libraries and polling day are a working day where as in India, schools, colleges and government offices are converted into polling stations and polling day is declared as Holiday making it a very big event for the country.

 All the best to Mr. Barack Obama and hope to have better America- India’s equation in the future esp. in IT and legal outsourcing field.

Whistle Blowing- An Important Aspect of Corporate Governance and Role of Company Secretary as Effective Whistle Blower

I thought of sharing my article “Whistle Blowing- An Important aspect of Corporate Governance and Role of Company Secretary as Effective Whistle Blower” published in The Institute of Company Secretaries of India 40th National Convention of Company Secretaries, 2012 Souvenir. (http://www.icsi.edu/docs/40nc/40%20NC-Souvenir.pdf)

Whistle Blowing- An Important Aspect of Corporate Governance and Role of Company Secretary as Effective Whistle Blower.

________________________________________________________________________________

 “You need the freedom of Association. You need the freedom of Information.

 You need the freedom to challenge and to monitor Government and other Officials. Without that kind of Society, Democracy becomes a Ritual.”- Frene Ginwala.

Corporate Governance:

As per The Institute of Company Secretaries of India (ICSI), Corporate Governance is defined as “The application of best management practices, compliances of law in 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.”

The main objective of Corporate Governance policies and practices should be wealth creation, wealth management and wealth sharing. Adherence to laws and regulations, financial goals and communications with stakeholders are major factors that make up the way in which corporations is governed.

Frits Bolkestein, the European Union’s internal market Commissioner highlighted some of the wider impacts of corporate governance in a speech. “Economies only work if companies are run efficiently and transparently. We have seen vividly what happens if they are not- Investment and jobs will be lost and in the worst cases –of which there are too many- Shareholders, employees, creditors and the public are ripped off.”

 The financial meltdowns of Enron, Tyco, AIG, WorldCom, and Xerox have increased the concerns about corporate governance, which is system of regulations and policies to hold corporate leaders accountable and protect company stakeholders.

The most important feature of ICSI definition on Corporate Governance as discussed above is that corporate governance practices should be adhered to in letter and spirit. It is high time for companies to embrace the spirit of the corporate governance practices rather than settle for the chore of compliances.

Hence, to create, manage, share the wealth, only an inclusive approach to corporate governance can sustain. For this inclusive approach, the model of corporate governance should be such that it promotes the interest of all the stakeholders, namely the employees, customers, shareholders, investors, creditors, the community at large.

According to me, the top five mechanisms, which are vital for implementing better and effective Corporate Governance in any organisation, are:

  1. Independence of Board
  2. Role of Auditors (Internal and Statutory) and Audit Committee
  3. Whistle Blowing
  4. Shareholder Activism
  5. Fast Track Redressal Forums and Independent compliant mechanisms.

 Any code on corporate governance can only provide the framework or structure to ensure that companies are governed to the best interest of stakeholders at large.

 Whistle Blowing- An Indispensable Tool of ensuring good Corporate Governance Practices in Spirit:

A very famous quote by Edward Thurlow (1731-1806):

“Did you ever expect a corporation to have a conscience, when it has no soul to be damned, and no body to be kicked?”

The above quote describes that corporations have neither bodies to be punished nor souls to be condemned, they there fore do as they like.

Whistle blowing is relevant and plays a critical role in implementing Corporate Governance Practices. This was evident when Sherron Watkins blew the whistle on Enron’s Management in the U.S and when Harry Templeton challenged Robert Maxwell’s prowling of the pension fund, better known as the “Maxwell Saga” in the U.K. Our society has become so entrenched in doing wrong that corruption and violation has become the inherent part of the public and private life of the society. This issue is to be tackled by adopting best approach, which encourages and requires corporate to set up channels for blowing the whistle.

What is Whistle Blowing?

In common Parlance, it is speaking out on Malpractices, Corruption, Misconduct or Mismanagement. Whistle Blowing can be defined in a number of ways. In its simplest form, whistle blowing involves the act of reporting wrongdoing within an organisation to internal and external parties. It is raising a concern about malpractices within an organisation or through an independent structure associated with it.

Mathews (1987:40) defines whistle blowing as the act by an individual who believes that the interest of the public overrides the interest of the organisation he or she serves. The act of whistle blowing can have an extraordinary influence on the organisation, on society and on the whistle blower.

The Association of Certified Fraud Examiner’s 2012 “Report to the Nation on occupational Fraud and Abuse “pointed out that more than $ 3.5 trillion in annual losses is attributed to fraud.

The scenario of whistle blowing in very complicated in India. References of whistle blowing and whistle blowers is made in various committee reports (for eg: in 1998 by CII Code of Corporate Governance, in 1999 by Kumar Mangalam Birla Committee, in 2002 by Naresh Chandra Committee and in 2003 by N.R Narayana Murthy Committee), listing agreement and Voluntary Guidelines of Corporate Governance .  There is Whistle blower Protection Laws in US, UK, Norway but in India, awareness is yet to come.

Developing an Effective Whistle Blower Policy:

All business entities often struggle with an appropriate level of segregation of duties making a whistle blower policy a good mitigating tool. The Whistle blower policies effective implementations not only reduce the fraudulent activities but also send a signal to both internal and external agencies that organisations exercises good corporate governance.

 The Whistle Blower Policy may be drafted and implemented by management but it should be submitted to Audit Committee and Board of Directors. The foundation of Whistle Blower Policy is a clear and specific definition of Whistle Blowing. The key aspects are:

  1. Clear definition of individuals covered by the Policy
  2. Non retaliation provisions
  3. Confidentiality
  4. Process
  5. Communication

The Whistle Blower Policy should include the methods to encourage employees, vendors, customers and shareholders to report evidence of fraudulent activities. It should properly address the processes that the employees should follow in filing their claims. Specific Reporting Mechanisms within the process could include telephone, emails, hotlines, websites or suggestion boxes. The first steps of creating an environment where a whistleblower will report problems that exist is the crucial one, to be fully effective whistle blower policy must be consistently implemented, claims investigated and evaluated and proper enforcement taken when necessary. Clause 49 of the Listing Agreement keeps whistle blowing as non-mandatory item but it should be mandatory.

Company Secretaries – An Effective Whistle Blowers:

A very famous quote by Napoleon:

“The World suffers a lot not because of the violence of bad people but because of the silence of good people.”

Economic Volatility, Global Competition, Growth risk appetite demands the governance professionals, the Company Secretaries to prioritise their role as whistle blowers.

Employees are usually the first to witness dangers and wrongdoings on Job. Although most employees remain silent, many chase to speak out and bear witness in corporate crimes that has not been addressed when flagged through normal company channels i.e Corporate Security, Audits, Inspections, Law enforcement combined.

Company Secretaries rank among the most productive, valued and committed members of their organisations. As they are the part of Top management and Board of Directors, they have a strong conscience; they are committed to formal goals of their organisation and have strong sense of professional responsibility.

Company Secretaries is also Corporate Governance Officer (CGO) and required to perform following roles:

  1. To ensure the effective running of the activities of the Board and its Committees.
  2. To ensure compliances of all listing rules, other Regulatory Codes and Acts.
  3. Keep under review all legal and regulatory developments affecting the company operations and make sure that directors and management are properly informed of the same.
  4. Manage relations with all stakeholders with regard to Corporate Governance, Corporate Social Responsibility, etc.
  5. Work with Board of Directors, Management to ensure that all regulatory reporting is correct and does not lead to errors resulting in offences under Various Acts.
  6. Act as the Conscience Keeper of the Company.
  7. Act as the Primary point of contact for Board of Directors and source of guidance in order to assist their decision making process.
  8. To assess, manage the compliances in the governance domain, governance processes, tracking of outcomes of governance processes and disseminate the information and documents for proper governance.

In ensuring implementation of proper corporate governance practices in the organisation, Company Secretary requires Governance Management and Reporting which includes:-

  1. Development of Board framework and to determine the level of Independence
  2. Monitoring  and reporting on the Independence of Audit Committee
  3. Development and Maintenance of a Board Charter to ensure that Board decisions can be measured against it.
  4. Acting as Board voice for providing shareholders feedback.
  5. Participating in Strategic Planning process, Risk Management process, Internal Control process, MIS, Corporate Communications, Succession Planning, Board performance evaluation process.

 In light of above, Company Secretary acts in the capacity that ensures high level corporate administration in accordance with best governance practices which results to well run, governed and sustainable business for the benefit of its stakeholders at large.

Company Secretary can be useful aid to implement whistle blowing as an internal regulator for ensuring good corporate governance in spirits. As he is a part of Board decisions process and recipient of all important information flowing in the organisation, he can easily smell the rat. He can suspect the improper activities/unethical practices adopted by organisations or some of its members.

Some of the instances of unethical practices/improper activities adopted by certain organisations, which is required to be reported or for which whistle should be blown are:

  1. Theft
  2. Harassment
  3.  Unethical practices
  4. Fraud
  5. Dishonesty
  6. Discrimination
  7. Lack of Independence of Board/Committees
  8. Improper Director Remuneration Packages
  9. Lack of Independence of Auditors
  10. Violation of Regulations and Code of Conduct
  11. Insider Trading
  12. Corruption
  13. Bribery
  14. Lack of Work Place Safety Hazards
  15. Financial Statement Misrepresentation
  16. Lack of Proper Internal Controls.

 He can also support the ombudsman function with the Board by establishing a symbiotic relationship between the governance and compliance. According to the Association of Certified Fraud Examiners 2010 Report to the Nations on Occupational Fraud and Abuse, 40 percent of fraud cases studied in public companies were detected by tips- three times as many as by any other method. The presence of hotlines i.e may be Audit Committee Chairman or Ombudsman greatly facilitated tip reporting.

Company Secretary can adopt internal or external whistle blowing system. He can make his allegations internally to other people or committees i.e. Chairperson of Audit Committee or any hotline developed by company or can make allegations to external agencies like regulators, law enforcement agencies, media, etc.

Before Reporting or Whistle Blowing, Company Secretary should consider following factors:

  1. Whether he has enough facts and evidences to support his allegations?
  2. Under which situation and circumstances, he should opt for Whistle Blowing?
  3. Whether there is any other mechanism or channel other than whistle blowing for reporting and which system should be opted to blow whistle, Internal or External?
  4. What Protections the Company or law will provide for whistle blowing and whether there are any chances of success?
  5. Whether any actions or investigations will be initiated after whistle blowing i.e. whether management or regulators will positively participate?

 Practical Challenges for Company Secretary as Whistle Blower

Company Secretary as key recipient of almost all information can face reprisal, sometimes at the hands of the organisation or group, which he accused, sometimes under law. There is often a fear of losing their relationship at work or outside work. They may get punished, terminated, suspended or at risk of their own well beings. Few instances where whistleblowers have to face harsh consequences to the extent of losing their life:

  1. The Satyendra Dubey Fate (2003), 2. Majunath Shanmugham Incident (2005),  and 3. Most recent case of sudden demise of colleague CS Shasheendran (2011).

 Hence, in order to encourage whistle blowing as an indispensable ingredient for ensuring good corporate governance in spirit, proper law should be enacted in India which should provides rewards and protection to whistle blowers similar to which is prevalent in USA under Dodd –Frank Whistle Blower rules. Organisations should protect, compensate whistle blowers, proper mechanisms should be set up, and identity of whistle blowers should be protected. Whistle blowing should be made mandatory requirement under Listing Agreement and even disclosures on corporate fraud risks should be made mandatory by Directors in Directors Responsibility Statement annually. Under US Corporate Governance law, Sarbanes-Oxley Act, 2002 has made it criminal offence, which is punishable by fine and up to 10 years in prison, for taking any action harmful to a person who provides truthful information about a federal offence to a law enforcement officer. There should be strict rules for hiding identity of Whistle Blowers, Ombudsman should be appointed by the company for dealing with such allegations who will directly report to Shareholders, Contentions of frivolous complaints should be taken care by imposing heavy penalties on malicious complaints.

Conclusion

Today with Scandals like Satyam, Tyco, AIG, Enron, Worldcom, Zerox, need for more ethical governance has arisen. Whistle blowing has already been described as one of the basic tenets of Corporate Governance, but in India, there is no definite Whistle Blower laws. If this tool of Corporate Governance is used in true letter and spirit, it can be saviour for protecting the stakeholders and the larger public interest. It can be success factor for survival of corporates,  build their brand image, which will support in raising funds. It can be effective tool in curbing and reporting corporate frauds, which earlier used to go unreported.

 As it is always said, norms of Corporate Governance are not merely to be complied with but have to be adopted as day-to-day practice of any organisation. Hence, Corporate Governance is a mixture of meeting both the letter and spirit of law. It is high time India Inc, which is an emerging economic powerhouse, to strive to raise the standards of Corporate Governance Practices to Global Benchmark.

 (References:Financial Times 21.07.2003, The Hindu-29.11.2010, Business Line -11.11.2002, Article on Corporate Governance and Whistle Blowing-15.02.2006 by The Corporate Governance Committee, CPA Journal- June 2007, Article by Tim V. Eaton on Whistle blowing and good governance, Thesis on Whistle Blowing and Whistle Blower Protection – Natajsa, various research papers, articles ,presentations available from various online resources.)

CEO Succession Planning & Execution – A Crucial Board Agenda

 A person who does not worry about the future will shortly have worries about the present” – Ancient Chinese Proverb

In recent months, succession planning and execution is one of the vital  board agenda for corporates and banks as the CEOs of several companies, including Barclays PLC, Nomura Holdings Inc have lost their jobs amid scandals. Recently, Vikram  Pandit of Citigroup Inc , who suddenly resigned just a day after announcing quarterly results of the Company. The Wall Street considered it to be excellent quarterly results. Citigroup Inc Chief Operating Officer John Havens also resigned with Vikram Pandit.

Vikram Pandit was replaced by Michael Corbat , who has been running the Bank’s operations in Europe, the Middle East and Africa. The sudden exit of Vikram Pandit, CEO on 16.10.2012 from Citigroup Inc raises the very important and crucial issue for Corporates, Shareholders and Regulators of having proper succession plans in place for leadership roles throughout the company.   In August, 2012, it was reported that Citigroup Inc Board and Vikram Pandit was working on choosing a successor, who could one day replace him. A lead contender was Muke Corbat , the head of citigroup’s operations in Europe, the Middle East and Africa, according to people close to the company. The swiftness of announcing Corbat as new CEO, and not appointing him as an interim CEO, leads to believe that the Citigroup Inc Board had a proper succession plan in place and perhaps had to start it earlier than they anticipated. Further Mr. Havens had already announced that he would be leaving at year-end, so it can be noted that Citigroup Inc Board was aware that they may lose him.

In Indian Context, Tata case is interesting. From what is publicly known, succession planning was not a strong point until the late 1980s. In the late 1970s, the unsuccessful succession planning attempt by Voltas is engraved in the public mind. But in last 20 years, it is known that Ratan Tata set up a group HR function as part of his reorganisation plan. The intent was to introduce good practices within the companies with respect to talent management and succession planning. Succession planning and execution, leader ship development have become very crucial agenda point for board of directors of companies. It is the Board’s biggest responsibility. Now days, shareholders increasingly focus on CEO succession practices as seen in recent case of Apple Inc.  Though companies are secretive about succession planning, they follow a rigorous process to get visibility into the company’s leadership talent pool. For better transparency and corporate governance, the companies should discuss its CEO succession plans with shareholders from time to time.In 2009, the Securities and Exchange Commission provided shareholders the right to demand more transparency in CEO succession planning.

In India, 75 percent of Board donot even discuss the issue of CEO Succession Planning as per survey conducted by Bian and Company, US based consulting firm. This is in contrast to the top US Companies where more than 60 percent of US Companies discuss issue of succession planning at least once in the year and 80 percent companies have succession plans ready in case of emergency. For US Listed Companies, CEO Succession Planning is now almost a mandate. Recently Visa Inc.  on 24.10.2012 announced CEO Succession Plan .

In India, mostly corporates are family owned. The Board of Directors of these family owned corporates are very reluctant to discuss the issues like death and don’t want to lose control , so they delay the process of succession planning.  Even big corporates like Bajaj, Reliance, Ranbaxy, Birla have faced the business turmoil due to poor succession plans.  Tata Group has set up the trend by announcing its succession plans. Major IT Companies like Wipro, Infosys, HCL have put in place or are in the process of putting in place, succession plans for leaderships at different levels. Hope situation will change in India and more Indian corporates will follow the trend and it will be top priority for Board.

To conclude, Succession Planning and Execution is crucial tool for Risk Management and to avoid crisis.  It is too important to ignore for Board of Directors.

(References: www.forbes.com,  Visa Inc, http://investor.visa.com, The Economic Times dated 19.05.2011, TOI dtd. 2.08.2012, Ivey Business Journal)

India ranks 7th among 11 Asian Countries in Corporate Governance

I thought of sharing some enlightening insights from ACGA“CG Watch 2012”.

On September 19, 2012, Asian Corporate Governance Association (ACGA) jointly with CLSA Asia-Pacific Markets publicly released “CG Watch 2012”, its sixth joint survey on corporate governance in 11 Asian markets undertaken since 2003. The 11 Asian Markets selected for Corporate Governance Survey was Singapore, Hongkong, Thailand, Japan, Malaysia, Taiwan, India, Korea, China, Philippines and Indonesia.

As per the survey, most of the rising markets are in Southeast and South Asia including Singapore, Thailand, Malaysia, Korea, India and Philippines. North Asia Markets i.e Japan, Taiwan, China and Indonesia markets are falling.  Hongkong   is rising marginally.

 As per survey report, the main reasons for falling markets in North Asia are rigid hierarchies and closed corporate cultures followed in most companies, conflicts between regulators and conservative corporates over company law/board reforms, weak government steps in developing corporate governance culture.  On other hand, main reasons for rising markets in South Asia are clearer corporate governance policies in area of Board reforms and shareholders rights, well designed and adopted systems regarding director training and board development, stronger government steps in developing clearer and consistent corporate governance policies and independent audit regulators.

 During the survey, the scores were given for 5 parameters i.e Corporate Governance Rules and Practices, Enforcement, Political and Regulatory, Accounting and Auditing (IGAAP) and Corporate Governance Culture.

 India ranks 7th among 11 asian countries gaining average score of 51 points.  India Inc score in the area of Corporate Governance Rules and Practices have dropped in 2012 as compared to 2007. Rules relating to timeliness and frequency of financial reporting, disclosure of director share transactions, disclosure of substantial ownership stakes i.e 5 percent and above, mandatory audit committee, non financial reporting, voting by poll, legal remedies for shareholders, definition of Independent Directors, Quality of Corporate Governance codes and pre-emptive rights was considered for giving scores.

 In area of Enforcement and Political and Regulatory Environment, India Inc score is higher in 2012 than its previous high in 2007 &2010.  In Accounting and Auditing (IGAAP) India and Hongkong market were found weak. As far as Corporate Governance Culture score is concerned few markets have made progress and shown improvement. India Inc score is stable in this area in 2012 as compared to its previous high in 2007. Six of the 11 markets are either stable or declining, while three of the remaining markets recorded only minimal improvement.

In light of above, India Inc needs to have stronger Corporate Governance Rules and Practices especially in area of non financial reporting, voting by poll, legal remedies for shareholders, Independent Directors, Quality of Corporate Governance codes and pre-emptive rights. Regulators should develop proper and strong political and regulatory environment and frame consistent, fair and strong rules, regulations to develop strong Corporate Governance Culture in India.

References: ACGA “CG Watch 2012: Market Rankings”, September,2012,

(http://www.acga- asia.org/public/files/CG_Watch_2012_ACGA_Market_Rankings.pdf)

Cabinet approves Amendments to the Companies Bill, 2011

The Union Cabinet approved the proposal to make official amendments to the Companies Bill, 2011 on 4.10.2012.The Companies Bill, 2011, on its enactment, would allow the country to have a modern legislation for growth and regulation of corporate sector in India. The existing statute for regulation of companies in the country, viz. the Companies Act, 1956 had been under consideration for quite long for comprehensive revision in view of the changing economic and commercial environment nationally as well as internationally. In view of various reformatory and contemporary provisions proposed in the Companies Bill, 2011 together with omission of existing unwanted and obsolete compliance requirements, the companies in the country would be able to comply with the requirements of the proposed Companies Act in a better and more effective manner.

The Salient features of amendments approved by the Cabinet are as follows:

1. The words ‘make every endeavour to’ omitted from Clause 135(5). Such clause is also amended to provide that the company shall give preference to local areas where it operates, for spending amount earmarked for Corporate Social Responsibility (CSR) activities, The approach to ‘implement or cite reasons for non implementation1 retained. (Amendment of Clause 135).

2. To help in curbing a major source of corporate delinquency, Clause 36 (c) amended, to also include punishment for falsely inducing a person to enter into any agreement with bank or financial institution, with a view to obtaining credit facilities. (Amendment in Clause 36).

3. Provisions relating to audit of Government Companies by Comptroller and Auditor General of India (C&AG) modified to enable C&AG to perform such audit more effectively. {Amendment in Clauses 143(5) and (6)}.

4. Clause 186 amended to provide that the rate of interest on inter corporate loans will be the prevailing rate of interest on dated Government Securities. (Amendment in Clause 186).

5. Provisions relating to restrictions on non audit services modified to provide that such restrictions shall not apply to associate companies and further to provide for transitional period for complying with such provisions. (Amendment in Clause 144).

6. Provisions relating to separation of office of Chairman and Managing Director (MD) modified to allow, in certain cases, a class of companies having multiple business and separate divisional MDs to appoint same person as ‘chairman as well as MD. (Amendment in Clause 203).

7. Provisions relating to extent of criminal liability of auditors particularly in case of partners of an audit firm reviewed to bring clarity. Further, to ensure that the liability in respect of damages paid by auditor, as per the order of the Court, (in case of conviction under Clause 147) is promptly used for payment to affected parties including tax authorities, Central Government has been empowered to specify any statutory body/authority for such purpose. (Amendments in Clause 147 and 245).

8. The limit in respect of maximum number of companies in which a person may be appointed as auditor has been proposed as twenty companies. {Amendment in Clause 141(3) (g)}.

9. Appointment of auditors for five years shall be subject to ratification by members at every Annual General Meeting (Amendment of Clause 139(1).

10. Provisions relating to voluntary rotation of auditing partner (in case of an audit firm) modified to provide that members may rotate the partner ‘at such interval as may be resolved by members’ in stead of ‘every year’ proposed in the clause earlier. {Amendment in Clause 139(3)}.

11. ‘Whole-time director’ has been included in the definition of the term ‘key managerial personnel’ {Amendment of Clause 2(51)}.

12. The term ‘private placement’ has been defined to bring clarity. (Amendment in Clause 42).

13. Approval of the Tribunal shall be required for consolidation and division of share capital only if the voting percentage of shareholders changes consequent on such consolidation {Amendment of Clause 61(1) (b)}.

14. Clarification included in the Bill to provide that ‘Independent Directors’ shall be excluded for the purpose of computing ‘one third of retiring Directors’. This would bring harmonisation between provisions of Clause 149(12) and rotational norms provided in clause 152. (Amendment in Clause 152).

15. Provisions in respect of removal of difficulty modified to provide that the power to remove difficulties may be exercised by the Central Government upto ‘five years’ (after enactment of the legislation) in stead of earlier upto ‘three years’. This is considered necessary to avoid serious hardship and dislocation since many provisions of the Bill involve transition from pre-existing arrangements to new systems. (Amendment in Clause 470).

Background:

(i) The Companies Bill, 2011 was introduced in the Lok Sabha on 14th December, 2011 and was considered by the Parliamentary Standing Committee on Finance which submitted its report to the Honourable Speaker, Lok Sabha on 26th June, 2012. The report was laid in Parliament on 13th August 2012. Keeping in view the recommendations made by such Committee it was decided to make certain modifications in the Companies Bill, 2011 through official amendments.

(ii) In view of the developments taking place nationally as well as internationally, and with the intent to modernize the structure for corporate regulation in India and also to promote the development of the Indian corporate sector through enlightened regulation and good corporate governance practices, a decision has been taken to revise the existing Companies Act, 1956 comprehensively. Various stakeholders viz Industry Chambers, Professional Institutes, Government Departments, Legal Experts and Professionals etc. were consulted in the process and accordingly, the Companies Bill 2009 was introduced in the Lok Sabha on 3rd August, 2009 which was referred to Parliamentary Standing Committee on Finance for examination and report, which submitted its report to the Parliament on 31st August, 2010.

(iii) Keeping in view the recommendations made by the Standing Committee and consultation with various Ministries/Departments etc. a revised Companies Bill, 2011 was prepared which was approved by the Cabinet on 24th November, 2011. The revised Bill was introduced in the Lok Sabha on 14th December, 2011. On introduction of the Companies Bill, 2011, the Companies Bill, 2009 was withdrawn.

(iv) The Companies Bill, 2011 was referred to the Parliamentary Standing Committee on Finance for examination and report. The Committee examined the Bill and presented its report/ recommendations to the Speaker, Lok Sabha on 26th June, 2012. The report was laid in the Parliament on 13th August, 2012. Keeping in view the recommendations made by the Committee and the inter-ministerial consultation held with concerned Ministries/Departments, it has been decided to make official amendments to the Companies Bill, 2011.

(Source:Press Information Bureau, Government of India)

Recent Amendment of FDI Policy

The Department of Industrial Policy and Promotion, Ministry of Commerce & Industry, Government of India notified the cabinet decisions on FDI in single brand retail, multi brand retail, civil aviation, broadcasting sector and power exchanges by issuing Press Notes No. 4, 5, 6, 7,8 dated 20th September,2012.

1.FDI in Single Brand Product Retail Trading Policy Changes(Press note no. 4(2012):

FDI up to 100 percent is permitted in Single Brand Product Retail Trading by only one Non-Resident entity basis, whether owner of the brand or otherwise, under the Government route subject to the following terms and conditions:

• Products to be sold should be of a ‘Single Brand’ only.

• Products should be sold under the same brand internationally i.e. products should be sold under the same brand in one or more countries other than India.

• ‘Single Brand’ product-retail trading would cover only products which are branded during manufacturing.

• Investing non-resident entity may be brand owner or otherwise.

• For FDI proposal beyond 51%, “at least 30% in value sourcing from small industries/village and cottage industries, artisans and craftsman” modified to “at least 30% in value sourcing from MSMEs, village and cottage industries, artisans and craftsman”. Definition of ‘small industries’ as “industries with total investment not exceeding USD$1.00 million” has been omitted as ‘small industries’ substituted by MSMEs.

• Retail trading, in any form, by means of e-commerce, would not be permissible, for companies with FDI, engaged in the activity of single-brand retail trading.

2. FDI in Multi Brand Product Retail Trading Policy Changes (Press note no. 5(2012):

FDI in Multi brand Product Retail Trading was not permitted. The FDI Policy was reviewed and now it has been decide to permit FDI upto 51 per cent in Multi- Brand Retail Trading under Government Route, subject to the following terms and conditions :

• FDI in multi-brand retail trading permitted in all products under Govt. Approval Route.

• Fresh agricultural products, including fruits, vegetables, flowers, grains, pulses, fresh poultry, fishery & meat products may be unbranded.

• Minimum FDI to be brought in by foreign investor-US$100 million.

• At least 50% of total FDI brought in to be invested in ‘backend infrastructure’ within 3 years of first tranche of FDI.

• At least 30% in value of procurement to be from ‘small industries’ whose total investment in plant & machinery not exceeding US$1 million.

• No Retail trading by e-commerce by companies with FDI engaged in multi-brand retail trading.

•  Govt. has first right to procurement of agricultural products.

3. Foreign Airlines permitted FDI to invest upto 49% of the Equity Paid Capital of Indian Companies in Civil Aviation Sector under Government Approval Route( PRESS NOTE NO.6 (2012)]

Foreign airlines were allowed to invest only in equity of Indian companies operating cargo airlines, helicopters & seaplanes upto 100% in FDI route. Now foreign airlines allowed to invest in Indian airlines companies operating Scheduled and Non-Scheduled air transport services (even airlines involved in passenger airlines business) other than Air India Ltd. upto 49% limit which will subsume FDI & FII investment.

• Investment by Foreign Airlines through Government Approval Route.

• The Investments so made would need to comply with the relevant regulations of SEBI, such as Issue of Capital and Disclosure Requirements (ICDR) Regulations/Substantial Acquisition of Shares and Takeovers(SAST) Regulations, as well as other applicable rules and regulations.

• The Policy mentioned above is not applicable to M/s.Air India Limited.

4. Automatic Approval Route for Foreign Investment in Companies Operating in the Information & Broadcasting (I&B) Sector (Press Note No.7(2012 Series).

• Foreign Investments in DTH, Cable Networks, Teleports allowed under Government Approval route :

a. Foreign investment up to 49% being permitted under the Automatic Route; and

b. Foreign investment beyond 49% and up to 74% being permitted under the Government Approval Route.

• Mobile TV: FDI up to 74% has been permitted, subject to the condition(s):

a. Foreign investment up to 49% being permitted under the automatic route; and

b. Foreign investment beyond 49% and up to 74% being permitted under the Government Approval Route.

The FDI limit, in companies engaged in the afore stated activities of the I&B sector, shall include, in addition to FDI, investment by Foreign Institutional Investors (FIls), Non-Resident Indians (NRIs), Foreign Currency Convertible Bonds (FCCBs), American Depository Receipts (ADRs), Global Depository Receipts (GDRs) and convertible preference shares held by foreign entities. The terms and conditions relating to security and other conditions, will separately be incorporated in the sectoral guidelines of each broadcasting carriage service.

5. FDI up to 49% permitted in Power Exchanges(Press Note No.8(2012 Series).

As per existing Policy , FDI up to 100%, under the automatic route, is permitted in the power sector (except atomic energy). This includes generation, transmission and distribution of electricity, as well as power trading, subject to the provisions of the Electricity Act, 2003. The Revised Policy permits foreign investment, up to 49%, in Power Exchanges, registered under the Central Electricity Regulatory Commission (Power Market) Regulations, 2010, as below:

• Such foreign investment would be subject to an FDI limit of 26 per cent and an FII limit of 23 per cent of the paid-up capital;

• FII investments would be permitted under the automatic route and FDI would be permitted under the government approval route;

• FII purchases shall be restricted to secondary market only;

• No non-resident investor/ entity, including persons acting in concert, will hold more than 5% of the equity in these companies; and

• The foreign investment would be in compliance with SEBI Regulations; other applicable laws/ regulations; security and other conditionality.

(Ref: Press notes 4,5,6,7,8 dated 20th September,2012 issued by DIPP, Ministry of Commerce & Industry, Government of India.)

Effective Drivers of Good Corporate Governance

 

As per research conducted by Department of Trade and Industry & King’s College, London, there are 18 drivers of good corporate governance:

1. Board Independence

2. Diversity, human and social capital within the board

3. High engagement in board processes

4. Presence of large block shareholders

5. Shareholder activism

6. Breadth and depth of public information disclosure

7. Breadth and depth of private information sharing

8. Independence of the external auditors

9. Competence of the audit committee

10. Presence of internal control systems and support of whistle blowing.

11. Long term performance-related incentives

12. Transparent and independent control of the remuneration committee

13. An active markets for corporate control

14. Transparency and protection for shareholders and stakeholders during mergers and acquisitions

15. Board power in takeover bids, subject to shareholder veto

16. Shareholder involvement within corporate governance

17. Voice mechanisms for debt holders

18. Employee participation in financial outcomes and collective voice in decision making.

 The efficiency of corporate governance in a particular organization depends upon a combination of drivers. These drivers may substitute or complement each other in terms of their efforts on organizational outcomes including business strategy and performance.

 As per my views, most important drivers of Good and Effective Corporate Governance system are :

 1. Board Independence

2. Presence of large block shareholders i.e Institutional Investors

3.Shareholder Activism

 As far as Board Independence in the company is concerned, in practice it can be rarely noticed. Directors are mostly serving as Independent Directors on the Board of the Company from last 15-20 years and are just regarded as the expensive furniture of the company. There should be certain fixed term for independent directors otherwise, they would lose their independence.

 There are more committees of Board and less commitment. The question arises: Do promoters who are leading corporates really understand the value of Corporate Governance Standards? , What is situation of Promoters Interests vs. Shareholders Interests and how it can be tackled?  The conduct of Board Meetings is more important than the composition of Board of Directors. Board functioning is important rather than names of high profile candidates on Board.

 Rise of Shareholder’s Activism is still a baby step in India. The shareholders are becoming more focused now. Some of the global examples of Share holders Activism are :

 1. Apple agreed to investor demands requiring a majority share vote in order for any candidate to be elected to it s board of directors not just a simple majority.

2. Los Angeles County Employee retirement association or Lacera made it mandatory for all board of directors to elected annually.

3.Shareholder rejected CITI CEO Vikram Pandit’s $15 million compensation in non binding vote.

4.Merger of Sea Goa and Sterlite Industries

5.Coal India Vs. The Children Investment Fund

6.Veritas, Canadian Research Firm raised Corporate Governance and Accounting Practices issues at Reliance Industries, Reliance Communications, Kingfisher and most recently DLF.

7.SEBI mandated AMCs to disclose their general policies and procedures for exercising the voting rights in respect of shares held by them

 More Institutional Investors should be involved. Proxy Voting Advisory firms is also emerging in India for eg. Institutional Investors Advisory Services, In govern Research Services.

 In nutshell, Corporates and Board of Directors should have fear of law. There should be strong enforcement of laws and regulations to prevent corporate frauds.  Fraud cases should be resolved swiftly by fast track redressal forums.

 

 

 

 

DIRECTORS–Rights carry Responsibilities & Liabilities

 

INTRODUCTION

With the increasing stress on corporate governance the role of directors under the Companies Act, 1956 (the Act) has come into sharp focus. Though, a company enjoys an independent existence and is otherwise treated as “person” under the law, but being a legal person, it has to act through natural persons i.e. the directors, collectively referred to as the board of directors.

This principle of separate legal entity of the company was propounded by the “House Of Lords” in the case of Saloman v Saloman (1897). Since a company has no physical existence, it acts through the Board of Directors. The Directors are managerial persons and elected representatives of the shareholders. They individually and collectively hold the position of trust and have fiduciary duties towards the company, the shareholders and others.

Directors are agents of the Company in transactions they enter into on behalf of the Company, though they are not agents for individual shareholders or members. The Directors and shareholders are often the same people but they have distinct roles. Directors are officers of the company not employees, although they may have service agreements with company.

A director may be an employee, a servant or even a “worker” of the Company. He occupies the position of a trustee, though he is not a trustee in the strict sense in respect of the Company’s properties and funds.

Directors are known by a variety of names. All Directors have the same duties and responsibilities regardless of their title subject to certain exceptions.

 In the corporate form of business organisation, the Board of Directors occupies a unique position. They are posed between the shareowners and executive management, on the one hand they guide, monitor and oversee the executive in their task of creation and maximisation of wealth on a sustainable basis within a value based framework and on the other hand, ensure that such created wealth is accounted for equitably among all shareholders, after meeting all legitimate dues and charges.

 MEANING OF ‘DIRECTOR’ :

Section 2(13) of the Companies Act, 1956 defines a term director and states that ‘director’ includes any person occupying the position of director, by whatever name called.

The person can be director in a maximum 15 companies. Exclusions in computing the number (a) Private companies (other than subsidiaries of Public Company) (b) Unlimited Companies (c) Non Profit Association (d) Alternate Directorships.

In the ordinary sense a director is someone who administers, controls or directs something, one who supervises, controls or manages; a person elected by the shareholders of a company to direct company’s policies; person appointed or elected according to law, authorised to manage and direct the affairs of a company.

TYPES OF DIRECTORS:

1.    Shadow or ‘Deemed director

2.    Ordinary’ Director

3.    Managing Director

4.   Whole-time/Executive Director

5.    Additional Director

6.   Alternate Director

7.   Professional Director

8.   Nominee Director

9.   Independent Director

LEGAL POSITION OF DIRECTORS:

 1. Directors as Agents

2. Directors as Trustees

3. Directors as managing partners

 DUTIES OF DIRECTORS

As per the Company law, directors of the company occupy a fiduciary position. This legal position is equally applicable to all types of directors.

Fiduciary Duties owed to the company

1. A duty to act honestly and in good faith

2. A duty not to make improper use of their position or information they receive

3. A duty to act for a proper and legitimate purpose

4. A duty to act with reasonable skill and care

5. A duty to act in the best interests of the company (and to the shareholders collectively)

6. A duty to avoid conflicts of interest (putting their own position ahead of the company)

7. A duty to disclose all material personal interests to the company.

 Duties owed to third parties

1. A duty not to permit the company to trade whilst it is insolvent.

2. A duty to delegate their powers in a responsible manner.

3. A duty to ensure that all relevant information is notified Stock exchanges and government authorities if any.

4. Various duties under the Companies Act, 1956 relating to reporting, maintaining company registers and holding company meetings.

5. A duty to only pay dividends out of profits available for the purpose.

6. (Where the company is a trustee) a duty to ensure that the company is indemnified from the assets of the trust for any loss incurred while acting as trustee.

 RESPONSIBILITIES OF DIRECTORS

 The major responsibility of the Board of Directors is to direct the affairs of the company and to exercise such control that the wealth and wealth creating assets of the company are protected. Extensive board responsibilities are found in the Canadian Guidelines which identify five specific components of the board’s stewardship’s responsibilities as follows:

  1. Adoption of a strategic planning process
  2. Management of Risk
  3. Appointment , training and monitoring of senior management, including succession
  4. Effective communication and
  5. Ensuring the integrity of corporate internal control and management information systems.

 The responsibilities under The Companies Act, 1956 includes:

  1. Keeping proper book of accounts and preparing annual accounts and director’s report for presentation to the company’s shareholders;
  2. Filing of accounts and returns annually with the Registrar of Companies,  Income Tax departments and other statutory departments;
  3. Filing of various resolutions with Registrar of Companies and seeking approvals from The Registrar of Companies, Company Law Board, Central Government and High Court.
  4. Informing The Registrar of Companies of the appointment or retirement of any director or the company secretary or of any change in the situation of the company’s registered office and of many other events including allotments of shares;
  5. Appointing auditors;
  6. Calling and holding Annual General Meetings each year, at which the annual accounts are presented and;
  7. Making sure that the company acts strictly in accordance with the powers and rules set out in its memorandum and articles of association.
  8. Section 217 of The Companies Act,1956 specifies the contents of Board Report to be attached to the Balance Sheet of the company which includes Director’s Responsibility Statement:
    1. That in the preparation of the annual accounts, the applicable accounting standards had been followed along with proper explanation relating to material departures;
    2. That the directors had selected such accounting policies and applied them consistently and made judgements and estimates that are reasonable and prudent so as to give a true and fair view of the state of affairs of the company at the end of financial year and of the profit or loss of the company for that period;
    3. That the directors had taken proper and sufficient care for the maintenance of adequate accounting records in accordance with the provisions of the Act for safe guarding the assets of the company and for preventing and detecting fraud and other irregularities;
    4. That the directors had prepared the annual accounts on a going concern basis.

POWERS OF DIRECTORS:

    The Directors has power to do everything that a company subject to-

  1. Provisions of The Companies Act,1956(The Act)
  2. Provisions of Memorandum and Articles of Association of the Company
  3. Shareholder’s approval wherever required.

 LIABILITIES OF DIRECTORS:

Legal provisions

 The Court, relying on Sections 5 and 291 read with clauses (24), (26), (30), (31) and (45) of Section 2 of the Companies Act, 1956, lists the categories of persons who under the Companies Act can be considered as persons who are responsible to the company for the conduct of the business of the company as well termed as “Officer in default”. They are:

(a) the managing director/s;

(b) the whole-time director/s;

(c) the manager;

(d) the secretary;

(e) any person in accordance with whose directions or instructions the Board of directors of the company is accustomed to act;

(g) where any company does not have any of the officers specified in clauses (a) to (c), any director or directors who may be specified by the Board in this behalf or where no director is so specified, all the directors.

In Sec 5, there is no specific mention of Independent Directors or Nominee Directors. Independent directors are treated as officer in default only where the company does not have a whole time director, or no specific director is charged with a particular compliance. Other sections such as Sec 267-269, 292, 292A, 309(4) applicable only to whole time directors.

 Personal Liability of Directors:

The following provisions of the Companies Act, 1956 provide that the Members or the Directors/nominee Directors of a company will be personally liable if:

(1) A company carries on business for more than six months after the number of its members has been reduced below seven in the case of a public company and two in the case of a private company. Every person who was a member of the company during the time when it carried on business after those six months and who was aware of this fact, shall be severally liable for all debts contracted after six months,

(2) The application money of those applicants to whom no shares has been allotted is not repaid within 130 days of the date of issue of the prospectus, then the Directors shall be jointly and severally liable to repay that money with the prescribed interest,

(3) An officer of the company or any other person acts on its behalf and enters into a contract or signs a negotiable instrument without fully writing the name of the company, then such officer or person shall be personally liable,

(4) The court refuses to treat the subsidiary company as a separate entity and instead treat it as only a branch of the holding company,

(5) In the course of winding up of the company, it appears that the business of the company has been carried on with intent to defraud the creditors of the company or any other person or for any fraudulent purpose, al those who were aware of such fraud shall be personally liable without any limitation of liability.

Penalties for breach of duty:

Personal actions against a director can be initiated by any of the following:

  1. the shareholders collectively
  2. the company (ie. the board of directors)
  3. a liquidator of the company
  4. another director
  5. an employee
  6. a competitor
  7. the government (for breach of legislation, such as environmental protection legislation)
  8. a third party (for negligent actions leading to loss)
  9. a creditor.
  10. Where a director is found guilty of a breach of duty, he may be liable in damages to the party
  11. Who suffered the loss.
  12. In addition the Companies Act, 1956 imposes penalties for breaches of certain duties. These include fines, imprisonment and disqualification as a director.

 Director’s liability arises because of their position as agents or officers of the Company as also for being in the position of trustees or having fiduciary relation with the Company or its shareholders.

Some of these liabilities are in contract, some are in tort, some are under the criminal law and others are statutory, i.e., under the companies Act, 1956 and other laws. The courts have, in deciding the liability of Directors, taken into consideration a director’s position as a whole.

Contractual Liability:

 In R.K. Dalmia and others v. The Delhi Administration it was held that “A director will be personally liable on a company contract when he has accepted personal liability either expressly or impliedly. Directors are the agents or the trustees of a Company.”

Pre- Incorporation Liability- A Company cannot make a contract before it is incorporated because, before incorporation, it has no legal existence. Therefore, a Company after incorporation cannot ratify a contract previously made. It must make a fresh contract. But, those who act on behalf of the unincorporated company may find themselves personally liable.

Liability of Directors for Torts of the company: –

Directors as such are not liable for the torts or civil wrongs of their company. To make a person liable for a tort, e.g. for negligence, trespass, nuisance or defamation it must be shown that he was himself the wrongdoer or that he was the employer or principal of the wrongdoer in relation to the act complained of, or that the tort was committed on his instructions.

Civil Liability to the Company- Director’s liability to the Company may arise where:

(1) the directors are guilty of negligence, (2)the directors committed breach of trust, (3) there has been misfeasance and (4) the director has acted ultra vires and the funds of the company have been applied for such an act.

A director is required to act honestly and diligently applying his mind and discharging his duties as a man of prudence of his ability and knowledge would do. It has been explained in the duties of directors as to what is standard or due care and diligence expected from him as explained by Justice Romer in Re City Aquintable Fire Insurance Company.

Criminal Liability:

The director is criminal liable for the following violations as per The Companies Act, 1956:

  • Section 44(4) – Filing of prospectus containing untrue statements-two years imprisonment and /or fine up to Rs.50000;
  • Section 58A(6)(b)- Inviting deposits in contravention of the rules or manner or conditions- five years imprisonment and fine.
  • Section 58A(10)- Failure to repay deposits as ordered by the CLB- Three years imprisonment.
  • Section 63- Criminal liability for misstatement in prospectus- Imprisonment up to 2 years or fine up to Rs. 50000 or both.
  • Section 68- Fraudulently, inducing persons to invest money. Imprisonment up to 5 years, or fine Rs.100000.
  • Section 73- Failure to repay excess application money-imprisonment up to one year and fine up to Rs.50000.
  • Section 105-  Concealing name of creditor- Imprisonment up to one year or fine or both.
  • Section 202(1)- Undischarged insolvent acting as director imprisonment up to 2 years or fine up to Rs.50000 or both.
  • Section 207- Default in distributing dividends- imprisonment up to 3 years and fine up to Rs.1000 for every day.
  • Section 209A- Failure to assist Registrar or any officer so authorised by the Central Government in inspection of books of accounts, etc- imprisonment up to one year and fine not less than Rs.50000.
  • Section 210(5) – Failure to lay balance sheet etc. at annual general meeting-imprisonment up to six months or fine up to Rs.10000 or both.
  • Section 211(8) – Failure to comply section 211 regarding form of balance sheet and matters to be stated-imprisonment up to six months or fine up to 10000.
  • Section 217(5)- Failure to attach balance sheet a report of board imprisonment upto six months for each offence or fine up to Rs.20000 or both.
  • Section 221(4) – Failure to supply information to auditor-imprisonment up to six months, or fine up to Rs.50000 or both.
  • Section 250(9)- Improper issue of shares-imprisonment up to six months or fine up to Rs.50000 or both.
  • Section 293A(5)- Contribution to political parties in contravention of section 293A- three years imprisonment and fine.
  • Section 295(4)- Grant of loan to directors-Simple imprisonment upto six months or fine up to Rs.50000.
  • Section 308(3)- Failure to disclose shareholdings-imprisonment upto two years or fine up to Rs.50000 or both.
  • Section 372A- Giving loans to other bodies corporate in excess of the limits prescribed under section 372A-imprisonment up to 2 years or fine up to Rs.50000.
  • Section 407(2)- Acting as director after removal by Court- imprisonment upto one year, or fine up to Rs. 50000 or both.\

Section 488(3)- False declaration of company’s solvency – imprisonment upto six months or fine up to Rs.50000 or both.

Tax Liability:-

Under Section 179 of the Income Tax Act 1961, when any private company is wound up and the tax assessed cannot be recovered, then every person who was a director of the private company shall be jointly and severely be liable for the payment of such tax.

 Directors with unlimited liability:-

The liability of the directors like the shareholders is limited to the extent of the shares held by them remaining unpaid. A limited liability can make the liability of any or all of its directors unlimited. A provision to this effect has to be contained in the Memorandum. that a person who becomes director after incorporation of such a clause will have unlimited liability.

RISK MANAGEMENT FOR DIRECTORS

 Protection from liability

There are several ways in which a director can protect himself from liability:

  1. Directors will not be held liable where they have made a business judgement in good faith for a proper purpose and rationally believed it to be in the best interests of the company.
  2. Directors are allowed to rely on advice or information from experts as long as they believe on reasonable grounds that the person relied on is reliable and competent.
  3. Directors should put compliance plans in place to ensure that the company complies with all relevant legislation.
  4. Directors should ensure that D&O (Directors & Officers) insurance is in place in relation to their appointment. The premiums for this insurance can be paid by the company, and the cover may protect against breaches of duty by the directors.
  5. Directors should also ensure that a Deed of Indemnity is entered into with the company.
  6. These deeds provide that the company indemnifies the director against any liabilities and costs incurred by him acting properly in his capacity as a director of the company.
  7. If a problem comes to the attention of a director, he should convene a board meeting immediately to discuss the matter, and if necessary seek legal advice.

 A director and officer is duly diligent if they have taken all following reasonable steps to prevent the occurrence of an event:

1. Always attend meetings.

2. Insist that all material be available well in advance of meeting especially when there will be a vote on a particular issue.

3. Obtain written advice on all legislation and guidelines that are relevant to the activities or the organization.

4. Always review and read documents, legislation and so forth prior to meetings.

5. Insist on written opinions from legal and other professionals on any important decision.

6. Periodically or on major issues where regular counsel or advisors have provided advice, insist on independent outside counsel or advisors for a fresh perspective.

7. Review all opinions given by professional consultants.

8. Review the minutes of all meetings and insist that they be accurate.

9. Keep your own notes.

10. Ensure that your dissent is recorded even if this means sending a registered letter to the board.

11. Review the company’s objects and bylaws.

12. Review all internal controls especially with respect to cheque signing and contract execution.

13. Encourage the development of a directors manual.

14. Know what trust property or accounts the company holds.

15. Keep information about the company confidential.

16. Avoid even the appearance of a conflict of interest.

17. Ensure that the Articles of Association/ bylaws provide for the indemnification of directors.

18. Ensure that the committees and management report to the board.

19. Ensure that the company acquires and maintains officers and directors indemnity insurance coverage.

 CONCLUSION

The Directors are expected to be knowledgeable man with adequate skill and expertise but to ensure early contribution and to build their knowledge about particular organization proper training on risk management strategies of the organization is necessary. They should be properly made aware of the standing of the particular company in the market, future planning for growth, new products and service going to be introduced.

 One important aspect, which hinders the effectiveness of directors especially independent, is the non availability of information. Many a times, such directors do not have free access to information required to accomplish their role in monitoring and controlling the activities of the companies they are representing. It should be realized that the professionalism of such directors will help them to increase overall value of the business by looking at the business independently from the family. This change of attitude is very vital for achieving excellence, as attitude determines altitude.

 Also there has been a considerable change in the attitude of the corporate management in recent times and they are coming forward to implement good corporate governance practices, realizing their importance.

                                                                                 ********************

 References:

 Paper submitted to Institute of Directors, April,2010- Ms. Shilpi Thapar

 

 

 

 

 

Drafting Legal Documents

A popular joke about lawyers asks, ‘What do you get if you cross the Godfather with a lawyer?’ Such is the confusion often sown into the minds of lay clients by a consideration of legal documents that the response to the question should come as no surprise: ‘A man who makes you an offer you can’t understand’. Legal drafting has often been the source of amusement.

The typical product of drafting is a document embodying an agreement or accord between parties, often separately advised and represented, and intended to  regulate   the legal relationship between those parties. A well-drafted document should marry together the relevant facts and law in a clear and concise manner and encapsulate the final agreed instructions or negotiations.

The drafting of documents should be following manner so as to:

(1) meet the client’s goals, carry out the client’s instructions and address the client’s  concerns;

(2) maintain a standard of care which protects the interests of the client;

(3) deal appropriately with client care and professional conduct issues;

(4) accurately address all the relevant legal and factual issues;

(5) where appropriate, identify relevant options, including the costs, benefits and risks of those options;

(6) where appropriate, demonstrate a critical use of precedents;

(7) are logically organised;

(8) form a consistent and coherent whole;

(9) follow the rules of grammar;

(10) demonstrate appropriate use of language;

(11) are succinct and precise;

(12) meet any formal legal or other requirements.

Preparing to Draft Legal Documents?

 1. Importance of Preparation: As with any other lawyerly skill, preparation is essential to successful drafting. Unlike advocacy or negotiation, it is true that you will have the option to reconsider your document before presenting it for public consumption. However, it is certainly true that drafting legal documents without adequate preparation the document will take longer to draft and is likely to omit important matters.

 2. Identify the client’s goals, concerns, and instructions: All documents produced by a lawyer are produced in order to carry out a client’s instructions. The professional must work out with the client what needs to be done, applying legal knowledge and skills to the client’s business or personal situation. As with any work, it is important to check that instructions have been given by the appropriate person. Does an employee have the authority to instruct you? Is the person instructing you to deal with property the legal owner of the property? If not, make sure the instructions are checked with the appropriate person or people.

It is also always necessary to consider whether the instructions can be accepted at all. If you were to prepare the document, would there be a conflict with an existing client’s interest? Is the document you are being instructed to prepare illegal? You must of course consider whether you can accept the instructions in light of professional conduct rules.

When taking instructions, do not assume that the person instructing you knows the law. Your job is to arrive at the correct legal solution to the client’s problem. You may appreciate that there may be more than one solution, and you must identify with the client primary goals and concerns.

Before drafting it may be desirable to make a site visit. Especially in relation to complex commercial property matters it is of enormous assistance to do this so that you know the layout of the land when drafting a lease or agreement. It may also be beneficial to the professional drafting commercial agreements to visit the client’s business to form a clearer view of it. The cost of making a site visit should be agreed with the client beforehand.

 3. Analyse all the relevant legal and factual issues: You must assimilate and analyse the actual factual context according to your instructions. Only then can you formulate a clear idea of what the draft document should contain. Before setting pen to paper (or more likely settling down with keyboard and mouse in hand), consider your instructions. Are they clear to you? What is the objective of the draft? If it is a contract, can you identify the parties, the consideration, the obligations of each party, any conditions, warranties and representations, any provisions which take effect after a breach of contract and any other material matters on which you have instructions?

If there are gaps, ask yourself why there are gaps. Will they be filled by other documents? Are they matters which neither you nor your client have considered? Do you need further instructions? If you conclude that you need further instructions, consider whether they are necessary before you can prepare the first draft or whether you can produce a draft and afterwards ask your client to fill in the missing piece.

Equal importance should be afforded to consideration of the law affecting the agreement

to be prepared. Are there any restrictions to what is being proposed? Check up by researching the texts and original sources. Has the law altered recently? Using precedents as a base is no safeguard if they are out of date. Taxation is an obvious area where the law is always changing. Is what is proposed tax-efficient or should the client’s affairs be ordered in a different manner?

4. Where appropriate, identify any options: Preparatory analysis of the law and the facts may well reveal that there are alternative ways of dealing with the matter. The primary goal must be to achieve what the client wishes in a legal context. However, if this can be achieved in various ways, consider adopting an option which saves on stamp duty, or one which may be tax-efficient, or one which saves costs.

5. Precedents: Precedents can be very helpful in drafting, but they must be used with care. A precedent should be seen as a checklist against which you ensure your draft does not omit material matters. A precedent is not a replacement for a professional. It should not be merely copied without thought.

6. Responsibility for drafting: When drafting an agreement between two or more parties it is necessary to establish which party will be responsible for producing the first draft. In some common transactions there are conventions:

(a) In conveyancing, the seller’s solicitor will usually prepare the draft contract, whilst the buyer’s solicitor will prepare the draft conveyance or transfer.

(b) In share purchase transactions, normally the purchaser’s solicitor will prepare the agreement and deed of indemnity and, by incorporating various warranties, require disclosure by the vending shareholders.

(c) In a leasehold context, it will be the landlord’s solicitor who will prepare the lease and any licences.

In other matters the parties should agree where the responsibility for the production of the first draft lies.

7. Getting down to drafting: Once your preparation is complete, you can begin to draft. Before drafting substantively, you should prepare a skeleton of the agreement to ensure that you do not omit any material facts or legal points. Where there are complex factual or legal questions, a skeleton will enable you to see the coherent and logical whole at the outset.

8. Appearance, style and content of the draft: Print your draft double-spaced on A4 paper. Leave a generous margin each side, and at the top and bottom. This profligacy in paper will be seen as worthwhile when the ease of making amendments is contrasted with the prospect of amending a document submitted in single spacing.

It is very important that the drafting should be consistent and logical.  Drafting of documents especially agreements should be proper format.

 Checklist of clauses of legal documents:

(a) date;

(b) specifi cation that this is a deed;

(c) names and addresses of everyone signing;

(d) necessary defi nitions;

(e) consideration, payment and receipt;

(f) main agreement;

(g) warranties, conditions, covenants;

(h) boilerplate clauses;

(i) signature clauses;

(j) schedules;

(k) plans.

9. In event of dispute: A good agreement should be watertight to prevent litigation. Even if it is, this is no bar to litigation. Often, the litigation may take place many years after the agreement was negotiated.

To be able to deal with litigation when it occurs, make sure at the time of drafting that your file is in good order. Keep

(a) your first draft and any precedents you used as a basis;

(b) the first word-processed draft;

(c) a draft incorporating your client’s comments;

(d) the draft as submitted to the other side;

(e) the travelling draft with all comments or amendments;

(f) all word-processed versions as redrafted;

(g) the final version as approved by your client; and

(h) a photocopy of the completed document.

10. Use of Grammar and Language: Drafting and legal writing depend on written communication, which relies upon the written word solely to convey meaning. Words written on paper require interpretation and if the interpretation is open to ambiguity there may be potential for dispute. Part of the lawyer’s drafting skill is to ensure the document prepared means what the client has instructed the lawyer to prepare.

11. Engrossment and Completion: The document will come into effect once it has been completely executed and dated. Professional should keep a photocopy on their file for record or make up their engrossment file copy by filling in the date and details of the signatures. A copy should also be sent to the client, especially if the original is to be held elsewhere than by the client. Do not omit to deal with any post-completion matters promptly. These include payment of stamp duty, registration with the appropriate registry, or filing at court. Hence, professional should:

 (a) Carefully proofread the final draft before engrossing.

(b) Ensure that the document is appropriately engrossed and bound.

(c) Be clear about who signs the document when and where.

(d) Keep a copy of the completed document.

To conclude ‘The aim of the legal document is the use of such words and grammar as are necessary to achieve a stated, preconceived goal: to capture the common intention of the parties in a manner enforceable through law.’ This is the essence of  task of professional as a skilled drafter and in striving for clarity or plain English, understanding or originality, style or form;  one must not lose sight of the ultimate objective.”

Just as with any lawyerly skill,  any professional will profit from his experience, gain confidence and find a style and rhythm of his own.

(References: Online legal articles, legal periodicals and books)

 

Mandatory Carbon Reporting for Listed Companies in UK

Large listed companies in the UK will have to publish full details of their greenhouse gas emissions. Britain will be the first country in the world to make it compulsory for listed companies to include emissions data in annual reports. Its an excellent step towards for developing sustainable business and economy as a whole. MCA and SEBI should also consider this.

(Source :http://www.ft.com/cms/s/0/9addd508-babb-11e1-81e0-00144feabdc0.html#axzz21Yil5ALh)

REVISED SCHEDULE VI

 Notification:

Ministry of Corporate Affairs issued the Revised Schedule VI which deals with the new concepts and disclosure requirements, doing way with several statutory disclosure requirements under the Existing Schedule VI of The Companies Act, 1956. It has brought loads of changes from reporting and presentation of financial statements perspective. The Revised  Schedule VI has been developed in the framework of existing non-converged Indian Accounting Standards notified under the Companies (Accounting Standards), Rules 2006. To harmonize the disclosure requirements with the accounting standards and to converge with new reforms, the Ministry of Corporate Affairs vide Notification No. S.O. 447(E), dated 28th February 2011 replaced the existing Schedule VI of the Companies Act, 1956 with the revised one. Governments vide Notification No. F.N. 2/6/2008 – C.L-V dated 30th March 2011 made the revised Schedule VI applicable to all companies for the financial year commencing from 01st April 2011.

 It applied to all companies following Indian GAAP until such companies are required to follow IFRS converged Indian Accounting Standards. The requirements of the Revised Schedule VI however, do not apply to following companies as referred to in the proviso to Section 211 (1) and Section 211 (2) of the Act:

   1.  Any insurance or banking company, or

   2. Any company engaged in the generation or supply of electricity  or

   3.To any other class of company for which a form of Balance Sheet and Profit and Loss account has been specified in or under any other Act governing such class of company.

 The Schedule VI has been revised to capture the globally acceptable presentation principles of corporate financial statements. It is an effort to improve the presentation quality and paving the way for global harmonisation of corporate financial reporting. The Revised Schedule VI does not adopt the international standards on disclosures in financial statements fully; it brings corporate disclosures closer to international practice. It can be considered the effective arm of IFRS.

Salient Features of Revised Schedule VI-Balance Sheet (Excerpts from ICSI Supplement on Revised Schedule VI): 

  1. The Revised Schedule contains General Instructions, Part I – Form of Balance Sheet; General Instructions for Preparation of Balance Sheet, Part II – Form of Statement of Profit and Loss; General Instructions for Preparation of Statement of Profit and Loss.
  2. The Revised Schedule VI has eliminated the concept of ‘schedule’ and such information is now to be furnished in the notes to accounts.
  3. The revised schedule gives prominence to Accounting Standards (AS) i.e. in case of any conflict between the AS and the Schedule, AS shall prevail.
  4. The revised schedule prescribes a vertical format for presentation of balance sheet therefore, no option to prepare the financial statement in horizontal format. It ensures application of uniform format.
  5. All Assets and liabilities classified into current and non-current and presented separately on the face of the Balance Sheet.
  6. Number of shares held by each shareholder holding more than 5% shares now needs to be disclosed.
  7. Details pertaining to aggregate number and class of shares allotted for consideration other than cash, bonus shares and shares bought back will need to be disclosed only for a period of five years immediately preceding the Balance Sheet date.
  8. Any debit balance in the Statement of Profit and Loss will be disclosed under the head “Reserves and surplus.” Earlier, any debit balance in Profit and Loss Account carried forward after deduction from uncommitted reserves was required to be shown as the last item on the asset side of the Balance Sheet.
  9. Specific disclosures are prescribed for Share Application money. The application money not exceeding the capital offered for issuance and to the extent not refundable will be shown separately on the face of the Balance Sheet.
  10. The term “sundry debtors” has been replaced with the term “trade receivables.” ‘Trade receivables’ are defined as dues arising only from goods sold or services rendered in the normal course of business. Hence, amounts due on account of other contractual obligations can no longer be included in the trade receivables.
  11. The Old Schedule VI required separate presentation of debtors outstanding for a period exceeding six months based on date on which the bill/invoice was raised whereas, the Revised Schedule VI requires separate disclosure of “trade receivables outstanding for a period exceeding six months from the date the bill/invoice is due for payment.”
  12. “Capital advances” are specifically required to be presented separately under the head “Loans & advances” rather than including elsewhere.
  13. Tangible assets under lease are required to be separately specified under each class of asset. In the absence of any further clarification, the term “under lease” should be taken to mean assets given on operating lease in the case of lessor and assets held under finance lease in the case of lessee.
  14. In the Old Schedule VI, details of only capital commitments were required to be disclosed. Under the Revised Schedule VI, other commitments also need to be disclosed.

 Key Features of Revised Schedule VI – Statement of Profit and Loss:

  1. The name has been changed to “Statement of Profit and Loss” as against ‘Profit and Loss Account’ as contained in the Old Schedule VI.
  2. Unlike the Old Schedule VI, the Revised Schedule VI lays down a format for the presentation of Statement of Profit and Loss. This format of Statement of Profit and Loss does not mention any appropriation item on its face. Further, the Revised Schedule VI format prescribes such ‘below the line’ adjustments to be presented under “Reserves and Surplus” in the Balance Sheet.
  3. As per revised schedule VI, any item of income or expense which exceeds one per cent of the revenue from operations or Rs.100,000 (earlier 1 % of total revenue or Rs.5,000), whichever is higher, needs to be disclosed separately.
  4. In respect of companies other than finance companies, revenue from operations need to be disclosed separately as revenue from (a) sale of products, (b) sale of services and (c) other operating revenues.
  5. Net exchange gain/loss on foreign currency borrowings to the extent considered as an adjustment to interest cost needs to be disclosed separately as finance cost.
  6. Break-up in terms of quantitative disclosures for significant items of Statement of Profit and Loss, such as raw material consumption, stocks, purchases and sales have been simplified and replaced with the disclosure of “broad heads” only. The broad heads need to be decided based on materiality and presentation of true and fair view of the financial statements.

 Further following critical points are to be considered: 

  1. Format of cash flow statement not prescribed hence companies which are required to present this statement (i.e other than small and medium sized companies) to continue to prepare it as per AS 3, cash flow statements.
  2. Disclosures requirements of various accounting standards also needs to be complied with including compliances required under Sec 22 of MSMED Act 2006 under the Chapter on Delayed Payments to Micro and Small Enterprises.
  3. Disclosures under section 77A, 211, 293A, 293B under The Companies Act, 1956 also needs to be complied with.
  4.  The format of the statement of assets and liabilities required at the end of the half year, is drawn from the pre-revised schedule VI, it will have to be followed as clause 41(V) specifically required that disclosure in balance sheet items in half yearly results shall be in the format in Annex IX drawn from schedule VI of The Companies Act, 1956.
  5. MCA vide its circular dated 5.09.2011 has clarified that the presentation of financial statement for IPO during the financial year 2011-12 may be as per pre-revised Schedule VI.  Hence, Revised Schedule VI will not have any impact on companies going into IPO’s in 2011-2012.  Also suitable notification is required from SEBI to this effect.
  6. The revised schedule gives prominence to Accounting Standards (AS) i.e. in case of any conflict between the AS and the Schedule, AS shall prevail. Earlier the stand was different under the Companies (Accounting Standards) Rules, 2006, that wherever the accounting standards was not in conformity with the law, the law would prevail and financial statements will be prepared accordingly, but in revised schedule VI, not only it gets overridden by AS but also get modified accordingly so it seems  difficult for the corporate to have uniform presentation of Balance Sheet and lot of controversy may arise.
  7. Revised Schedule VI introduced new items i.e (a) in Statement of Profit and loss called “ Adjustments to the carrying amount of investments ,  (b) In presenting the reconciliation for fixed assets as well as Intangible assets, any addition on account of “Business Combination” (as defined as Ind AS-103), (c ) A separate category called “ Intangible assets” comprised of various new intangibles such as brands, mining rights are introduced, (d) Under non current investments, if the value of investments is shown other than cost basis, the basis of valuation is required to shown, (e) Another item  “ Other commitments” is added i.e lease, EPCG duty benefits schemes, etc which will make the financial statements overloaded and readers will have tough time.
  8. There are load of changes , current assets may turn out to non current assets, quick ratios may change, banks will have to reconsidered the corporate ratios again as borrowing from banks are based on a host of ratios calculated both on actual and projected.
  9. The Revised Schedule VI has removed a number of disclosure requirements that were not considered relevant in the present day context. Examples include:  (a)   Disclosures   relating    to    managerial    remuneration and computation of net profits for calculation of commission (This was an essential and critical disclosure. Related Party Disclosures as per AS 18 don’t cover these  details and even these disclosures are covered in the Corporate Governance Report);(b)   Information relating to licensed capacity, installed capacity and actual production;(c)   Information on investments purchased and sold during the year;(d)  Investments, sundry    debtors and   loans   &   advances pertaining to companies under the same management;(e)   Maximum amounts due on account of loans and advances from directors or officers of the company;(f)   Commission, brokerage and non-trade discounts
  10.  Share Application money pending allotment is to be disclosed as separate item on the face of balance sheet. Share Application money not exceeding the issued capital and to the extent not refundable is to be disclosed under this line item and where the amount is in excess of share capital or where minimum subscription requirement is not met, such amount will have to be shown separately under other liabilities.

        Various disclosure requirements relating to Share Application money pending allotment are:

  1. Terms and Conditions.
  2. No. of Shares proposed to be issued.
  3. The amount of premium, if any.
  4. The period before which shares are to be allotted.
  5. Whether the company has sufficient authorised share capital to cover the share capital amount on allotment of shares out of share application money.
  6. Interest accrued on amount due for refund.

  11. Further Long term borrowings shall be classified in detailed sub items as secured and unsecured and nature of security shall be specified separately in each case. Where the loans have been guaranteed by directors or others, the aggregate amount of such loans under each head shall be disclosed. The word “others” used in phrase “Directors or others” would mean any person or entity other than director. Therefore, this is not restricted to mean only related parties.

 12. Two different terms viz: continuing defaults (in case of long terms borrowings) and Defaults (in case of short term borrowings)have been used and should be taken to disclose default as on the date of balance sheet in both the cases. Pursuant to these requirements, details of any default in repayment of loan and interest existing as on the balance sheet date needs to separately disclosed. Any default that had occurred during the year and was subsequently of the year does not need to be disclosed.

Revised Schedule VI no doubt is a welcome step in tune with the changes in the global accounting. But the formats in many areas are not clear and raise many questions regarding presentation of particular items under particular head. There will be loads of different interpretations as addition and substitutions of line items and sub items are required to be disclosed under Provisions of Accounting Standards, Provisions of The Companies Act, 1956 and other various other allied statutory acts, which will lead to different presentation formats by the corporates and eventually, uniformity and standardization which is the intention of the Government may not be achieved. Still lot of clarifications are needed from Government to plug loose ends.

(Sources: Revised Schedule VI,ICAI Guidance note on Revised Schedule VI, ICSI Supplement on Revised Schedule VI and other Online Resources.)

  [contact-form-7 404 "Not Found"]

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Are Independent Directors, a Panacea for Corporate Governance??

What is Corporate Governance?

The Institute of Company Secretaries of India defines Corporate Governance-

“Corporate 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.”

In recent years, corporate governance has received increased attention because of high-profile most talked scandals i.e.  Enron in USA and Satyam in India, involving abuse of corporate power and, in some cases, alleged criminal activity by corporate officers.

Meaning of Independent Director-

A layman’s definition of an Independent Director can be –

A corporate director who has no material relationship with the company in which he or she serves as director.       For example, an independent director cannot be employed or have a family member employed by the company.

Who is an Independent Director?

As per Listing Agreement as per SEBI, an Independent director’ means a non-executive director who –

(a) apart from receiving director’s remuneration, does not have any other material pecuniary relationship or transactions with company, its promoters, its directors, its senior management or its holding company, subsidiaries and associates, which may affect independence of the director.

(b) is not related to promoters or management at the board level or at one level below the Board

(c) Has not been executive of the company in immediately preceding three financial years

(d) is not a partner or an executive or was not partner or an executive during the preceding three years, of any of the following – (i) the statutory audit firm or the internal audit firm that is associated with the company and (ii) the legal firm/s and consulting firm/s and consulting firm/s that have a material association with the entity

(e) is not a material supplier, service provider or customer or a lessor or lessee of the company, which may affect independence of the director and

(f) is not a substantial shareholder of the company, i.e. owning two percent or more of the block of voting shares.

(g) Is not less than 21 years of age.

Independent directors may have a tenure not exceeding a period of nine years on the Board. [This is not a mandatory requirement].

Need of Independent Directors…

  •  To fulfill statutory compliances for appointment of Independent Directors as laid down as per listing agreement and applicable provisions of The Companies Act,1956.
  • To have representatives on the Board who shall watch that the affairs of the company are run in a transparent manner, scrutinize the management performance,oversee that the interest of all its stakeholders (investors, employees, vendors, customers, government and society at large.) are well protected, Resolve the conflicts, Establish best Internal controls and enhance the value of the company.

Changes in concept of Independent Directors as per Companies Bill, 2011

  •  Minimum 1/3rd of the total no. of Directors shall be Independent ; however Central Govt. shall have the power to increase – decrease  such minimum no. of independent directors in any public  company .
  • Independent Director shall be appointed by the company from the data bank of independent directors  as maintained by the CG and put on their website for the use of the companies making appointment of such independent directors.
  • Any resolution passed in the absence of the independent director shall be final only on ratification of such resolution by at least one independent director.
  • Audit committee shall consist of minimum three Independent Directors.
  • Schedule IV prescribes the code of independent directors.

Are Independent Directors (ID) truly Independent?

  1. Most of the ID  joined the companies due to their friendly relationship with promoters. So there will be rare dissent in the Board room.
  2. Policy makers have prescribed the criteria of “Independence”. No criteria as of possession of knowledge and expertise is prescribed for appointment of Independent Director. So How can we expect a Graduate or even undergraduate though “Independent” to audit the state of affairs of the company?
  3. ID do not have any means of verifying the information provided to them by the management of the company.
  4. Most of the times, IDs are not aware of what they are supposed to do in the Board Room.
  5. Every Meeting of Board and Committee fetches Rs.20000/- sitting fees and even 1 percent of Net Profit is permissible by Law for distribution among IDs and they can also fetch remuneration by presenting them on board of subsidiaries. So the entire remuneration structure of IDs are controlled and managed by the Board of Directors basically promoters, so there can be no dissent in Board room or they will shown the doors. There is pecuniary relationship between IDs and Management.
  6. IDs served on Boards of 15 companies as permissible under the Act and normally they attend 4 to 6 meeting in the year of each company and some times committee meetings are there on same day of Board Meeting. So they are unable to devote quality time.
  7. No women power on Board. Ratio is just 2-5 percent.
  8. There are poor board practices. Voluminous agendas of Meetings are circulated to all directors at shorter notice and critical items are placed at the end so that no time is there for directors to discuss the matter in details and even minutes are circulated late according to will of promoters.
  9. If IDs resigns or dies, there is no succession plan, no time limit is prescribed by the Act to appoint new ID except as per SEBI, it is 180 days which is also too long.

My Suggestions for Making role of Independent Directors(ID) More Effective..

 1. Appointment of Independent Directors should be made by the reputed agencies rather than Board or Shareholders and remuneration should also be paid by these independent agencies to them.

2.  Policy Makers should prescribe criteria for appointment and selection of ID not only on basis of “Independence” but knowledge of specifics, good track record, good business reputation, experience and expertise.

3. Proper Protocol or framework/Agendas should be drafted for IDs by the Policy Makers in the areas of Risk Management, Annual Budgeting, Significant transactions of non recurring nature, cash management, recruitment/attrition of below board level employees, Default in any of financial obligations, All statutory compliances and defaults, Funding options and HR Management Initiatives.

4. Indemnification Policies should be prescribed by the Policy Makers for IDs serving on Board of Companies.

5. Sharing in Profits by IDs should be banned as it in USA and UK as it will decrease the dependence. Cap on overall remuneration drawn by IDs should be fixed.

6.  Certain minimum age i.e 35 years and maximum age i.e 65 years should be prescribed to ensure the proper vigilance.

7.  Profiles of proposed IDs to be appointed by the company should be placed at its website for stakeholders comments.

8. The definition of “Relatives” as per The Companies Act,1956 should be expanded to cover Mother’s Side and Wife side relatives and also to cover more relatives.

9. Provisions of Quorum of Meetings should be amended under the Act, so as to include compulsory presence of at least 50 percent of Independent Directors in the Meetings.

10.Proper Budget should be given to the IDs by the Company for appointment of outside legal experts, consultants who can guide them individually in case of conflict of Interests.

11. Self Regulation instead of enhanced and mandatory regulations should be promoted by the Policy Makers i.e in form of mandatory ethical code, reputation pressure.

What you say??

( References: 1. The Naked Truth about Independent Directors by Prithvi Haldea,  2. Online reports and publications on ID’s and Corporate Governance.)

RBI Updates!!!

1. RBI circular on payment of cheque vide RBI/2011-12/288:

It is the usual practice   among the bankers to make payment of   only    such   cheques and drafts as are presented for payment within a period of 6 months from the date of instrument due to which some persons are taking undue advantage of circulating such instruments in the market like cash for 6 months. Hence, in public   interest  and  in  the  interest   of   banking   policy   RBI   has   reduced   the period  within which  cheques/drafts/payorders/bankers cheques are presented from 6 months to 3 months from the date of such instrument w.e.f 1.04.2012.

2.RBI circular on Issue of Demand Drafts for Rs.20000/- and above vide RBI/2011-2012/250: 

Demand Drafts of Rs. 20000/- and above shall be issued invariably with account payee crossing.

Prosecution of Directors – General Circular No. 08/2011, Dated the 25th March, 2011

Excerpts of General Circular No. 08/2011, Dated the 25th March, 2011  To,

All Regional Directors,

All Registrars of Companies,

All Official Liquidators.

Sub: Prosecution of Directors – Regarding

Sir,

Penal actions for defaults committed under the Companies Act, 1956 are either to be taken against an “officer in default” or a “director(s)” or “persons” as provided in the relevant penal provisions of the Act. Section 5 of the Companies Act, 1956, defines officer in default and the Directors are also liable for compliance of various provisions of the Act.

2.         It is noticed that penal actions are also initiated against certain Directors who are
not charge with the responsibility, particularly in following cases : –

(a)     For listed companies Securities and Exchange Board of India (SEBI) requires nomination of certain Directors designated as Independent Directors.

(b)     For public sector undertakings, respective Government nominates Directors on behalf of the respective Government.

(c)     Various public sector financial institutions having participation in equity of a company also nominate Directors to the Board of such companies.

(d)     Directors nominated by the Government u/s 408 of the Companies Act, 1956.

In supersession of all earlier circulars, it is clarified that Registrar of Companies should take extra care in examining the cases where above Directors are also identified as Officer in default. No such Directors as indicated above shall be held liable for any act of omission or commission by the company or by any officers of the company which constitute a breach or violation of any provision of the Companies Act, 1956, and which occurred without his knowledge attributable through Board process and without his consent or connivance or where he has acted diligently in the Board process. The Board process includes meeting of any committee of the Board and any information which the Director was authorised to receive as Director of the Board as per the decision of the Board.

3. It is further clarified that before taking penal action under the Companies Act, 1956 against the Directors the following compliances should be verified by Registrar of Companies: –

(a) A director resigns and the company does not file Form 32 as required in terms of Section 302(2) of the Act. In case, the director concerned has informed/endorsed a copy of his resignation to the Registrar of Companies, the Registrar should enquire into such cases and try to find out whether such director has actually resigned or not.

(b) In case the status of a director, i.e. whether he is a nominee director or not, is not reflected in the Annual Return or other documents of the company, available with Registrar, the same should be cross checked with the Annual Report filed by the company;

(c)  The timing of the commission of offence is also material to identify the director’s responsibility; and Form 1AB should also be checked in case any person has been charged by the Board under Section 5(f) with the responsibility of complying with some particular provision or in case any director has been specified by the Board under Section 5(g) of the Act.

(d) Special Directors appointed by BIFR under section 16 (6)(b) of SICA 1985, shall not incur any obligation or liability for anything done or omitted to be done in good faith and in discharge of duties. Hence they shall be excluded in the list of officers in default

4.       For default u/s 209(5), 209(6), 211 and 212 of the Act, the following persons shall be the ‘officers in default for the purpose of prosecution under these provisions :-

(a)                 Where there is a Managing Director or Manager, the Managing Director or the Manager as the case may be and in addition, the Company Secretary appointed u/s 383A or the person who has been charged with work of maintenance and preparation of Annual Accounts in compliance with aforesaid provisions.

(b)                 Where there is no Managing Director or Manager, every director and the Company Secretary appointed u/s 383A of the Act .

(c)            Any persons amongst officers and employees other than Managing Director/Manager/Directors who has been charged by the Managing Director/Manger or Board of Directors with specific responsibility of complying with aforesaid provisions, in addition to Managing Director/Manager/Board of Directors as the case may be.

(d)              Directors including Non-Executive Directors, officers and employees not connected with responsibility with the above provisions should not be arrayed as delinquent directors.

(e)            While considering the non-executive directors for including in the list of officers in default for a particular violation of the Companies Act, it should be examined whether the violation has taken place with his knowledge attributable through board process, with his consent or connivance and whether he acted diligently or not.

(f)              Where prosecution is required to be filed against any Government company, its directors/officers and Member of Parliament and Member of Legislator under the Companies Act, 1956, Registrar of Companies should seek prior authorization of Central Government in terms of Section 621 of the Act

5. There should be proper application of mind on the part of Registrar of Companies in deciding whether a person to be implicated is an ‘officer in default’ by examining the Annual Return, Form 32(s) and DIN database available in the Registry. The guidelines issued herein above should be applied and wrongful prosecution should be avoided. Wherever the Registrar of Companies have doubt as to whether director/officer can be held liable after applying the above parameters, they should refer to Regional Director, who shall guide Registrar of Companies in the matter.

6. All cases which are pending against Directors of companies above must be relooked at, based on these parameters and a report must be sent by each Regional Director with specific recommendation in case the proceedings are proposed to be discontinued.

Yours faithfully

(Seema Rath)

Asstt Director

Tel. No. 23387263

Delegation of powers of Central Government to Regional Directors and Registrar of Companies.

Ministry of Corporate Affairs [MCA], Government of India, has on, 17 March 2011, superseded its earlier notifications delegating certain powers and functions of the Central Government under the Companies Act, 1956 [the Act] to the Regional Directors [RDs] and Registrar of Companies [ROC]. As per the revised notifications, following are the significant changes:

 Earlier, the grant of license for formation of a company which intends to apply its profits or other income in promoting its objects (i.e. objects of promoting commerce, art, science, religion, charity or any other useful object) and prohibits payment of any dividend to its members [popularly known as section 25 company] was delegated to the RD. Now, such powers to grant license under section 25 has been delegated to the ROC.

There is no other change in the list of delegation of powers and functions to RD and ROC. The proposals are one of many being implemented to streamline the existing Company law procedures and remove the redundant provisions. The aforesaid change is likely to reduce the time for incorporation of a section 25 company.

Source: Notification No. F. No. 5/7/201 1-C.L-V dated March 17, 2011, Notification No. F. No. 9/1/201 1-C.L-V dated March 1 7, 2011 and Notification No. F. No. 5/7/2011-C.L-V dated March 17, 2011.

 

Replacing of Existing Schedule VI of The Companies Act,1956 by new Schedule VI w.e.f 1.04.2011

NOTIFICATION NO. S.O. 447(E), DATED 28-2-2011
[AS AMENDED BY NOTIFICATION NO. F.NO. 2/6/2008-CL-V, DATED 30-3-2011]

Whereas the Central Government in consultation with the National Advisory Committee on Accounting Standards framed the Companies (Accounting Standards), Rules, 2006 vide G.S.R. No. 739(E), dated the 7th December, 2006 and was subsequently amended vide notification numbering (i) G.S.R. 212(E), dated the 27th March, 2008 (ii) G.S.R. 225(E), dated the 31st March, 2009, in exercise of the powers conferred by clause (a) of sub-section (1) of section 642, read with sub-section (1) of section 210A and sub-section (3C) of section 211 of the Companies Act, 1956 (1 of 1956);

Now, therefore, in exercise of the powers conferred by sub-section (1) of section 641 of the Companies Act, 1956 (1 of 1956), the Central Government hereby replace the existing Schedule VI to the said Act by the following Schedule VI, namely :-

“SCHEDULE VI

(See section 211)

GENERAL INSTRUCTIONS FOR PREPARATION OF BALANCE SHEET AND STATEMENT OF PROFIT AND LOSS OF A COMPANY IN ADDITION TO THE NOTES INCORPORATED ABOVE THE HEADING OF BALANCE SHEET UNDER

GENERAL INSTRUCTIONS

1. Where compliance with the requirements of the Act including Accounting Standards as applicable to the companies require any change in treatment or disclosure including addition, amendment, substitution or deletion in the head/sub-head or any changes inter se, in the financial statements or statements forming part thereof, the same shall be made and the requirements of the Schedule VI shall stand modified accordingly.

2. The disclosure requirements specified in Part I and Part II of this Schedule are in addition to and not in substitution of the disclosure requirements specified in the Accounting Standards prescribed under the Companies Act, 1956. Additional disclosures specified in the Accounting Standards shall be made in the notes to accounts or by way of additional statement unless required to be disclosed on the face of the Financial Statements. Similarly, all other disclosures as required by the Companies Act shall be made in the notes to accounts in addition to the requirements set out in this Schedule.

3. Notes to accounts shall contain information in addition to that presented in the Financial Statements and shall provide where required (a) narrative descriptions or disaggregations of items recognized in those statements and (b) information about items that do not qualify for recognition in those statements.

Each item on the face of the Balance Sheet and Statement of Profit and Loss shall be cross-referenced to any related information in the notes to accounts. In preparing the Financial Statements including the notes to accounts, a balance shall be maintained between providing excessive detail that may not assist users of financial statements and not providing important information as a result of too much aggregation.

4. Depending upon the turnover of the company, the figures appearing in the Financial Statements may be rounded off as below:

Turnover Rounding off
(i) less than one hundred crore rupees To the nearest hundreds, thousands, lakhs or millions, or decimals thereof.
(ii) one hundred crore rupees or more To the nearest, lakhs, millions or crores, or decimals thereof.

Once a unit of measurement is used, it should be used uniformly in the Financial Statements.

5. Except in the case of the first Financial Statements laid before the Company (after its incorporation) the corresponding amounts (comparatives) for the immediately preceding reporting period for all items shown in the Financial Statements including notes shall also be given.

6. For the purpose of this Schedule, the terms used herein shall be as per the applicable Accounting Standards.

Notes

This part of Schedule sets out the minimum requirements for disclosure on the face of the Balance Sheet, and the Statement of Profit and Loss (hereinafter referred to as “Financial Statements” for the purpose of this Schedule) and Notes. Line items, sub-line items and sub-totals shall be presented as an addition or substitution on the face of the Financial Statements when such presentation is relevant to an understanding of the company’s financial position or performance or to cater to industry/sector-specific disclosure requirements or when required for compliance with the amendments to the Companies Act or under the Accounting Standards.

PART I – Form of BALANCE SHEET

Name of the Company…………………….

Balance Sheet as at ………………………

(Rupees in…………)
Particulars Note No. Figures as at the end of current reporting period Figures as at the end of the previous reporting period
1 2 3 4
I. EQUITY AND LIABILITIES
(1) Shareholders’ funds
(a) Share capital
(b) Reserves and surplus
(c) Money received against share warrants
(2) Share application money pending allotment
(3) Non-current liabilities
(a) Long-term borrowings
(b) Deferred tax liabilities (Net)
(c) Other Long term liabilities
(d) Long-term provisions
(4) Current liabilities
(a) Short-term borrowings
(b) Trade payables
(c) Other current liabilities
(d) Short-term provisions
TOTAL
II. ASSETS
Non-current assets
(1) (a) Fixed assets
(i) Tangible assets
(ii) Intangible assets
(iii) Capital work-in-progress
(iv) Intangible assets under development
(b) Non-current investments
(c) Deferred tax assets (net)
(d) Long-term loans and advances
(e) Other non-current assets
(2)
Current assets
(a) Current investments
(b) Inventories
(c) Trade receivables
(d) Cash and cash equivalents
(e) Short-term loans and advances
(f) Other current assets
TOTAL

See accompanying notes to the financial statements

Notes

GENERAL INSTRUCTIONS FOR PREPARATION OF BALANCE SHEET

1. An asset shall be classified as current when it satisfies any of the following criteria:

(a) it is expected to be realized in, or is intended for sale or consumption in, the company’s normal operating cycle;

(b) it is held primarily for the purpose of being traded;

(c) it is expected to be realized within twelve months after the reporting date; or

(d) it is cash or cash equivalent unless it is restricted from being exchanged or used to settle a liability for at least twelve months after the reporting date.

All other assets shall be classified as non-current.

2. An operating cycle is the time between the acquisition of assets for processing and their realization in cash or cash equivalents. Where the normal operating cycle cannot be identified, it is assumed to have a duration of 12 months.

3. A liability shall be classified as current when it satisfies any of the following criteria:

(a) it is expected to be settled in the company’s normal operating cycle;

(b) it is held primarily for the purpose of being traded;

(c) it is due to be settled within twelve months after the reporting date; or

(d) the company does not have an unconditional right to defer settlement of the liability for at least twelve months after the reporting date. Terms of a liability that could, at the option of the counterparty, result in its settlement by the issue of equity instruments do not affect its classification.

All other liabilities shall be classified as non-current.

4. A receivable shall be classified as a `trade receivable’ if it is in respect of the amount due on account of goods sold or services rendered in the normal course of business.

5. A payable shall be classified as a `trade payable’ if it is in respect of the amount due on account of goods purchased or services received in the normal course of business.

6. A company shall disclose the following in the notes to accounts:

A. Share Capital

for each class of share capital (different classes of preference shares to be treated separately):

(a) the number and amount of shares authorized;

(b) the number of shares issued, subscribed and fully paid, and subscribed but not fully paid;

(c) par value per share;

(d) a reconciliation of the number of shares outstanding at the beginning and at the end of the reporting period;

(e) the rights, preferences and restrictions attaching to each class of shares including restrictions on the distribution of dividends and the repayment of capital;

(f) shares in respect of each class in the company held by its holding company or its ultimate holding company including shares held by or by subsidiaries or associates of the holding company or the ultimate holding company in aggregate;

(g) shares in the company held by each shareholder holding more than 5 per cent shares specifying the number of shares held;

(h) shares reserved for issue under options and contracts/commitments for the sale of shares/disinvestment, including the terms and amounts;

(i) for the period of five years immediately preceding the date as at which the Balance Sheet is prepared:

n Aggregate number and class of shares allotted as fully paid up pursuant to contract(s) without payment being received in cash.

n Aggregate number and class of shares allotted as fully paid up by way of bonus shares.

n Aggregate number and class of shares bought back.

(j) terms of any securities convertible into equity/preference shares issued along with the earliest date of conversion in descending order starting from the farthest such date.

(k) calls unpaid (showing aggregate value of calls unpaid by directors and officers)

(l) forfeited shares (amount originally paid up)

B. Reserves and Surplus

(i) Reserves and Surplus shall be classified as:

(a) Capital Reserves ;

(b) Capital Redemption Reserve;

(c) Securities Premium Reserve;

(d) Debenture Redemption Reserve;

(e) Revaluation Reserve;

(f) Share Options Outstanding Account;

(g) Other Reserves – (specify the nature and purpose of each reserve and the amount in respect thereof);

(h) Surplus i.e. balance in Statement of Profit & Loss disclosing allocations and appropriations such as dividend, bonus shares and transfer to/from reserves etc.

(Additions and deductions since last balance sheet to be shown under each of the specified heads)

(ii) A reserve specifically represented by earmarked investments shall be termed as a `fund’.

(iii) Debit balance of statement of profit and loss shall be shown as a negative figure under the head `Surplus’. Similarly, the balance of `Reserves and Surplus’, after adjusting negative balance of surplus, if any, shall be shown under the head `Reserves and Surplus’ even if the resulting figure is in the negative.

C. Long-Term Borrowings

(i) Longterm borrowings shall be classified as:

(a) Bonds/debentures.

(b) Term loan

n from banks.

n from other parties.

(c) Deferred payment liabilities.

(d) Deposits.

(e) Loans and advances from related parties.

(f) Long-term maturities of finance lease obligations.

(g) Other loans and advances (specify nature).

(ii) Borrowings shall further be sub-classified as secured and unsecured. Nature of security shall be specified separately in each case.

(iii) Where loans have been guaranteed by directors or others, the aggregate amount of such loans under each head shall be disclosed.

(iv) Bonds/debentures (along with the rate of interest and particulars of redemption or conversion, as the case may be) shall be stated in descending order of maturity or conversion, starting from farthest redemption or conversion date, as the case may be. Where bonds/debentures are redeemable by instalments, the date of maturity for this purpose must be reckoned as the date on which the first instalment becomes due.

(v) Particulars of any redeemed bonds/ debentures which the company has power to reissue shall be disclosed.

(vi) Terms of repayment of term loans and other loans shall be stated.

(vii) Period and amount of continuing default as on the balance sheet date in repayment of loans and interest, shall be specified separately in each case.

D. Other Long-term Liabilities

Other Long-term Liabilities shall be classified as:

(a) Trade payables

(b) Others

E. Long-term provisions

The amounts shall be classified as:

(a) Provision for employee benefits.

(b) Others (specify nature).

F. Short-term borrowings

(i) Short-term borrowings shall be classified as:

(a) Loans repayable on demand

n from banks.

n from other parties.

(b) Loans and advances from related parties.

(c) Deposits.

(d) Other loans and advances (specify nature).

(ii) Borrowings shall further be sub-classified as secured and unsecured. Nature of security shall be specified separately in each case.

(iii) Where loans have been guaranteed by directors or others, the aggregate amount of such loans under each head shall be disclosed.

(iv) Period and amount of default as on the balance sheet date in repayment of loans and interest, shall be specified separately in each case.

G. Other current liabilities

The amounts shall be classified as:

(a) Current maturities of long-term debt;

(b) Current maturities of finance lease obligations;

(c) Interest accrued but not due on borrowings;

(d) Interest accrued and due on borrowings;

(e) Income received in advance;

(f) Unpaid dividends;

(g) Application money received for allotment of securities and due for refund and interest accrued thereon. Share application money includes advances towards allotment of share capital. The terms and conditions including the number of shares proposed to be issued, the amount of premium, if any, and the period before which shares shall be allotted shall be disclosed. It shall also be disclosed whether the company has sufficient authorized capital to cover the share capital amount resulting from allotment of shares out of such share application money. Further, the period for which the share application money has been pending beyond the period for allotment as mentioned in the document inviting application for shares along with the reason for such share application money being pending shall be disclosed. Share application money not exceeding the issued capital and to the extent not refundable shall be shown under the head Equity and share application money to the extent refundable i.e., the amount in excess of subscription or in case the requirements of minimum subscription are not met, shall be separately shown under `Óther current liabilities’;

(h) Unpaid matured deposits and interest accrued thereon;

(i) Unpaid matured debentures and interest accrued thereon;

(j) Other payables (specify nature).

H. Short-term provisions

The amounts shall be classified as:

(a) Provision for employee benefits.

(b) Others (specify nature).

I. Tangible assets

(i) Classification shall be given as:

(a) Land.

(b) Buildings.

(c) Plant and Equipment.

(d) Furniture and Fixtures.

(e) Vehicles.

(f) Office equipment.

(g) Others (specify nature).

(ii) Assets under lease shall be separately specified under each class of asset.

(iii) A reconciliation of the gross and net carrying amounts of each class of assets at the beginning and end of the reporting period showing additions, disposals, acquisitions through business combinations and other adjustments and the related depreciation and impairment losses/reversals shall be disclosed separately.

(iv) Where sums have been written off on a reduction of capital or revaluation of assets or where sums have been added on revaluation of assets, every balance sheet subsequent to date of such write-off, or addition shall show the reduced or increased figures as applicable and shall by way of a note also show the amount of the reduction or increase as applicable together with the date thereof for the first five years subsequent to the date of such reduction or increase.

J. Intangible assets

(i) Classification shall be given as:

(a) Goodwill.

(b) Brands /trademarks.

(c) Computer software.

(d) Mastheads and publishing titles.

(e) Mining rights.

(f) Copyrights, and patents and other intellectual property rights, services and operating rights.

(g) Recipes, formulae, models, designs and prototypes.

(h) Licenses and franchise.

(i) Others (specify nature).

(ii) A reconciliation of the gross and net carrying amounts of each class of assets at the beginning and end of the reporting period showing additions, disposals, acquisitions through business combinations and other adjustments and the related amortization and impairment losses/reversals shall be disclosed separately.

(iii) Where sums have been written off on a reduction of capital or revaluation of assets or where sums have been added on revaluation of assets, every balance sheet subsequent to date of such write-off, or addition shall show the reduced or increased figures as applicable and shall by way of a note also show the amount of the reduction or increase as applicable together with the date thereof for the first five years subsequent to the date of such reduction or increase.

K. Non-current investments

(i) Non-current investments shall be classified as trade investments and other investments and further classified as:

(a) Investment property;

(b) Investments in Equity Instruments;

(c) Investments in preference shares;

(d) Investments in Government or trust securities;

(e) Investments in debentures or bonds;

(f) Investments in Mutual Funds;

(g) Investments in partnership firms;

(h) Other non-current investments (specify nature).

Under each classification, details shall be given of names of the bodies corporate (indicating separately whether such bodies are (i) subsidiaries, (ii) associates, (iii) joint ventures, or (iv) controlled special purpose entities) in whom investments have been made and the nature and extent of the investment so made in each such body corporate (showing separately investments which are partly-paid). In regard to investments in the capital of partnership firms, the names of the firms (with the names of all their partners, total capital and the shares of each partner) shall be given.

(ii) Investments carried at other than at cost should be separately stated specifying the basis for valuation thereof.

(iii) The following shall also be disclosed:

(a) Aggregate amount of quoted investments and market value thereof;

(b) Aggregate amount of unquoted investments;

(c) Aggregate provision for diminution in value of investments

L. Long-term loans and advances

(i) Long-term loans and advances shall be classified as:

(a) Capital Advances;

(b) Security Deposits;

(c) Loans and advances to related parties (giving details thereof);

(d) Other loans and advances (specify nature).

(ii) The above shall also be separately sub-classified as:

(a) Secured, considered good;

(b) Unsecured, considered good;

(c) Doubtful.

(iii) Allowance for bad and doubtful loans and advances shall be disclosed under the relevant heads separately.

(iv) Loans and advances due by directors or other officers of the company or any of them either severally or jointly with any other persons or amounts due by firms or private companies respectively in which any director is a partner or a director or a member should be separately stated.

M. Other non-current assets

Other non-current assets shall be classified as:

(i) Long-term Trade Receivables (including trade receivables on deferred credit terms);

(ii) Others (specify nature);

(iii) Long-term Trade Receivables, shall be sub-classified as:

(i) (a) Secured, considered good;

(b) Unsecured considered good;

(c) Doubtful

(ii) Allowance for bad and doubtful debts shall be disclosed under the relevant heads separately.

(iii) Debts due by directors or other officers of the company or any of them either severally or jointly with any other person or debts due by firms or private companies respectively in which any director is a partner or a director or a member should be separately stated.

N. Current Investments

(i) Current investments shall be classified as:

(a) Investments in Equity Instruments;

(b) Investment in Preference Shares;

(c) Investments in government or trust securities;

(d) Investments in debentures or bonds;

(e) Investments in Mutual Funds;

(f) Investments in partnership firms;

(g) Other investments (specify nature).

Under each classification, details shall be given of names of the bodies corporate (indicating separately whether such bodies are (i) subsidiaries, (ii) associates, (iii) joint ventures, or (iv) controlled special purpose entities) in whom investments have been made and the nature and extent of the investment so made in each such body corporate (showing separately investments which are partly-paid). In regard to investments in the capital of partnership firms, the names of the firms (with the names of all their partners, total capital and the shares of each partner) shall be given.

(ii) The following shall also be disclosed:

(a) The basis of valuation of individual investments;

(b) Aggregate amount of quoted investments and market value thereof;

(c) Aggregate amount of unquoted investments;

(d) Aggregate provision made for diminution in value of investments.

O. Inventories

(i) Inventories shall be classified as:

(a) Raw materials;

(b) Work-in-progress;

(c) Finished goods;

(d) Stock-in-trade (in respect of goods acquired for trading);

(e) Stores and spares;

(f) Loose tools;

(g) Others (specify nature).

(ii) Goods-in-transit shall be disclosed under the relevant sub-head of inventories.

(iii) Mode of valuation shall be stated.

P. Trade Receivables

(i) Aggregate amount of Trade Receivables outstanding for a period exceeding six months from the date they are due for payment should be separately stated.

(ii) Trade receivables shall be sub-classified as:

(a) Secured, considered good;

(b) Unsecured, considered good;

(c) Doubtful.

(iii) Allowance for bad and doubtful debts shall be disclosed under the relevant heads separately.

(iv) Debts due by directors or other officers of the company or any of them either severally or jointly with any other person or debts due by firms or private companies respectively in which any director is a partner or a director or a member should be separately stated.

Q. Cash and cash equivalents

(i) Cash and cash equivalents shall be classified as:

(a) Balances with banks;

(b) Cheques, drafts on hand;

(c) Cash on hand;

(d) Others (specify nature).

(ii) Earmarked balances with banks (for example, for unpaid dividend) shall be separately stated.

(iii) Balances with banks to the extent held as margin money or security against the borrowings, guarantees, other commitments shall be disclosed separately.

(iv) Repatriation restrictions, if any, in respect of cash and bank balances shall be separately stated.

(v) Bank deposits with more than 12 months maturity shall be disclosed separately.

R. Short-term loans and advances

(i) Short-term loans and advances shall be classified as:

(a) Loans and advances to related parties (giving details thereof);

(b) Others (specify nature).

(ii) The above shall also be sub-classified as:

(a) Secured, considered good;

(b) Unsecured, considered good;

(c) Doubtful.

(iii) Allowance for bad and doubtful loans and advances shall be disclosed under the relevant heads separately.

(iv) Loans and advances due by directors or other officers of the company or any of them either severally or jointly with any other person or amounts due by firms or private companies respectively in which any director is a partner or a director or a member shall be separately stated.

S. Other current assets (specify nature).

This is an all-inclusive heading, which incorporates current assets that do not fit into any other asset categories.

T. Contingent liabilities and commitments

(to the extent not provided for)

(i) Contingent liabilities shall be classified as:

(a) Claims against the company not acknowledged as debt;

(b) Guarantees;

(c) Other money for which the company is contingently liable

(ii) Commitments shall be classified as:

(a) Estimated amount of contracts remaining to be executed on capital account and not provided for;

(b) Uncalled liability on shares and other investments partly paid;

(c) Other commitments (specify nature).

U. The amount of dividends proposed to be distributed to equity and preference shareholders for the period and the related amount per share shall be disclosed separately. Arrears of fixed cumulative dividends on preference shares shall also be disclosed separately.

V. Where in respect of an issue of securities made for a specific purpose, the whole or part of the amount has not been used for the specific purpose at the balance sheet date, there shall be indicated by way of note how such unutilized amounts have been used or invested.

W. If, in the opinion of the Board, any of the assets other than fixed assets and non-current investments do not have a value on realization in the ordinary course of business at least equal to the amount at which they are stated, the fact that the Board is of that opinion, shall be stated.

PART II – Form of STATEMENT OF PROFIT AND LOSS

Name of the Company…………………….

Profit and loss statement for the year ended ………………………

(Rupees in…………)
Particulars Note No. Figures for the current reporting period Figures for the previous reporting period
I. Revenue from operations xxx xxx
II. Other income xxx xxx
III. Total Revenue (I + II) xxx xxx
IV. Expenses:
Cost of materials consumed xxx xxx
Purchases of Stock-in-Trade xxx xxx
Changes in inventories of finished goods work-in-progress and Stock-in-Trade xxx xxx
Employee benefits expense
Finance costs
Depreciation and amortization expense
Other expenses
Total expenses xxx xxx
V. Profit before exceptional and extraordinary items and tax (III-IV) xxx xxx
VI. Exceptional items xxx xxx
VII. Profit before extraordinary items and tax (V – VI) xxx xxx
VIII. Extraordinary Items xxx xxx
IX. Profit before tax (VII- VIII) xxx xxx
X Tax expense:
(1) Current tax xxx xxx
(2) Deferred tax xxx xxx
XI Profit (Loss) for the period from continuing operations (VII-VIII) xxx xxx
XII Profit/(loss) from discontinuing operations xxx xxx
XIII Tax expense of discontinuing operations xxx xxx
XIV Profit/(loss) from Discontinuing operations (after tax) (XII-XIII) xxx xxx
XV Profit (Loss) for the period (XI + XIV) xxx xxx
XVI Earnings per equity share:
(1) Basic xxx xxx
(2) Diluted xxx xxx

See accompanying notes to the financial statements

GENERAL INSTRUCTIONS FOR PREPARATION OF STATEMENT OF PROFIT AND LOSS

1.The provisions of this Part shall apply to the income and expenditure account referred to in sub-section (2) of section 210 of the Act, in like manner as they apply to a statement of profit and loss.

2.(A) In respect of a company other than a finance company revenue from operations shall disclose separately in the notes revenue from

(a) sale of products;

(b) sale of services;

(c) other operating revenues;

Less:

(d) Excise duty.

(B) In respect of a finance company, revenue from operations shall include revenue from

(a) Interest; and

(b) Other financial services

Revenue under each of the above heads shall be disclosed separately by way of notes to accounts to the extent applicable.

3.Finance Costs

Finance costs shall be classified as:

(a) Interest expense;

(b) Other borrowing costs;

(c) Applicable net gain/loss on foreign currency transactions and translation.

4. Other income

Other income shall be classified as:

(a) Interest Income (in case of a company other than a finance company);

(b) Dividend Income;

(c) Net gain/loss on sale of investments

(d) Other non-operating income (net of expenses directly attributable to such income).

5.Additional Information

A Company shall disclose by way of notes additional information regarding aggregate expenditure and income on the following items:-

(i) (a)Employee Benefits Expense [showing separately (i) salaries and wages, (ii) contribution to provident and other funds, (iii) expense on Employee Stock Option Scheme (ESOP) and Employee Stock Purchase Plan (ESPP), (iv) staff welfare expenses].

(b) Depreciation and amortization expense;

(c) Any item of income or expenditure which exceeds one per cent of the revenue from operations or Rs.1,00,000, whichever is higher;

(d) Interest Income;

(e) Interest Expense;

(f) Dividend Income;

(g) Net gain/ loss on sale of investments;

(h) Adjustments to the carrying amount of investments;

(i) Net gain or loss on foreign currency transaction and translation (other than considered as finance cost);

(j) Payments to the auditor as (a) auditor, (b) for taxation matters, (c) for company law matters, (d) for management services, (e) for other services, (f) for reimbursement of expenses;

(k) Details of items of exceptional and extraordinary nature;

(l) Prior period items;

(i) (a) In the case of manufacturing companies,-

(1) Raw materials under broad heads.

(2) goods purchased under broad heads.

(b) In the case of trading companies, purchases in respect of goods traded in by the company under broad heads.

(c) In the case of companies rendering or supplying services, gross income derived form services rendered or supplied under broad heads.

(d) In the case of a company, which falls under more than one of the categories mentioned in (a), (b) and (c) above, it shall be sufficient compliance with the requirements herein if purchases, sales and consumption of raw material and the gross income from services rendered is shown under broad heads.

(e) In the case of other companies, gross income derived under broad heads.

(ii) In the case of all concerns having works-in-progress, works-in-progress under broad heads.

(iii) (a) The aggregate, if material, of any amounts set aside or proposed to be set aside, to reserve, but not including provisions made to meet any specific liability, contingency or commitment known to exist at the date as to which the balance-sheet is made up.

(b) The aggregate, if material, of any amounts withdrawn from such reserves.

(iv) (a) The aggregate, if material, of the amounts set aside to provisions made for meeting specific liabilities, contingencies or commitments.

(b) The aggregate, if material, of the amounts withdrawn from such provisions, as no longer required.

(v) Expenditure incurred on each of the following items, separately for each item:-

(a) Consumption of stores and spare parts.

(b) Power and fuel.

(c) Rent.

(d) Repairs to buildings.

(e) Repairs to machinery.

(f) Insurance .

(g) Rates and taxes, excluding, taxes on income.

(h) Miscellaneous expenses.

(vi) (a) Dividends from subsidiary companies.

(b) Provisions for losses of subsidiary companies.

(vii) The profit and loss account shall also contain by way of a note the following information, namely:-

(a) Value of imports calculated on C.I.F. basis by the company during the financial year in respect of –

I. Raw materials;

II. Components and spare parts;

III. Capital goods;

(b) Expenditure in foreign currency during the financial year on account of royalty, know-how, professional and consultation fees, interest, and other matters;

(c) Total value if all imported raw materials, spare parts and components consumed during the financial year and the total value of all indigenous raw materials, spare parts and components similarly consumed and the percentage of each to the total consumption;

(d) The amount remitted during the year in foreign currencies on account of dividends with a specific mention of the total number of non-resident shareholders, the total number of shares held by them on which the dividends were due and the year to which the dividends related;

(e) Earnings in foreign exchange classified under the following heads, namely:-

I. Export of goods calculated on F.O.B. basis;

II. Royalty, know-how, professional and consultation fees;

III. Interest and dividend;

IV. Other income, indicating the nature thereof

Note:-Broad heads shall be decided taking into account the concept of materiality and presentation of true and fair view of financial statements,”.

2. This notification shall come into force for the Balance Sheet and Profit and Loss Account to be prepared for the financial year commencing on or after 1-4-2011

A Welcome Move?

The Press Release issued by Ministry of Corporate Affairs
 
” Government of India
Ministry of Corporate Affairs
Press Note No. 4/2011 dated 8.2.2011
Managerial Remuneration in unlisted companies having no profits/ inadequate profits
1.Companies are divided into private limited and public limited companies. Public limited companies are of two types – listed companies (whose shares are listed on a stock exchange) and unlisted companies. Normally, the general public does not hold shares in unlisted companies. Private limited companies are not subject to any limits on managerial remuneration. Public limited companies (listed and unlisted) with no profits/ inadequate profits are currently required to approach the Ministry for approval in those cases where the remuneration of Directors/ equivalent managerial personnel exceeds certain limits.
2.The matter has been re-examined in the light of the evolving economic and regulatory environment. The primary purpose of regulations over managerial remuneration is to protect stakeholders, particularly shareholders and creditors. Unlisted companies are in several respects similar to private limited companies. A substantial number of the applications coming to the Ministry fall under this category and the Ministry’s limited manpower is disproportionately involved in this exercise. In the case of unlisted companies so long as the conditions specified in Schedule XIII, including special resolution of shareholders and absence of default on payment to creditors, are fulfilled approval will not be needed hereafter.
3.Accordingly, Schedule XIII of the Companies Act 1956 is being amended to provide that unlisted companies (which are not subsidiaries of listed companies) shall not require Government approval for managerial remuneration in cases where they have no profits/ inadequate profits, provided they meet the other conditions stipulated in the Schedule.”
Now , here very important questions arises:
1. The press release says that as long as resolution of remuneration is approved by shareholders by special resolution and there is no default on payment of creditors, Unlisted Public Limited Company deosnot requires approval of Central Government for increase in managerial remuneration beyond the limits prescribed in sch.XIII of the Act. Now, here the important issue that arises is  mostly unlisted public limited companies are family owned companies and majority of shareholding is held by Promoters and their family members.So what about the protection of interest of Minority Shareholders in this case? Remuneration will be approved by majority of shareholders i.e mostly promoters and promoters group.
2. Secondly, Ministry in order to resolve its limited manpower issue and in order to lessen its burden of disposing off such applications is the main reason for giving such exemption?
3. Thirdly, is it not a big hit to principles of Corporate Governance, transparency? With more and more exemptions from Central Government on such important sections, will promoters and directors not misutilise the liberty to  much possible extent?
Please share your views.

MCA GRANTS GENERAL EXEMPTION FROM PROVISION OF SECTION 212 OF COMPANIES ACT 1956

The Ministry of Corporate Affairs issued a general circular no. 2/2011 dated 8.02.2011 issuing directions u/s.212(8) of The Companies Act,1956. It says:

“The Central Government directs that provisions of section 212 of The Companies Act,1956 shall not apply in relation to subsidiaries of those companies which fulfill the following  conditions:-

1. The Board of Directors of the Company has by resolution given consent for not attaching the balance sheet of the subsidiary concerned;

2. The company shall present in the annual report, the consolidated financial statements of holding company and all subsidiaries duly audited by its statutory auditors;

3. The consolidated financial statement shall be prepared in strict compliance with applicable Accounting Standards and, where applicable, Listing Agreement as prescribed by the Security and Exchange Board of India;

4. The company shall disclose in the consolidated balance sheet the following information in aggregate for each subsidiary including subsidiaries of subsidiaries:- (a) capital (b) reserves (c) total assets (d) total liabilities (e) details of investment (except in case of investment in the subsidiaries) (f) turnover (g) profit before taxation (h) provision for taxation (i) profit after taxation (j) proposed dividend;

5. The holding company shall undertake in its annual report that annual accounts of the subsidiary companies and the related detailed information shall be made available to shareholders of the holding and subsidiary companies seeking such information at any point of time. The annual accounts of the subsidiary companies shall also be kept for inspection by any shareholders in the head office of the holding company and of the subsidiary companies concerned and a note to the above effect will be included in the annual report of the holding company. The holding company shall furnish a hard copy of details of accounts of subsidiaries to any shareholder on demand;

6. The holding as well as subsidiary companies in question shall regularly file such data to the various regulatory and Government authorities as may be required by them;

7.The company shall give Indian rupee equivalent of the figures given in foreign currency appearing in the accounts of the subsidiaries companies along with exchange rate as on closing day of the financial year.”

How to achieve Professional Excellence?

 Globalization has increased the pressure on organizations with an increasing need felt to effectively manage oneself properly and also manage clients. Today’s organizations place great emphasis on personal responsibility and initiative. Managing yourself effectively and working productively with others is critical to both your professional success and the success of your organization. One should possess a proven set of professional skills that helps to stay focused, work effectively with colleagues, develop your networks and expertise, and build your reputation for delivering results.

 Generally, every professional faces following problems in his professional life:

• How to achieve maximum productivity and effectiveness in an organization?

• How to build and leverage professional reputation?

• How to get results working with different and difficult personality types?

• How to maintain focus in pressure situations?

• How to work productively within the political environment of any organization?

• How to make a balanced choice between professional and personal commitments?

 Here are the answers to all above questions. Professionals should be able to :

• Evaluate own strengths and style, aptitudes, potential growth areas

• Develop teamwork skills

• Build productive work relationships

• Present winning proposal i.e identifying what client needs, structuring your points in a logical and compelling order, selecting proper medium of message, using soft skills along with hard skills

•   Identify the key players in his work environment

•   Build his development plan

•   Set goals to maintain focus

• Schedule time effectively i.e by proper planning, preparing to-do list, understanding why desks get cluttered—and how to solve this, handling interruptions and time wasters, analyzing the choke points in your personal  Processes, reducing e-mail domination

• Maintain a healthy balance of work and play

• Maximize attention to tasks

• Develop Communications Skills

• Develop Critical Thinking and Problem Solving Techniques

• Develop art of handling people i.e working with difficult co-workers, handling corporate game playing, being assertive without aggression and building productive relationships with upper management.

• Make meetings work for you i.e determining when a meeting is needed and keeping meetings productive and professional

• Manage Stress productively i.e by adopting effective stress management techniques to handle positive vs. negative stress

• Develop networking by contributing to physical and virtual networks

• Constructing an effective political approach i.e by either countering political manipulation or being political with integrity

 And these abilities are termed as Professional Soft Skills. Hence, to be a long term successful professional in today’s competitive business environment, one has to develop these skills. It can develop either by bad experiences which takes probably whole life or by proper training in area of soft skills by attending professional soft skills developing courses, conferences, lectures, etc.

 “As it is rightly said that All Business Problems are People Problems. If they are trained effectively, business problems will solve automatically.”

Position of CSR in India.

CSR in India is in a very nascent stage. Its essence is yet to be properly understood by the stakeholders. A lack of understanding, inadequately trained personnel, non availability of authentic data and specific information on the kinds of CSR activities, coverage, policy etc. further adds to the reach and effectiveness of CSR programmes. But the situation is changing. And CSR is coming out of the purview of ‘doing social good’ and is fast becoming a ‘business necessity’. The ‘business case’ for CSR is gaining ground and corporate houses are realizing that ‘what is good for workers – their community, health, and environment is also good for the business’.

Companies like Tata Steel (previously Tisco), Tata Motors (previously Telco), the C K Birla group of companies and others of their ilk have been imbibing the case for social good in their operations for decades long before CSR become a popular cause.

In an article published in the Wall Street Journal, R. Venugopal and Nachiket More set out some key principles for CSR in India:

1.It is a sign of bad corporate governance when managers donate to causes that their companies are in no way better positioned to address than individuals are.

2.As trustees of corporate assets, are managers not exceeding their brief when they divert resources in this fashion and pursue personal passions with corporate resources?

3.Would it not be better to distribute profits among the shareholders and employees and leave it to their discretion, as individuals, to contribute to the causes that they deem fit?

4.Again, CSR is sometimes treated as being no different from image building. But such an approach is short-sighted and therefore not good corporate governance.

5. Corporate governance reaches its zenith when companies realize that long term business profitability results from business models that address social problems in a sustainable way.

6. Profits become a-posteriori indicators of business performance rather than as long-term goals; they are viewed as the means to keep companies going concerns and not as ends-in-themselves.

7. An obsessive focus on the competition gives way to innovation that makes competition irrelevant. The history of business tells us that companies such as these are the ones that thrive in the long run. Ironical as it may sound, the most profitable companies are the ones that are the least profit-minded.

The Ministry of Corporate Affairs has issued the Corporate Social Responsibility Voluntary Guidelines. The preamble sets out the background:

“CSR is not philanthropy and CSR activities are purely voluntary- what companies will like to do beyond any statutory requirement or obligation. To provide companies with guidance in dealing with the abovementioned expectations, while working closely within the framework of national aspirations and policies, following Voluntary Guidelines for Corporate Social Responsibility have been developed. While the guidelines have been prepared for the Indian context, enterprises that have a trans-national presence would benefit from using these guidelines for their overseas operations as well. Since the guidelines are voluntary and not prepared in the nature of a prescriptive road-map, they are not intended for regulatory or contractual use.

While it is expected that more and more companies would make sincere efforts to consider compliance with these Guidelines, there may be genuine reasons for some companies in not being able to adopt them completely. In such a case, it is expected that such companies may inform their stakeholders about the guidelines which the companies have not been able to follow either fully or partially. It is hoped that “India Inc.” would respond to these Guidelines with keen interest.

After considering the experience of adoption of these guidelines by Indian Corporate Sector and consideration of relevant feedback and other related issues, the Government may initiate the exercise for review of these Guidelines for further improvement after one year.”

These guidelines cover the core elements of CSR and also provide guidance for their implementation.

In some sense, these guidelines represent a path-breaking step. This step is unique as it represents the first concrete step regulatory standpoint that recognizes the need for observance of CSR as a separate matter. There have been efforts amongst the industry, professional associations and academia to engender a greater sense of social responsibility among companies.

Mandatory CSR requirements in other Countries:

 1. Saudi Arabia:

 In Saudi Arabia, the Companies are required to pay amounts “equal to 2.5% of income and capital” to the revenue department, which will then distribute the amounts to the needy around the country. Revenues are collected by the Department of Zakat, governmental organization and distributed to needy and poor people across the country. A Zakat payment made of listed companies has to be disclosed and filed with the Capital Market Authority (the Saudi Version of the SEC).

 2. United  States:

 The Conglomerate Blog has reported on recent amendments to the Oregon Corporate Code that requires companies to act in an environmentally and socially responsible manner. It says:

“Oregon recently amended its Corporate Code which expressly permit corporations to include in their charter a provision authorizing or directing the corporation to conduct its business “in a manner that is environmentally and socially responsible.” The legislative history of the amendment notes that courts in other jurisdictions have interpreted corporations’ obligation to act in shareholders’ interest to mean that corporations must maximize shareholder profit, even if it results in a corporate failure to act environmentally and socially responsible. Apparently the amendment is designed to counteract this kind of interpretation, and encourage corporations to engage in sustainable behavior.”

 3. China:

Even the recent Company Law of the People’s Republic of China, enacted in 2005, has a set of obligations on companies that amount to corporate social responsibility. For example, Article 17 states:

“A company shall protect the legal rights and interests of its employees, enter into labor contracts with them according to law, take part in social insurance, improve labor protection and make production safe.

A company shall take various measures to improve the professional education and on-the-job training of its employees so as to enhance their quality.”

 To conclude with statement by Niall Fitzgerald, Former CEO and Chairman, Unilever:

“We believe that the leading global companies 2020 will be those that provide goods and services and reach new customers, in ways that address the world’s major challenges-including poverty, climate changes, resource depletion, globalization and demographic shifts.”

 Hence, CSR would require a concerted approach with appropriate buy-in from all stakeholders (particularly shareholders) and not a unilateral approach by the controlling shareholder or the management of the company.