Published On: 24th May, 2024
Authored By: E. Sai Likhit
Keshav Memorial College of Law
Corporate governance is a critical aspect of modern business operations, ensuring that companies are managed responsibly and ethically. Independent directors play a pivotal role in corporate governance, ensuring transparency, accountability, and ethical decision-making within companies. This article explores the importance of independent directors in corporate governance. It discusses the functions, and responsibilities of independent directors, their role in board decision-making, regulatory frameworks, and the term limit for independent directors. The article also examines the challenges faced by independent directors and highlights the indispensable role that independent directors play in promoting good corporate governance practices, ensuring the long-term success and sustainability of companies, protecting the interests of shareholders, and promoting transparency and accountability.
INTRODUCTION
With the Satyam scam in 2009, the Indian corporate sector was shaken and raised questions about corporate governance, ethics, and accountability. The Satyam fraud case is a significant milestone in corporate history that exposed the loopholes in the regulatory framework and highlighted the need for strict laws and regulations. The government introduced several reforms to improve corporate governance and transparency, such as the Companies Act, 1956 was repealed, and the Companies Act, 2013 went into force which addressed the need for independent directors in companies.[1] The concept of independent directors has gained significant traction over the years, which mandates their appointment in certain classes of companies. In the dynamic landscape of corporate governance, the role of independent directors stands out as a cornerstone of ensuring transparency, accountability, and ethical conduct within companies.
Chapter XI of Companies Act, 2013 deals with the appointment and qualifications of directors. Provisions about who can be an independent director are explained under section 149(6) of the Companies Act, 2013 which states [2]
โ๐๐ฏ ๐ช๐ฏ๐ฅ๐ฆ๐ฑ๐ฆ๐ฏ๐ฅ๐ฆ๐ฏ๐ต ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ ๐ช๐ฏ ๐ณ๐ฆ๐ญ๐ข๐ต๐ช๐ฐ๐ฏ ๐ต๐ฐ ๐ข ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ, ๐ฎ๐ฆ๐ข๐ฏ๐ด ๐ข ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ ๐ฐ๐ต๐ฉ๐ฆ๐ณ ๐ต๐ฉ๐ข๐ฏ ๐ข ๐ฎ๐ข๐ฏ๐ข๐จ๐ช๐ฏ๐จ ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณย ๐ฐ๐ณ ๐ข ๐ธ๐ฉ๐ฐ๐ญ๐ฆ-๐ต๐ช๐ฎ๐ฆ ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ ๐ฐ๐ณ ๐ข ๐ฏ๐ฐ๐ฎ๐ช๐ฏ๐ฆ๐ฆ ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ,โ (๐ข) ๐ธ๐ฉ๐ฐ, ๐ช๐ฏ ๐ต๐ฉ๐ฆ ๐ฐ๐ฑ๐ช๐ฏ๐ช๐ฐ๐ฏ ๐ฐ๐ง ๐ต๐ฉ๐ฆ ๐๐ฐ๐ข๐ณ๐ฅ, ๐ช๐ด ๐ข ๐ฑ๐ฆ๐ณ๐ด๐ฐ๐ฏ ๐ฐ๐ง ๐ช๐ฏ๐ต๐ฆ๐จ๐ณ๐ช๐ต๐บ ๐ข๐ฏ๐ฅ ๐ฑ๐ฐ๐ด๐ด๐ฆ๐ด๐ด๐ฆ๐ด ๐ณ๐ฆ๐ญ๐ฆ๐ท๐ข๐ฏ๐ต ๐ฆ๐น๐ฑ๐ฆ๐ณ๐ต๐ช๐ด๐ฆ ๐ข๐ฏ๐ฅย ๐ฆ๐น๐ฑ๐ฆ๐ณ๐ช๐ฆ๐ฏ๐ค๐ฆ;
(๐ฃ) (๐ช) ๐ธ๐ฉ๐ฐ ๐ช๐ด ๐ฐ๐ณ ๐ธ๐ข๐ด ๐ฏ๐ฐ๐ต ๐ข ๐ฑ๐ณ๐ฐ๐ฎ๐ฐ๐ต๐ฆ๐ณ ๐ฐ๐ง ๐ต๐ฉ๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ ๐ฐ๐ณ ๐ช๐ต๐ด ๐ฉ๐ฐ๐ญ๐ฅ๐ช๐ฏ๐จ, ๐ด๐ถ๐ฃ๐ด๐ช๐ฅ๐ช๐ข๐ณ๐บ ๐ฐ๐ณ ๐ข๐ด๐ด๐ฐ๐ค๐ช๐ข๐ต๐ฆย ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ;
ย ย ย ย (๐ช๐ช) ๐ธ๐ฉ๐ฐ ๐ช๐ด ๐ฏ๐ฐ๐ต ๐ณ๐ฆ๐ญ๐ข๐ต๐ฆ๐ฅ ๐ต๐ฐ ๐ฑ๐ณ๐ฐ๐ฎ๐ฐ๐ต๐ฆ๐ณ๐ด ๐ฐ๐ณ ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ๐ด ๐ช๐ฏ ๐ต๐ฉ๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ, ๐ช๐ตs ๐ฉ๐ฐ๐ญ๐ฅ๐ช๐ฏ๐จ, ๐ด๐ถ๐ฃ๐ด๐ช๐ฅ๐ช๐ข๐ณ๐บ ๐ฐ๐ณย ๐ข๐ด๐ด๐ฐ๐ค๐ช๐ข๐ต๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ;
(๐ค) ๐ธ๐ฉ๐ฐ ๐ฉ๐ข๐ด ๐ฐ๐ณ ๐ฉ๐ข๐ฅ ๐ฏ๐ฐ ๐ฑ๐ฆ๐ค๐ถ๐ฏ๐ช๐ข๐ณ๐บ ๐ณ๐ฆ๐ญ๐ข๐ต๐ช๐ฐ๐ฏ๐ด๐ฉ๐ช๐ฑ ๐ธ๐ช๐ต๐ฉ ๐ต๐ฉ๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ, ๐ช๐ต๐ด ๐ฉ๐ฐ๐ญ๐ฅ๐ช๐ฏ๐จ, ๐ด๐ถ๐ฃ๐ด๐ช๐ฅ๐ช๐ข๐ณ๐บ ๐ฐ๐ณย ๐ข๐ด๐ด๐ฐ๐ค๐ช๐ข๐ต๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ, ๐ฐ๐ณ ๐ต๐ฉ๐ฆ๐ช๐ณ ๐ฑ๐ณ๐ฐ๐ฎ๐ฐ๐ต๐ฆ๐ณ๐ด, ๐ฐ๐ณ ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ๐ด, ๐ฅ๐ถ๐ณ๐ช๐ฏ๐จ ๐ต๐ฉ๐ฆ ๐ต๐ธ๐ฐ ๐ช๐ฎ๐ฎ๐ฆ๐ฅ๐ช๐ข๐ต๐ฆ๐ญ๐บ ๐ฑ๐ณ๐ฆ๐ค๐ฆ๐ฅ๐ช๐ฏ๐จ ๐ง๐ช๐ฏ๐ข๐ฏ๐ค๐ช๐ข๐ญย ๐บ๐ฆ๐ข๐ณ๐ด ๐ฐ๐ณ ๐ฅ๐ถ๐ณ๐ช๐ฏ๐จ ๐ต๐ฉ๐ฆ ๐ค๐ถ๐ณ๐ณ๐ฆ๐ฏ๐ต ๐ง๐ช๐ฏ๐ข๐ฏ๐ค๐ช๐ข๐ญ ๐บ๐ฆ๐ข๐ณ;
(๐ฅ) ๐ฏ๐ฐ๐ฏ๐ฆ ๐ฐ๐ง ๐ธ๐ฉ๐ฐ๐ด๐ฆ ๐ณ๐ฆ๐ญ๐ข๐ต๐ช๐ท๐ฆ๐ด ๐ฉ๐ข๐ด ๐ฐ๐ณ ๐ฉ๐ข๐ฅ ๐ฑ๐ฆ๐ค๐ถ๐ฏ๐ช๐ข๐ณ๐บ ๐ณ๐ฆ๐ญ๐ข๐ต๐ช๐ฐ๐ฏ๐ด๐ฉ๐ช๐ฑ ๐ฐ๐ณ ๐ต๐ณ๐ข๐ฏ๐ด๐ข๐ค๐ต๐ช๐ฐ๐ฏ ๐ธ๐ช๐ต๐ฉ ๐ต๐ฉ๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ, ๐ช๐ต๐ดย ๐ฉ๐ฐ๐ญ๐ฅ๐ช๐ฏ๐จ, ๐ด๐ถ๐ฃ๐ด๐ช๐ฅ๐ช๐ข๐ณ๐บ ๐ฐ๐ณ ๐ข๐ด๐ด๐ฐ๐ค๐ช๐ข๐ต๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ, ๐ฐ๐ณ ๐ต๐ฉ๐ฆ๐ช๐ณ ๐ฑ๐ณ๐ฐ๐ฎ๐ฐ๐ต๐ฆ๐ณ๐ด, ๐ฐ๐ณ ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ๐ด, ๐ข๐ฎ๐ฐ๐ถ๐ฏ๐ต๐ช๐ฏ๐จ ๐ต๐ฐ ๐ต๐ธ๐ฐ ๐ฑ๐ฆ๐ณ ๐ค๐ฆ๐ฏ๐ต.ย ๐ฐ๐ณ ๐ฎ๐ฐ๐ณ๐ฆ ๐ฐ๐ง ๐ช๐ต๐ด ๐จ๐ณ๐ฐ๐ด๐ด ๐ต๐ถ๐ณ๐ฏ๐ฐ๐ท๐ฆ๐ณ ๐ฐ๐ณ ๐ต๐ฐ๐ต๐ข๐ญ ๐ช๐ฏ๐ค๐ฐ๐ฎ๐ฆ ๐ฐ๐ณ ๐ง๐ช๐ง๐ต๐บ ๐ญ๐ข๐ฌ๐ฉ ๐ณ๐ถ๐ฑ๐ฆ๐ฆ๐ด ๐ฐ๐ณ ๐ด๐ถ๐ค๐ฉ ๐ฉ๐ช๐จ๐ฉ๐ฆ๐ณ ๐ข๐ฎ๐ฐ๐ถ๐ฏ๐ต ๐ข๐ด ๐ฎ๐ข๐บ ๐ฃ๐ฆย ๐ฑ๐ณ๐ฆ๐ด๐ค๐ณ๐ช๐ฃ๐ฆ๐ฅ, ๐ธ๐ฉ๐ช๐ค๐ฉ๐ฆ๐ท๐ฆ๐ณ ๐ช๐ด ๐ญ๐ฐ๐ธ๐ฆ๐ณ, ๐ฅ๐ถ๐ณ๐ช๐ฏ๐จ ๐ต๐ฉ๐ฆ ๐ต๐ธ๐ฐ ๐ช๐ฎ๐ฎ๐ฆ๐ฅ๐ช๐ข๐ต๐ฆ๐ญ๐บ ๐ฑ๐ณ๐ฆ๐ค๐ฆ๐ฅ๐ช๐ฏ๐จ ๐ง๐ช๐ฏ๐ข๐ฏ๐ค๐ช๐ข๐ญ ๐บ๐ฆ๐ข๐ณ๐ด ๐ฐ๐ณ ๐ฅ๐ถ๐ณ๐ช๐ฏ๐จ ๐ต๐ฉ๐ฆย ๐ค๐ถ๐ณ๐ณ๐ฆ๐ฏ๐ต ๐ง๐ช๐ฏ๐ข๐ฏ๐ค๐ช๐ข๐ญ ๐บ๐ฆ๐ข๐ณ;
(๐ฆ) ๐ธ๐ฉ๐ฐ, ๐ฏ๐ฆ๐ช๐ต๐ฉ๐ฆ๐ณ ๐ฉ๐ช๐ฎ๐ด๐ฆ๐ญ๐ง ๐ฏ๐ฐ๐ณ ๐ข๐ฏ๐บ ๐ฐ๐ง ๐ฉ๐ช๐ด ๐ณ๐ฆ๐ญ๐ข๐ต๐ช๐ท๐ฆ๐ดโ
ย ย ย ย ย (๐ช) ๐ฉ๐ฐ๐ญ๐ฅ๐ด ๐ฐ๐ณ ๐ฉ๐ข๐ด ๐ฉ๐ฆ๐ญ๐ฅ ๐ต๐ฉ๐ฆ ๐ฑ๐ฐ๐ด๐ช๐ต๐ช๐ฐ๐ฏ ๐ฐ๐ง ๐ข ๐ฌ๐ฆ๐บ ๐ฎ๐ข๐ฏ๐ข๐จ๐ฆ๐ณ๐ช๐ข๐ญ ๐ฑ๐ฆ๐ณ๐ด๐ฐ๐ฏ๐ฏ๐ฆ๐ญ ๐ฐ๐ณ ๐ช๐ด
๐ฐ๐ณ ๐ฉ๐ข๐ด ๐ฃ๐ฆ๐ฆ๐ฏ ๐ฆ๐ฎ๐ฑ๐ญ๐ฐ๐บ๐ฆ๐ฆ ๐ฐ๐งย ๐ต๐ฉ๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ ๐ฐ๐ณ ๐ช๐ต๐ด ๐ฉ๐ฐ๐ญ๐ฅ๐ช๐ฏ๐จ,
๐ด๐ถ๐ฃ๐ด๐ช๐ฅ๐ช๐ข๐ณ๐บ ๐ฐ๐ณ ๐ข๐ด๐ด๐ฐ๐ค๐ช๐ข๐ต๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ ๐ช๐ฏ ๐ข๐ฏ๐บ ๐ฐ๐ง ๐ต๐ฉ๐ฆ ๐ต๐ฉ๐ณ๐ฆ๐ฆ
ย ๐ง๐ช๐ฏ๐ข๐ฏ๐ค๐ช๐ข๐ญ ๐บ๐ฆ๐ข๐ณ๐ด ๐ช๐ฎ๐ฎ๐ฆ๐ฅ๐ช๐ข๐ต๐ฆ๐ญ๐บ ๐ฑ๐ณ๐ฆ๐ค๐ฆ๐ฅ๐ช๐ฏ๐จ ๐ต๐ฉ๐ฆ ๐ง๐ช๐ฏ๐ข๐ฏ๐ค๐ช๐ข๐ญ ๐บ๐ฆ๐ข๐ณ ๐ช๐ฏ
ย ย ย ย ย ย ย ย ย ๐ธ๐ฉ๐ช๐ค๐ฉ ๐ฉ๐ฆ ๐ช๐ด ๐ฑ๐ณ๐ฐ๐ฑ๐ฐ๐ด๐ฆ๐ฅ ๐ต๐ฐ ๐ฃ๐ฆ ๐ข๐ฑ๐ฑ๐ฐ๐ช๐ฏ๐ต๐ฆ๐ฅ;
ย ย ย ย (๐ช๐ช) ๐ช๐ด ๐ฐ๐ณ ๐ฉ๐ข๐ด ๐ฃ๐ฆ๐ฆ๐ฏ ๐ข๐ฏ ๐ฆ๐ฎ๐ฑ๐ญ๐ฐ๐บ๐ฆ๐ฆ ๐ฐ๐ณ ๐ฑ๐ณ๐ฐ๐ฑ๐ณ๐ช๐ฆ๐ต๐ฐ๐ณ ๐ฐ๐ณ ๐ข ๐ฑ๐ข๐ณ๐ต๐ฏ๐ฆ๐ณ,
ย ย ย ย ย ย ย ย ย ย ๐ช๐ฏ ๐ข๐ฏ๐บ ๐ฐ๐ง ๐ต๐ฉ๐ฆ ๐ต๐ฉ๐ณ๐ฆ๐ฆ ๐ง๐ช๐ฏ๐ข๐ฏ๐ค๐ช๐ข๐ญ ๐บ๐ฆ๐ข๐ณ๐ดย ๐ช๐ฎ๐ฎ๐ฆ๐ฅ๐ช๐ข๐ต๐ฆ๐ญ๐บ ๐ฑ๐ณ๐ฆ๐ค๐ฆ๐ฅ๐ช๐ฏ๐จ
๐ต๐ฉ๐ฆ ๐ง๐ช๐ฏ๐ข๐ฏ๐ค๐ช๐ข๐ญ ๐บ๐ฆ๐ข๐ณ ๐ช๐ฏ ๐ธ๐ฉ๐ช๐ค๐ฉ ๐ฉ๐ฆ ๐ช๐ด ๐ฑ๐ณ๐ฐ๐ฑ๐ฐ๐ด๐ฆ๐ฅ ๐ต๐ฐ ๐ฃ๐ฆ ๐ข๐ฑ๐ฑ๐ฐ๐ช๐ฏ๐ต๐ฆ๐ฅ, ๐ฐ๐งโ
ย ย ย ย ย ย ย ย (๐) ๐ข ๐ง๐ช๐ณ๐ฎ ๐ฐ๐ง ๐ข๐ถ๐ฅ๐ช๐ต๐ฐ๐ณ๐ด ๐ฐ๐ณ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ ๐ด๐ฆ๐ค๐ณ๐ฆ๐ต๐ข๐ณ๐ช๐ฆ๐ด ๐ช๐ฏ ๐ฑ๐ณ๐ข๐ค๐ต๐ช๐ค๐ฆ ๐ฐ๐ณ
๐ค๐ฐ๐ด๐ต ๐ข๐ถ๐ฅ๐ช๐ต๐ฐ๐ณ๐ด ๐ฐ๐ง ๐ต๐ฉ๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บย ๐ฐ๐ณ ๐ช๐ต๐ด ๐ฉ๐ฐ๐ญ๐ฅ๐ช๐ฏ๐จ, ๐ด๐ถ๐ฃ๐ด๐ช๐ฅ๐ช๐ข๐ณ๐บ ๐ฐ๐ณ
๐ข๐ด๐ด๐ฐ๐ค๐ช๐ข๐ต๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ; ๐ฐ๐ณ
ย ย ย ย ย ย ย ย ย (๐) ๐ข๐ฏ๐บ ๐ญ๐ฆ๐จ๐ข๐ญ ๐ฐ๐ณ ๐ข ๐ค๐ฐ๐ฏ๐ด๐ถ๐ญ๐ต๐ช๐ฏ๐จ ๐ง๐ช๐ณ๐ฎ ๐ต๐ฉ๐ข๐ต ๐ฉ๐ข๐ด ๐ฐ๐ณ ๐ฉ๐ข๐ฅ ๐ข๐ฏ๐บ ๐ต๐ณ๐ข๐ฏ๐ด๐ข๐ค๐ต๐ช๐ฐ๐ฏ ๐ธ๐ช๐ต๐ฉ ๐ต๐ฉ๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ, ๐ช๐ต๐ดย ๐ฉ๐ฐ๐ญ๐ฅ๐ช๐ฏ๐จ, ๐ด๐ถ๐ฃ๐ด๐ช๐ฅ๐ช๐ข๐ณ๐บ ๐ฐ๐ณ ๐ข๐ด๐ด๐ฐ๐ค๐ช๐ข๐ต๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ ๐ข๐ฎ๐ฐ๐ถ๐ฏ๐ต๐ช๐ฏ๐จ ๐ต๐ฐ ๐ต๐ฆ๐ฏ ๐ฑ๐ฆ๐ณ ๐ค๐ฆ๐ฏ๐ต. ๐ฐ๐ณ ๐ฎ๐ฐ๐ณ๐ฆ ๐ฐ๐ง ๐ต๐ฉ๐ฆ ๐จ๐ณ๐ฐ๐ด๐ด ๐ต๐ถ๐ณ๐ฏ๐ฐ๐ท๐ฆ๐ณ ๐ฐ๐ง ๐ด๐ถ๐ค๐ฉ ๐ง๐ช๐ณ๐ฎ;
ย ย ย ย ย (๐ช๐ช๐ช) ๐ฉ๐ฐ๐ญ๐ฅ๐ด ๐ต๐ฐ๐จ๐ฆ๐ต๐ฉ๐ฆ๐ณ ๐ธ๐ช๐ต๐ฉ ๐ฉ๐ช๐ด ๐ณ๐ฆ๐ญ๐ข๐ต๐ช๐ท๐ฆ๐ด ๐ต๐ธ๐ฐ ๐ฑ๐ฆ๐ณ ๐ค๐ฆ๐ฏ๐ต. ๐ฐ๐ณ
๐ฎ๐ฐ๐ณ๐ฆ ๐ฐ๐ง ๐ต๐ฉ๐ฆ ๐ต๐ฐ๐ต๐ข๐ญ ๐ท๐ฐ๐ต๐ช๐ฏ๐จ ๐ฑ๐ฐ๐ธ๐ฆ๐ณ ๐ฐ๐ง ๐ต๐ฉ๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ; ๐ฐ๐ณ
ย ย ย ย ย (๐ช๐ท) ๐ช๐ด ๐ข ๐๐ฉ๐ช๐ฆ๐ง ๐๐น๐ฆ๐ค๐ถ๐ต๐ช๐ท๐ฆ ๐ฐ๐ณ ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ, ๐ฃ๐บ ๐ธ๐ฉ๐ข๐ต๐ฆ๐ท๐ฆ๐ณ ๐ฏ๐ข๐ฎ๐ฆ ๐ค๐ข๐ญ๐ญ๐ฆ๐ฅ,๐ฐ๐ง ๐ข๐ฏ๐บ ๐ฏ๐ฐ๐ฏ๐ฑ๐ณ๐ฐ๐ง๐ช๐ต ๐๐ณ๐จ๐ข๐ฏ๐ช๐ด๐ข๐ต๐ช๐ฐ๐ฏ ๐ต๐ฉ๐ข๐ต ๐ณ๐ฆ๐ค๐ฆ๐ช๐ท๐ฆ๐ด ๐ต๐ธ๐ฆ๐ฏ๐ต๐บ-๐ง๐ช๐ท๐ฆ ๐ฑ๐ฆ๐ณ ๐ค๐ฆ๐ฏ๐ต.
ย ย ย ย ย ย ย ย ย ย ย ย ๐ฐ๐ณ ๐ฎ๐ฐ๐ณ๐ฆ ๐ฐ๐ง ๐ช๐ต๐ด ๐ณ๐ฆ๐ค๐ฆ๐ช๐ฑ๐ต๐ด ๐ง๐ณ๐ฐ๐ฎ ๐ต๐ฉ๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ, ๐ข๐ฏ๐บ ๐ฐ๐ง ๐ช๐ต๐ด
ย ย ย ย ย ย ย ย ย ย ย ย ๐ฑ๐ณ๐ฐ๐ฎ๐ฐ๐ต๐ฆ๐ณ๐ด, ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ๐ด ๐ฐ๐ณ ๐ช๐ต๐ด ๐ฉ๐ฐ๐ญ๐ฅ๐ช๐ฏ๐จ, ๐ด๐ถ๐ฃ๐ด๐ช๐ฅ๐ช๐ข๐ณ๐บ ๐ฐ๐ณ ๐ข๐ด๐ด๐ฐ๐ค๐ช๐ข๐ต๐ฆ
ย ย ย ย ย ย ย ย ย ย ย ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ ๐ฐ๐ณ ๐ต๐ฉ๐ข๐ต ๐ฉ๐ฐ๐ญ๐ฅ๐ด ๐ต๐ธ๐ฐ ๐ฑ๐ฆ๐ณ ๐ค๐ฆ๐ฏ๐ต. ๐ฐ๐ณ ๐ฎ๐ฐ๐ณ๐ฆ ๐ฐ๐ง ๐ต๐ฉ๐ฆย ๐ต๐ฐ๐ต๐ข๐ญ
ย ย ย ย ย ย ย ย ย ย ย ๐ท๐ฐ๐ต๐ช๐ฏ๐จ ๐ฑ๐ฐ๐ธ๐ฆ๐ณ ๐ฐ๐ง ๐ต๐ฉ๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ; ๐ฐ๐ณ
ย (๐ง) ๐ธ๐ฉ๐ฐ ๐ฑ๐ฐ๐ด๐ด๐ฆ๐ด๐ด๐ฆ๐ด ๐ด๐ถ๐ค๐ฉ ๐ฐ๐ต๐ฉ๐ฆ๐ณ ๐ฒ๐ถ๐ข๐ญ๐ช๐ง๐ช๐ค๐ข๐ต๐ช๐ฐ๐ฏ๐ด ๐ข๐ด ๐ฎ๐ข๐บ ๐ฃ๐ฆ ๐ฑ๐ณ๐ฆ๐ด๐ค๐ณ๐ช๐ฃ๐ฆ๐ฅโ
Independent directors are vital for maintaining a balance of power within the boardroom. They are not just passive observers; they actively participate in board decision-making processes. Their independence from the management ensures that decisions are made in the best interest of the company and its shareholders, rather than being influenced by personal or executive agendas. Independent directors provide a fresh perspective and bring diverse skills and experiences to the board, which can be invaluable in guiding strategic decisions and mitigating risks.
THE ROLE & RESPONSIBILITIES OF INDEPENDENT DIRECTORS
The role of independent directors has changed over time as businesses have evolved. In the past, company boards were mainly made up of insiders and top executives. But after scandals like Enron in the early 2000s, things changed. Laws like the Sarbanes-Oxley Act required more independent directors on boards to make them more accountable.[3] Independent directors play a crucial role in governance and play a critical role in promoting corporate integrity, accountability, and long-term sustainability. They are expected to provide unbiased and objective judgment on corporate affairs, free from any conflicts of interest that could affect their decision-making. Some key roles and responsibilities of independent directors include [4] :
- Governance and Oversight.
- Strategy and Planning for the development of the company.
- It is identifying and mitigating risks that could impact the company’s operations or reputation.
- Overview company’s Audit and Financial Report process to ensure it is accurate and transparent.
- Addressing Shareholder concerns and communicating to the board of directors.
- Ensuring Ethical Conduct.
REGULATORY FRAMEWORK IN INDIA
The role of independent directors in India is governed by the Companies Act, of 2013, and the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015. These regulations lay down the eligibility criteria for independent directors, their appointment process, roles, responsibilities, and the code of conduct they are expected to adhere to.
As per the Companies Act, every listed public company shall have at least one-third of the total number of its directors as independent directors. For an unlisted company, as per Rule 4 of the Companies (Appointment and Qualification of Directors) Rules, 2014, The Public companies having a paid-up share capital of โน10 crores or more, The Public Companies with a turnover of โน100 crore or more and the Public Companies with aggregate outstanding loans, debentures and deposits exceeding โน50 crores, all these classes of companies shall have at least 2 directors as independent directors.[5]
INDEPENDENTย DIRECTORSย ANDย THEIR ROLE IN CORPORATEย GOVERNANCE
Governance, it is said, is about โsteeringโ a company in the right direction. The former SEBI Chairman, Mr M. Damodaran, described corporate governance as a continuing process beyond the scope of mere legislation[6]. What he meant was that companies shouldn’t just follow the basic rules set by the government when it comes to how they run things. They need to go beyond that and adopt good practices even without the threat of punishment. Without these good practices, companies won’t make as much profit as they could. The former Chairman talked about how independent directors, who bring different perspectives, help the Board make better decisions.
Corporate governance is like the rules and systems that guide how a company is run. Some see it as a journey that’s always evolving, not just a fixed destination. Others compare it to being a trustee, meaning those in charge must act in the best interest of everyone involved. But no matter how it’s seen, the main goal is the same: to make sure the company is managed well and fairly. Independent directors, who aren’t tied to the company, play a crucial role in making sure things are done right. Independent directors are important for making sure that boards are accountable, which is crucial for good corporate governance. A study in the Journal of Financial Economics showed that boards with more independent directors do a better job of watching over things and are less likely to have financial problems.[7]
In India, independent directors play a crucial role in corporate governance, which refers to the system of rules, practices, and processes by which a company is directed and controlled. Independent directors are appointed to the boards of companies to ensure that there is a balance of power, accountability, and fairness in decision-making. Their primary role is to provide objective and unbiased judgment on issues of strategy, performance, risk management, and compliance.
In taking consideration of the objectives the main key functions of Independent Directors concerning corporate governance are as follows:
I, Providing independent oversight
One of the key functions of independent directors is to act as a check on the executive management of the company. Independent directors are expected to review and evaluate the performance of the company’s management, ensuring that it is in line with the company’s goals and objectives. They are expected to bring an independent and outside perspective to board discussions and decisions, which helps in preventing conflicts of interest and promoting transparency.
II, Risk Management
Independent directors also play a crucial role in safeguarding the interests of minority shareholders and ensuring that the company operates in the best interests of all stakeholders. According to a report by Deloitte, effective risk oversight by independent directors is linked to improved organizational resilience[8]. They do this by actively working with risk committees and regularly checking for risks. This helps create a culture where everyone is aware of risks. This careful approach is crucial for protecting the interests of everyone involved with the company and keeping the company healthy.
III, Ensuring Compliance
The Companies Act, 2013, and the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015, have laid down specific requirements and guidelines for the appointment, roles, responsibilities, and conduct of independent directors. These regulations aim to enhance the effectiveness of independent directors and strengthen corporate governance practices in Indian companies. To enforce compliance with corporate governance standards, regulatory authorities such as SEBI and the Ministry of Corporate Affairs (MCA) have established stringent enforcement mechanisms and penalties for non-compliance. These include fines, debarment of directors, and delisting of companies for serious violations.
IV, Advising on Strategic Matters
Independent directors play an important role in making big decisions for a company. They offer fresh ideas and opinions that are not influenced by the company’s internal biases. This helps ensure that the company makes choices that are good for its long-term future. The significance of this role is highlighted by studies such as the one published in the Strategic Management Journal, which found that boards with engaged independent directors were associated with better strategic outcomes. Independent directors use their different skills and experiences to give helpful advice on how the company should plan and carry out its long-term goals.
These functions of independent directors are critical for promoting transparency, accountability, and ethical behavior in corporate governance. They help protect shareholder interests, enhance board effectiveness, and ensure that the company is managed responsibly. Their role is essential for building trust with stakeholders and maintaining the long-term sustainability of the organization.
TERM LIMIT FOR INDEPENDENT DIRECTORS
Section 149 (10) of The Companies Act, 2013 states[9] that โ๐ข๐ฏ ๐ช๐ฏ๐ฅ๐ฆ๐ฑ๐ฆ๐ฏ๐ฅ๐ฆ๐ฏ๐ต ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ ๐ด๐ฉ๐ข๐ญ๐ญ ๐ฉ๐ฐ๐ญ๐ฅ ๐ฐ๐ง๐ง๐ช๐ค๐ฆ ๐ง๐ฐ๐ณ ๐ข ๐ต๐ฆ๐ณ๐ฎ ๐ถ๐ฑ ๐ต๐ฐ ๐ง๐ช๐ท๐ฆ ๐ค๐ฐ๐ฏ๐ด๐ฆ๐ค๐ถ๐ต๐ช๐ท๐ฆ ๐บ๐ฆ๐ข๐ณ๐ด ๐ฐ๐ฏ ๐ต๐ฉ๐ฆ ๐๐ฐ๐ข๐ณ๐ฅ ๐ฐ๐ง ๐ข ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ, ๐ฃ๐ถ๐ต ๐ด๐ฉ๐ข๐ญ๐ญ ๐ฃ๐ฆ ๐ฆ๐ญ๐ช๐จ๐ช๐ฃ๐ญ๐ฆ ๐ง๐ฐ๐ณ ๐ณ๐ฆ๐ข๐ฑ๐ฑ๐ฐ๐ช๐ฏ๐ต๐ฎ๐ฆ๐ฏ๐ต ๐ฐ๐ฏ ๐ฑ๐ข๐ด๐ด๐ช๐ฏ๐จ ๐ฐ๐ง ๐ข ๐ด๐ฑ๐ฆ๐ค๐ช๐ข๐ญ ๐ณ๐ฆ๐ด๐ฐ๐ญ๐ถ๐ต๐ช๐ฐ๐ฏ ๐ฃ๐บ ๐ต๐ฉ๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ ๐ข๐ฏ๐ฅ ๐ฅ๐ช๐ด๐ค๐ญ๐ฐ๐ด๐ถ๐ณ๐ฆ ๐ฐ๐ง ๐ด๐ถ๐ค๐ฉ ๐ข๐ฑ๐ฑ๐ฐ๐ช๐ฏ๐ต๐ฎ๐ฆ๐ฏ๐ต ๐ช๐ฏ ๐ต๐ฉ๐ฆ ๐๐ฐ๐ข๐ณ๐ฅโ๐ด ๐ณ๐ฆ๐ฑ๐ฐ๐ณ๐ต.โ Further under section 149(11)[10] mentions that โ๐๐ฐ ๐ช๐ฏ๐ฅ๐ฆ๐ฑ๐ฆ๐ฏ๐ฅ๐ฆ๐ฏ๐ต ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ ๐ด๐ฉ๐ข๐ญ๐ญ ๐ฉ๐ฐ๐ญ๐ฅ ๐ฐ๐ง๐ง๐ช๐ค๐ฆ ๐ง๐ฐ๐ณ ๐ฎ๐ฐ๐ณ๐ฆ ๐ต๐ฉ๐ข๐ฏ ๐ต๐ธ๐ฐ ๐ค๐ฐ๐ฏ๐ด๐ฆ๐ค๐ถ๐ต๐ช๐ท๐ฆ ๐ต๐ฆ๐ณ๐ฎ๐ด, ๐ฃ๐ถ๐ต ๐ด๐ถ๐ค๐ฉ ๐ช๐ฏ๐ฅ๐ฆ๐ฑ๐ฆ๐ฏ๐ฅ๐ฆ๐ฏ๐ต ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ ๐ด๐ฉ๐ข๐ญ๐ญ ๐ฃ๐ฆ ๐ฆ๐ญ๐ช๐จ๐ช๐ฃ๐ญ๐ฆ ๐ง๐ฐ๐ณ ๐ข๐ฑ๐ฑ๐ฐ๐ช๐ฏ๐ต๐ฎ๐ฆ๐ฏ๐ต ๐ข๐ง๐ต๐ฆ๐ณ ๐ต๐ฉ๐ฆ ๐ฆ๐น๐ฑ๐ช๐ณ๐ข๐ต๐ช๐ฐ๐ฏ ๐ฐ๐ง ๐ต๐ฉ๐ณ๐ฆ๐ฆ ๐บ๐ฆ๐ข๐ณ๐ด ๐ฐ๐ง ๐ค๐ฆ๐ข๐ด๐ช๐ฏ๐จ ๐ต๐ฐ ๐ฃ๐ฆ๐ค๐ฐ๐ฎ๐ฆ ๐ข๐ฏ ๐ช๐ฏ๐ฅ๐ฆ๐ฑ๐ฆ๐ฏ๐ฅ๐ฆ๐ฏ๐ต ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ: ๐๐ณ๐ฐ๐ท๐ช๐ฅ๐ฆ๐ฅ ๐ต๐ฉ๐ข๐ต ๐ข๐ฏ ๐ช๐ฏ๐ฅ๐ฆ๐ฑ๐ฆ๐ฏ๐ฅ๐ฆ๐ฏ๐ต ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ฐ๐ณ ๐ด๐ฉ๐ข๐ญ๐ญ ๐ฏ๐ฐ๐ต, ๐ฅ๐ถ๐ณ๐ช๐ฏ๐จ ๐ต๐ฉ๐ฆ ๐ด๐ข๐ช๐ฅ ๐ฑ๐ฆ๐ณ๐ช๐ฐ๐ฅ ๐ฐ๐ง ๐ต๐ฉ๐ณ๐ฆ๐ฆ ๐บ๐ฆ๐ข๐ณ๐ด, ๐ฃ๐ฆ ๐ข๐ฑ๐ฑ๐ฐ๐ช๐ฏ๐ต๐ฆ๐ฅ ๐ช๐ฏ ๐ฐ๐ณ ๐ฃ๐ฆ ๐ข๐ด๐ด๐ฐ๐ค๐ช๐ข๐ต๐ฆ๐ฅ ๐ธ๐ช๐ต๐ฉ ๐ต๐ฉ๐ฆ ๐ค๐ฐ๐ฎ๐ฑ๐ข๐ฏ๐บ ๐ช๐ฏ ๐ข๐ฏ๐บ ๐ฐ๐ต๐ฉ๐ฆ๐ณ ๐ค๐ข๐ฑ๐ข๐ค๐ช๐ต๐บ, ๐ฆ๐ช๐ต๐ฉ๐ฆ๐ณ ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ญ๐บ ๐ฐ๐ณ ๐ช๐ฏ๐ฅ๐ช๐ณ๐ฆ๐ค๐ต๐ญ๐บโ
CHALLENGES FACED BY INDEPENDENT DIRECTORS
In India, independent directors face several challenges in fulfilling their responsibilities, despite the regulatory framework and guidelines in place. These challenges stem from various factors such as board dynamics, regulatory environment, company culture, and external pressures. One of the primary challenges faced by independent directors is the issue of board composition and dynamics. Often, boards are dominated by promoters or executives, which can lead to conflicts of interest and undermine the independence of directors. Independent directors may find it challenging to voice their opinions and dissenting views in such situations, especially when they are in the minority. This can hinder their ability to effectively oversee the management and ensure that the interests of all stakeholders are protected.
Another significant challenge is the lack of adequate information and resources available to independent directors. In many cases, independent directors are not provided with timely and accurate information about the company’s operations, finances, and strategic decisions. This makes it difficult for them to make informed decisions and fulfill their oversight responsibilities. Independent directors may also lack the necessary expertise and experience to understand complex financial and legal matters, further complicating their role.
The regulatory environment in India poses additional challenges for independent directors. While there are regulations in place to govern the conduct of independent directors, enforcement mechanisms are often weak. Independent directors may face legal and reputational risks if they raise concerns about corporate governance issues, which can deter them from fulfilling their duties effectively. Moreover, the regulatory framework is constantly evolving, making it challenging for independent directors to stay updated with the latest requirements and guidelines. In many cases, companies may have a culture resistant to change or transparency, making it difficult for independent directors to challenge the status quo. Independent directors may face pressure from management or other board members to conform to the prevailing culture, which can compromise their independence and objectivity.
External pressures, such as shareholder activism and media scrutiny, can also impact the role of independent directors. Independent directors may face pressure from external stakeholders to act in their interests, which can conflict with their duty to act in the best interests of the company as a whole. This can put independent directors in a difficult position, where they must balance competing interests while upholding their fiduciary duties.
CONCLUSION
In conclusion, the crucial role of independent directors in corporate governance cannot be overstated. As guardians of transparency, accountability, and ethical conduct within companies, independent directors navigate complex landscapes to ensure that the interests of all stakeholders are protected and the long-term sustainability of organizations is secured.
Despite the challenges they face, including board dynamics, regulatory environments, and external pressures, independent directors remain steadfast in their commitment to upholding good governance practices. Their functions, from providing independent oversight to advising on strategic matters, are essential for promoting trust, enhancing board effectiveness, and fostering a culture of integrity within companies.
As we reflect on the lessons learned from corporate scandals and regulatory reforms, it becomes evident that the presence of independent directors is not just a regulatory requirement but a fundamental pillar of corporate governance. Moving forward, continued efforts to empower independent directors, strengthen regulatory frameworks, and foster a culture of accountability will be essential in ensuring that companies operate with integrity and fulfill their obligations to shareholders and society at large. In this journey towards better corporate governance, independent directors will continue to serve as beacons of integrity, guiding companies toward sustainable success in an ever-evolving business landscape.
Reference(s):
[1] Manshu Garg, “Satyam Scam: Discover What Exactly Happened In Satyam Case” (September 10, 2023)
<https://www.linkedin.com/pulse/satyam-scam-discover-what-exactly-happened-case-manshu-garg>
accessed 2nd April 2024
[2] See section 149(6) of the Companies Act, 2013
[3] See Sarbanes-Oxley (SOX) Act of 2002
[4] CS JASPAL SINGH DHANJAL, โINDEPENDENT DIRECTORS under Companies Act, 2013โ (March 1, 2020)ย ICSI
<https://www.icsi.edu/media/filer_public/78/8b/788b6cf7-7e67-4131-b883-fe4292b4c475/independent_director_under_companies_act_2013.pdf>ย accessed 2nd April 2024
[5] See Rule 4 of the Companies (Appointment and Qualification of Directors) Rules, 2014
[6] Prime Directors, “CII Summit Stresses on Importance of Independent Directors in
Corporate Governanceโ, (September 14, 2005)
<http://www.primedirectors.com/PressReports/CII2.pdf> accessed 1st April 2024
[7] Ronald W. Masulis and Emma Jincheng Zhang, “How valuable are independent directors? Evidence from external distractions” Journal of Financial Economics (June 2019)
<https://www.sciencedirect.com/science/article/pii/S0304405X18303179> accessed 3rd April 2024
[8] Dr. Michael Gelles, James Turgal, Wendy Overton and Bob Lamm, โUS
Crisis resilience and the boardโTaking risk oversight to the next level” (March 2019)
<https://www2.deloitte.com/content/dam/Deloitte/es/Documents/governance-risk-compliance/Deloitte-ES-agenda-consejo.pdf>ย accessed 3rd April 2024
[9]ย See Section 149(10) of Companies Act, 2013
[10] See Section Section 149(11) of Companies Act, 2013