Professional Documents
Culture Documents
Corporate Governance, Bank Boards & Directors
Corporate Governance, Bank Boards & Directors
1
Presentation Outline
CCG & C
2
Centre for Corporate Governance & Citizenship
Overview of Corporate
Governance
3
Some Definitions
CCG & C
4
A Canadian Definition
CCG & C
5
An OECD Definition
CCG & C
6
An Indian Definition
CCG & C
7
A Gandhian Definition
CCG & C
8
Some Further Definitions
CCG & C
9
What is Corporate Governance?
CCG & C
10
Some Governance Models
CCG & C
11
Exclusive Accountability to
CCG & C Shareholders
• Risk-bearing Entrepreneurs
• Residual Claimants
• Winding-up Ranking: Last in Pecking
Order
• Boards Appointed by Shareholders
• Non-congruence of Stakeholder Interests
12
Residual Claimant Theory
CCG & C
13
The Stakeholder Case
CCG & C
15
The Corporate Board
CCG & C
16
Board Role & Responsibility
CCG & C
• Provide/ Exercise
– Leadership and Strategic Guidance
– Objective Judgement Independent of Management
– Control over the Company
17
Dimensions of Board
CCG & C Responsibility
• Direction involves
– Formulation & Review of Company Policies,
Strategies, Budgets and Plans, Risk
Management Policies, Top Level HR Policies,
etc
– Setting Objectives & Monitoring Performance
– Oversight of Acquisitions, Divestitures,
Projects, Financial and Legal Compliance, etc
18
Dimensions of Board
CCG & C Responsibility
• Control Involves
– Prescribing Codes of Conduct,
– Overseeing Disclosure & Communication
Processes,
– Ensuring Control Systems to Protect Company
Assets
– Reviewing Performance & Realigning Action
Initiatives to Achieve Company Objectives
19
Dimensions of Board
CCG & C Responsibility
• Accountability Involves
– Creating, Protecting and Enhancing Company
Wealth and Resources
– Timely and Transparent Reporting
– Good Corporate Citizenry including Discharge
of Stakeholder Obligations and Societal
Responsibilities without Compromising the
Shareholder Wealth Maximisation Goal
20
Corporate Governance & Capital Market
Drivers: A Conceptual Framework
CCG & C REGULATION & LEGISLATION
Regulators Government Stock Exchanges
(SEBI/RBI) Legislation Listing Agreements
Lenders
Shareholders/
(Banks/ Listed Corporations Stakeholders
Depositors) (The Board & the Executive)
Is There
More to Business
than just the
Financial Numbers?
22
An Enterprise’s Triple Effect on Society
n t Soc
e
Emissions
n m ial Community
ir o Regeneration
nv Business
E Impact
economics
Business Impact
environment society 24
Governance Orientation Matrix
CCG & C
25
Governance Orientation &
CCG & C Sustainable Profits
A
G
E
N
C SUSTAINABLE
PROFIT LINE
Y
STEWARDSHIP
26
Centre for Corporate Governance & Citizenship
27
Unique Dimensions in Bank
CCG & C Governance
• Bank Role in Good Governance Two-fold:
– Governance Within
– Governance at Clients’
• As Fund-Providers, Banks Generate
Multiplier Impact on Economy
• Confidence & Trust Key – Bank Distress,
Failure, Dis-Repute Impacts Economy,
Erodes Country Standing Globally
28
Unique Dimensions in Bank
CCG & C Governance
• Stakeholder Dimension Very Strong in
Banks-
– Depositors
– Borrowers
– Employees
– Community
– Regulators
– Government
29
Unique Dimensions in Bank
CCG & C Governance
• Banking Risk Potential
– Internal Fraud & External Fraud, Highly
Likely, since cash/cash equivalents closest in
grab-chain
– Employment Practices/ Workplace Safety
– Product, Process, Business Practices
– Damages to Physical Assets & IPR/Brands
– Business Disruption Major Threat
30
Unique Dimensions in Bank
CCG & C Governance
• Non-Compliance (Intentionally or
Otherwise) with Laws, Rules, Regulations
• Consequences of (Non) Compliance Risk in
Banks
– Legal or Regulatory Sanctions
– Financial or Reputational Loss
31
Unique Dimensions in Bank
CCG & C Governance
• Banks as Promoters of Good Governance
– Prescribing Governance Standards at Borrowers
(IFC, CalPERS, FIs)
– Encourage by Preferential Lending Rates, Other
Terms
– Discourage by Adversarial Lending Rates, Other
Terms
– A Measure of Strengthening Protection of Bank
Assets, Hence Good for Bank’s Own Governance
32
Some Unique Dimensions of Public
Sector Bank Governance in Developing
CCG & C Economies
34
Some Unique Attributes &
Responsibilities of Bank Boards
CCG & C &Directors
• Assume Responsibility for Effective & Efficient
Management, through Oversight Mechanisms
• Integrity is Indivisible; Role Model Director is the
Most Persuasive Statement of Ethical values
• Consider Transparency as the Norm.
Confidentiality should not lead to Opacity
– Continued
35
Some Unique Attributes &
Responsibilities of Bank Boards &
CCG & C Directors
• Ultimate Responsibility for True and Fair
Presentation Rests with the Board
• Poor Leadership Infects.
– Adapted from Guidance for the Directors of Banks, Jonathan Charkham, (2003)
[OECD-World Bank] Global Corporate Governance Forum, Washington
36
Some Closing Thoughts
CCG & C
38
Centre for Corporate Governance & Citizenship
39