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Monday, September 08, 2008

Companies bill 2008 gets the nod of Union Cabinet

Companies bill 2008 gets the nod of Union Cabinet

The Union cabinet today gave its nod for the introduction of the Companies Bill 2008 in the next session of Parliament to replace the existing Companies Act, 1956 by incorporating far-reaching changes. The proposed Bill seeks to enable the corporate sector in India to operate in a regulatory environment of best international practices so that entrepreneurship, investment and growth are encouraged. It calls for shareholder democracy with protection of the rights of minority stakeholders. The Bill provides right to Shareholder Associations/Group of Shareholders to take legal action in case of any fraudulent deed on the part of a company and also to take part in investor protection activities and 'Class Action Suits'. It provides for Special Courts to deal with corporate offences. Company matters such as mergers and amalgamations, reduction of capital, insolvency including rehabilitation, liquidations and winding up are proposed to be addressed by a National Company Law Tribunal/ National Company Law Appellate Tribunal. The Bill recognizes insider trading by company Directors/KMPs as an offence with criminal liability.

The Companies Bill 2008 is an effort to usher in self-regulation in corporate affairs with disclosures and accountability, and to substitute government control over internal corporate processes and decisions by shareholder control. It also provides for an easy transition of companies operating under the existing Companies Act of 1956, to the new framework as also from one type of company to another. A new entity in the form of One-Person Company is also being introduced by the new Bill. It also provides for appointment of Independent Directors in certain types of Listed Companies and in such cases the minimum number of Independent Directors shall not be less than 33 % of the total number of Directors. It also recognizes both accounting and auditing standards.

The Bill is the result of a comprehensive revision of the existing Companies Act, 1956 that started way back in 2004. In this context the Govt. had constituted an Expert Committee under the chairmanship of Dr. J.J. Irani in Dec. 2004.The Committee had submitted its report to the Govt. on 31st May 2005. After this a detailed consultation was done with various Ministries, Departments and Govt. regulators. The new Bill provides for the basic principles for all aspects of internal governance of corporate entities and framework for their regulation.

The Ministry of Corporate Affairs took up a comprehensive revision of the Companies Act, 1956 (the Act) in 2004 keeping in view that not only had the number of companies in India expanded from about 30,000 in 1956 to nearly 7 lakhs, Indian companies were also mobilizing resources at a scale unimaginable even a decade ago, continuously entering into and bringing new activities into the fold of the Indian economy. In doing so, they were emerging internationally as efficient providers of a wide range of goods and services while increasing employment opportunities at home. At the same time, the increasing number of options and avenues for international business, trade and capital flows had imposed a requirement not only for harnessing entrepreneurial and economic resources efficiently but also to be competitive in attracting investment for growth. These developments necessitated modernization of the regulatory structure for the corporate sector in a comprehensive manner.

2. Earlier, a Bill called Companies (Amendment) Bill, 2003 had been introduced by M/o Corporate Affairs (MCA) (then Department of Company Affairs) in the Rajya Sabha on 7.5.2003. Later on, a large number of changes were found to be necessary in the Bill. A decision was, therefore, taken to carry out a comprehensive review of the Companies Act, 1956 and to introduce a new Companies Bill for the consideration of the Parliament.

3. The review and redrafting of the Companies Act, 1956 was taken up by the Ministry of Corporate Affairs on the basis of a detailed consultative process. A `Concept Paper on new Company Law’ was placed on the website of the Ministry on 4th August, 2004. The inputs received were put to a detailed examination in the Ministry. The Government also constituted an Expert Committee on Company Law under the Chairmanship of Dr. J.J. Irani on 2nd December 2004 to advise on new Companies Bill. The Committee submitted its report to the Government on 31st May 2005. Detailed consultations were also taken up with various Ministries, Departments and Government Regulators. The Bill was thereafter drafted in consultation with the Legislative Department of the Central Government.

4. The Companies Bill, 2008 seeks to enable the corporate sector in India to operate in a regulatory environment of best international practices that fosters entrepreneurship, investment and growth and provides for :-

(i) The basic principles for all aspects of internal governance of corporate entities and a framework for their regulation, irrespective of their area of operation, from incorporation to liquidation and winding up, in a single, comprehensive, legal framework administered by the Central Government. In doing so, the Bill also harmonizes the Company law framework with the imperative of specialized sectoral regulation

(ii) Articulation of shareholders democracy with protection of the rights of minority stakeholders, responsible self-regulation with disclosures and accountability, substitution of government control over internal corporate processes and decisions by shareholder control. It also provides for shares with differential voting rights to be done away with and valuation of non-cash considerations for allotment of shares through independent valuers.

(iii) Easy transition of companies operating under the Companies Act, 1956, to the new framework as also from one type of company to another.

(iv) A new entity in the form of One-Person Company (OPC) while empowering Government to provide a simpler compliance regime for small companies. Retains the concept of Producer Companies, while providing a more stringent regime for not-for–profit companies to check misuse. No restriction proposed on the number of subsidiary companies that a company may have, subject to disclosure in respect of their relationship and transactions/dealings between them.

(iv) Application of the successful e-Governance initiative of the Ministry of Corporate Affairs (MCA-21) to all the processes involved in meeting compliance obligations. Company processes, also to be enabled to be carried out through electronic mode. The proposed e-Governance regime is intended to provide for ease of operation for filing and access to corporate data over the internet to all stakeholders, on round the clock basis.

(v) Speedy incorporation process, with detailed declarations/ disclosures about the promoters, directors etc. at the time of incorporation itself. Every company director would be required to acquire a unique Directors identification number.

(vi) Facilitates joint ventures and relaxes restrictions limiting the number of partners in entities such as partnership firms, banking companies etc. to a maximum 100 with no ceiling as to professions regulated by Special Acts.

(vii) Duties and liabilities of the directors and for every company to have at least one director resident in India. The Bill also provides for independent directors to be appointed on the Boards of such companies as may be prescribed, along with attributes determining independence. The requirement to appoint independent directors, where applicable, is a minimum of 33% of the total number of directors.

(ix) Statutory recognition to audit, remuneration and stakeholders grievances committees of the Board and recognizes the Chief Executive Officer (CEO), the Chief Financial Officer (CFO) and the Company Secretary as Key Managerial Personnel (KMP).

(x) Companies not to be allowed to raise deposits from the public except on the basis of permission available to them through other Special Acts. The Bill recognizes insider trading by company directors/KMPs as an offence with criminal liability.

(xi) Recognition of both accounting and auditing standards. The role, rights and duties of the auditors defined as to maintain integrity and independence of the audit process. Consolidation of financial statements of subsidiaries with those of holding companies is proposed to be made mandatory.

(xii) A single forum for approval of mergers and acquisitions, along with concept of deemed approval in certain situations.

(xiii) A separate framework for enabling fair valuations in companies for various purposes. Appointment of valuers is proposed to be made by audit committees.

(xiii) Claim of an investor over a dividend or a security not claimed for more than a period of seven years not being extinguished, and Investor Education and Protection Fund (IEPF) to be administered by a statutory Authority.

(xv) Shareholders Associations/Group of Shareholders to be enabled to take legal action in case of any fraudulent action on the part of company and to take part in investor protection activities and ‘Class Action Suits’. (xvi) A revised framework for regulation of insolvency, including rehabilitation, winding up and liquidation of companies with the process to be completed in a time bound manner. Incorporates international best practices based on the models suggested by the United Nations Commission on International Trade Law (UNCITRAL).

(xvii) Consolidation of fora for dealing with rehabilitation of companies, their liquidation and winding up in the single forum of National Company Law Tribunal with appeal to National Company Law Appellate Tribunal. The nature of the Rehabilitation and Revival Fund proposed in the Companies (Second Amendment) Act, 2002 to be replaced by Insolvency Fund with voluntary contributions linked to entitlements to draw money in a situation of insolvency.

(xviii) A more effective regime for inspections and investigations of companies while laying down the maximum as well as minimum quantum of penalty for each offence with suitable deterrence for repeat offences. Company is identified as a separate entity for imposition of monetary penalties from the officers in default. In case of fraudulent activities/actions, provisions for recovery and disgorgement have been included.

(xix) Levy of additional fee in a non-discretionary manner for procedural offences, such as late filing of statutory documents, to be enabled through rules. Defaults of procedural nature to be penalized by levy of monetary penalties by the Registrars of Companies. The appeals against such orders of Registrars of Companies to lie with suitably designated higher authorities.

(xx) Special Courts to deal with offences under the Bill. Company matters such as mergers and amalgamations, reduction of capital, insolvency including rehabilitation, liquidations and winding up are proposed to be addressed by the National Company Law Tribunal/ National Company Law Appellate Tribunal.

PIB

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    • CopyWriter
    • Daniel H Pink
      Daniel H. Pink is the author of a trio of provocative books on the changing world of work. His newest work is The Adventures of Johnny Bunko: The Last Career Guide You’ll Ever Need, the first business book for a western audience in the Japanese comic format known as manga. (In 2007, he won a Japan Society Media Fellowship that took him to Tokyo to study the manga industry.) Before that, he wrote A Whole New Mind: Why Right-Brainers Will Rule the Future, a long-running New York Times and BusinessWeek bestseller that has been translated into 16 languages. His first book was Free Agent Nation: The Future of Working For Yourself, which Publishers Weekly says “has become a cornerstone of employee-management relations.”
    • Dr. John Sullivan
      Dr. John Sullivan (JohnS@sfsu.edu) is a well-known thought leader in HR. He is a frequent speaker and advisor to Fortune 500 and Silicon Valley firms. Formerly the chief talent officer for Agilent Technologies (the 43,000-employee HP spin-off), he is now a professor of management at San Francisco State University. He was called the "Michael Jordan of Hiring" by Fast Company magazine. More recruiting articles by Dr. Sullivan can be found in the ER Daily archives. Information about his numerous other articles, books and manuals about recruiting and HR can be found at
    • George Parker
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    • Luc Galoppin
      Communication is not the message sent, but the message received. That is the foundation of Reply. We are specialized in organizational change, an area where success is not measured by the beauty or number of PowerPoint slides but by the feedback on your initiatives. Luc Galoppin is managing director of Reply Management Consulting. He picked up his organizational change skills on projects with different scopes and user communities and interim management assignments. He is the co-author with Siegfried Caems of the SAP PRESS book Managing Organizational Change During SAP Implementations.
    • Marshall Goldsmith
      Several ideas run through most of Goldsmith’s writings: * The same beliefs that lead to our success – can make it very difficult for us to change behavior – and, as difficult as it is to change our own behavior, it is even more difficult to change others’ perception of our behavior. * The behavior of leaders needs to be reflective of the stated values of the corporation – and key executives need to ‘go first’ in modeling positive behavioral change. * Managers who receive feedback and engage in ongoing follow-up with co-workers will almost always achieve positive, change in behavior and be seen as more effective leaders by their key stakeholders (this was shown in a Strategy+Business article that involved over 86,000 respondents). * The key to success in executive coaching is not the coach (who is a facilitator of change) – it is the people being coached and their key stakeholders. * Leadership development should provide tools that can be used in a positive, simple, focused and fast manner. Complex theories of change, while interesting, will not work in the ‘real world’ with over-extended executives. * Most executive education has historically been based upon an invalid assumption, “If they understand – they will do.” The basic challenge faced by managers is not understanding the practice of leadership – it is practicing their understanding of leadership.
    • Phil Dourado
    • Serendipity
    • Seth Godin
      Seth is a writer, a speaker and an agent of change.
    • Tom Peters
    • Wayne Turmel
      Wayne Turmel W. Wayne Turmel is a speaker, writer and corporate drone who lives in Chicago Il. He is the founder and president of Greatwebmeetings.com, as well as the host of The Cranky Middle Manager Show podcast, an irreverent and insightful look at the world of Middle Management where he speaks to the brightest minds in the field. His work centers on the vital role of new middle management development, helping Senior Management value, develop and retain good people through the Four Disciplines of Management: Business Acumen, Leadership and Career Development, Communication Skills and Process and Project Management.
    • William Arruda
      Ask William Arruda about personal branding and you’ll get a mile-wide grin, crackling energy, and a lively discussion of how personal branding can make every facet of career and life more engaging, fun, and successful. Mix that together with his twenty years' experience in corporate branding, passion for human potential, and avid pursuit of innovation, you’ll know why media and clients have dubbed William the 'Personal Branding Guru.' It’s an apt name for a pioneering brand strategist, speaker, author and entrepreneur. William’s most vibrant role is that of globetrotting brand ambassador. The answer to ‘Where in the world is William?’ is likely ‘20,000 feet up!’ A member of the American Airlines Two Million Miles Club, his travels in branding have taken him across five continents—so often, in fact, that “global” is one of his prime brand attributes. IBM, JPMorgan, Disney, Adobe, Microsoft, Warner Bros, British Telecom and Starwood Hotels are just a few of the corporate clients for whom he’s delivered presentations and workshops on the transformative power of personal branding. William supercharges and motivates his audiences—and his private clients include some of the world’s most influential leaders and innovators. Committed to extending the impact of personal branding, William founded Reach—the global leader in personal branding—and created a pioneering program to certify coaches and career professionals in the Reach personal branding methodology. Reach Certified Personal Brand Strategists now span the globe. Always overflowing with creativity and new ideas, William has developed unique offerings that translate the power of corporate branding to personal branding. He created 360Reach—now the leading personal branding assessment—and he co-founded the Reach Branding Club (RBC), the first on-line, interactive, multimedia personal branding program. 360Reach and the RBC are now used by thousands of careerists, executives, professionals, and consultants. As a thought-leader, William is a sought after spokesperson on personal branding, on-line identity and career management. He has appeared on BBC TV, the Discovery Channel, Fox News Live and Radio America and he’s been featured in countless publications, including Time Magazine, the Wall Street Journal and Entrepreneur. William’s book (with co-author Kirsten Dixson), Career Distinction, will be published by J. Wiley in May, 2007. He is a member of the International Coach Federation and the National Speakers Association. He holds a Master's Degree in Education. You can reach him at williamarruda@reachcc.com or call him on 1.212.208.4693.

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