Tag: Financial Statements

The Government has established an Investor Education and Protection Fund (IEPF) under Sec. 205 C of the Companies Act, 1956 under which unclaimed funds on account of dividends, matured deposits, matured debentures, share application money etc. are transferred through the IEPF to the Government by the company on completion of seven years. The Government is required to utilize this amount through an Investor Education and Protection Fund. For this purpose, the proceeds from the companies are credited to the Consolidated Fund of India through this fund. The Fund may then be entrusted with full-fledged responsibility to carry out activities for education of investors and protection of their rights.

BSE is the first Exchange to have set up the ‘Stock Exchange Investors Protection Fund (IPF) in the interest of the customers of the defaulter members of the Exchange. This fund was set up on 10th July, 1986 and has been registered with the Charity Commissioner, Government of Maharashtra as a Charitable Fund. The maximum amount of Rs. 10,00,000 payable to an investor from Investor Protection Fund in the event of a default by a Trading Member has been revised to Rs. 15,00,000; which shall be applicable to the clients of the Trading Member of the Exchange, who will be declared Defaulter after 5th December, 2009. (This has been progressively raised by BSE from Rs.10,000 in 1988 to the present level).

BSE is the only Exchange in India, which offers the highest compensation of Rs.15lacs in respect of the approved claims of any Investor against the defaulter Trading Members of the Exchange.

The Trading members at present contribute 1 paisa per 1lakh of gross turnover. The Stock Exchange contributes 2.5% of the listing fees collected by it. Also the entire interest earned by the Exchange on 1% security deposit kept by with it by the companies making public / rights issues is credited to the Fund.

Investor Awareness Program

Launching the Securities Market Awareness Campaign organized by SEBI (January 2003), the Prime Minister said the prolonged quietness in the stock markets had tested the confidence of the small investor who was the backbone of the securities market. If investors are not attracted, then companies will not be able to raise money through the capital market. The Indian household investor, off late, has been putting much of his savings in non-financial assets. Even with financial assets, most of the savings are going to the banking system. This is not the best or the most productive use of our savings, he said. In recent years, there had been many instances of companies raising money from the market by creating hype and then defrauding the investor. Many of them issued shares at hefty premiums; most of their scrip are now trading well below their face value. Stock market scams brought a bad name to the Indian business community. This is how boom went bust and hopes turned to dust for many gullible investors. And that is how the investor community lost confidence in the market, leading to prolonged stagnation. The Prime Minister, therefore, called upon the market regulator and the intermediaries to learn the right lessons from our experience of the past few years. He said we need markets that are known for their safety and integrity.

Investor Awareness programs are being regularly conducted by stock exchanges to educate the investors and to create awareness among the Investors regarding the working of the capital market and in particular the working of the Stock Exchanges. These programs have been conducted in almost all over the country.

The Investor Awareness program covers extensive topics like Instruments of Investment, Portfolio approach, Mutual funds, Tax provisions, Trading, Clearing and Settlement, Rolling Settlement, Investors’ Protection Fund, Trade Guarantee Fund, Dematerialization of shares, information on Debt Market, Investors’ Grievance Redressal system available with SEBI, BSE & Company Law Board, information on Sensex and other Indices, workshops and Information on Derivatives, Futures and Options etc.

Further, for the benefit of the Investors’ the Bombay Stock Exchange has:

BSE Training Institute which organizes Training programs periodically on various subjects like comprehensive programs on Capital Markets, Fundamental Analysis, Technical Analysis, Derivatives, Index Futures and Options, Debt Market, etc. Further, for the Derivatives market BSE also conducts the compulsory BSE’s Certification on Derivatives Exchange (BCDE) certification for Trading Members and their dealers to impart basic minimum knowledge of the derivatives markets.

Compensation to the Investors

Capital market includes investment into risk bearing instruments. In such cases, the investor is required to make his own assessment of risk and reward. No compensation could be visualized for such investors whose investments were in risk bearing instruments. Similarly, investment in a fixed return instrument necessitated a careful review of the borrowing entity. Such actions would also be subjected to known or declared risks. Besides, the capital market also provides an opportunity for an investor to exit. The need therefore, is to ensure proper and healthy market operation so that investors could exercise their exit options in a reasonable and equitable environment. However, there may be situations where such a frame work is distorted through frauds. There may be provisions for compensation in the event of fraud by companies being established in securing funds from investors. For this purpose lifting of corporate veil may be enabled by the law.

The Companies Act, 2013 is enacted with the main aim to assure maximum protection to every section of investors irrespective of their classes. The Companies Act, 2013 has been embedded with several new provisions in regards to the protection of investor’s interest. Some of the provisions to protect investor’s interest under the Companies Act, 2013 are discussed hereunder.

Acceptance of Deposits: The acceptance of deposit from the general public is not permitted under the Act, and violation of any of the provision is a punishable offense. Section 73 of the Act provides that no company shall accept or review deposit under this Act from the public except in a manner recognized under Chapter V of the Act and Companies (Acceptance of Deposit) Rule 2014.

Misstatement in Prospectus: The prospectus is a written statement issued by the company to the general public containing brief information regarding companies profile and their investment proposals. Section 34 of the Act deals with the criminal liability for miss statement in the prospectus issued by a company. The prospectus issued, circulated or distributed, include any statement, which is untrue or misleading in form or context to induce people to make an investment, shall be liable for action u/S 447.

Fraudulently Inducing Person to Invest Money: Section 36 of the Act deals with the punishment of the person who intentionally or recklessly induces the investor to make the investment through any agreement for the purpose or the pretended purpose of which to secure a profit. This kind of deliberate concealment of fact shall be liable for punishment u/s 447.

Non-Payment Of Dividend: Declaration of the dividend is usually one of the items of agenda of every AGM. The dividend is nothing but profits earned by the company and divided among shareholders in proportion to the amount paid-up shares held by them, i.e., return on the investment made by shareholders. The Section 125 of the Act provides for the establishment of investors education and protection fund by the central government. This fund is credited with the unpaid/unclaimed amount of application money/matured money or mature deposits. Such accumulations of the fund are to be utilized for promotion of investor’s awareness and protection of investor interest. Section 123 of the Act state that the dividend should be credited in investors account within in five days after the declaration.

Right to Demand Financial Statements: Section 136 of the Act provides for the right of a member to obtain copies of Balance-Sheet and Auditors Reports. In the case of default complying with this requirement, the company shall be liable for a penalty of twenty-five rupees and the authorized officer who is in default shall be liable for a penalty of five thousand rupees. Besides, this investor has the option to proceed against the company or its authorities in a court of law under the guidelines determined under Section 436 of the Act.

The relationship between the board of directors and the management cannot be described as just being that of a relationship between an employee and his or her manager. Though the board oversees the decisions taken by the management and ratifies them along with acting as the final arbiters of the strategic direction and focus that the company is heading into, the relationship goes beyond that. For instance, the board of directors is responsible for the actions of the management and hence not only does the board need to monitor the management, the management needs to take the board into confidence about its decisions. Hence, the relationship can be described as being symbiotic with each with each serving in an ecosystem called the organization. The point here is that neither the management nor the board can exist without each other and hence both need each other to survive and flourish.

The role of boards

• Approve new digital strategies
• Assess the balance of short term wins with long term impacts
• Understand the impact on employees
• Assess corporate risk
• Communicate value to shareholders

Another aspect to the relationship between the board and the management is that more often than not, there is a significant representation of the management in the board. This means that the other board members have to study the decisions taken by these members carefully so that there are no agency problems, conflicts of interest and asymmetries of information.

Only when the board and the management coexist together in a harmonious manner can there be true progress for the organization. For this to happen, there must be a provision for having independent directors and those directors that are not affiliated to the management. The point here is that unless there is objectivity and separation of the directors belonging to the management and those from outside can there is a semblance of avoidance of conflict of interest.

The third aspect of the relationship between the board and the management is the role played by institutional investors or directors from large equity houses and mutual fund companies. These directors bring to the table rich and varied expertise and experience in running companies and hence their input is crucial to the working of the company. It is for this reason that many regulators insist on having a certain percentage of the board as independent directors and another percentage from institutional shareholders. The reason for this is the fact that unless there is a process of due diligence and oversight over the actions of the management, the management can take unilateral decisions that are not always in the best interests of the company.

The role of CEOs

For their part, CEOs that lead businesses adopting digital ways of working need to be many things. They must be agile in their approach, have experience of change management, be open to partnerships, and have empathy with employees that are experiencing significant changes to the way they work.

CEOs must also work closely with boards to ensure that the pace of digital change doesn’t run out of control. Partly this means they need to be fully transparent with their boards on all potential risks particularly with regard to cybersecurity issues related to digital systems that 88% of boards now view as a serious risk.

On top of this, CEOs need to be aware of the boards’ thirst for data. This was highlighted in a recent survey that found that 70% of boards want their businesses to increase investment in technology for risk management to give them up to date data on both emerging and atypical threats.

At the same time CEOs should be tapping into the knowledge with their boards of adjacent markets and potential new opportunities. The successful Board/CEO partnership of the future will use every available insight to make sure that organisations can operate safely, confidently and with a 360° view of what’s coming next.

Bringing it all together

On a more practical level, boards and CEOs also need to find ways to collaborate via digital channels to make communication more frequent and to speed up decision making for example, by using specialist board portal technology.

With a board portal, directors can get easy access to both current and historical data from wherever they are located. CEOs can also use portals to share information securely with the board at any time and accelerate approval and sign off for new initiatives.

Along with the other requirements we’ve covered in this article, this kind of digital flow will be ultimately key to facilitating long-term partnerships between boards and CEOs and making their collective work on digital issues the success that it needs to be.

Finally, the relationship between the board and management is somewhat strained whenever the company is not doing well. This happens because the board has a top view of the organization and the management has a deeper insight. Hence, to be fair to the management, they are the ones who have to run the organization and so they cannot be constrained by what the board dictates sitting on its perch. This is the classic problem that many companies face especially when they are not doing well and the remedy for this is to take the board into confidence about the complexities of the day to day operations and apprise them of the nuances and subtleties of running the organization.

Need:

As a business director or owner it’s essential you can identify and meet the core skills your business needs to be successful.

These skills will be the same whatever business you run – whether you’re a self-employed graphic designer or you head a manufacturing company employing dozens of people.

There are intangible skills you will need, such as leadership skills, the ability to cope with long hours and hard work, and the inner resources to deal with stress and risk-taking. They also include strategy-setting and the ability to build and manage a team.

There are also functional skills that all businesses need. The smaller your business, the more of these skills you will need personally:

• Finance: Including cash flow planning, credit-management and managing relationships with your bank and accountant
• Marketing: including advertising, promotion and PR.
• Sales: including pricing, negotiating, customer service and tracking competitors
• Procurement and buying: including tendering, managing contracts, stock control and inventory planning
• Administration: including bookkeeping, billing, accounts preparation and payroll handling
• Personnel: including recruitment, dispute resolution, motivating staff and managing training
• Personal business skills: including computer, written and oral communication, and organisational skills

Objectives:

Leadership Supervisory Role: The Director of Training and Development’s first and most prominent role is his leadership role over the training and development department. In this position, the Director of Training and Development oversees all activities of the department and identifies the business’s developmental needs ensuring that there is consistency with core competencies and goals.

The Director of Training and Development also plans, organizes, and leads training programs, ensuring proper execution at all levels of the department. The Director of Training and Development also ensures consistency in the delivery and application of training standards across the business and oversees the planning, prioritization, and development of new training programs and initiatives, ensuring that these programs and initiatives are consistent with the business overall strategies, objectives, and needs.

He is also responsible for following up with the leadership and management of all departments in order to ensure that the parties involved in each training program complete their training. In this capacity, the Director of Training and Development also monitors and ensures the achievement of results within the approved training department budget. The Director of Training and Development also plays mentorship role to key personnel in the training and development department, ensuring constant development in their professional skills, and readying them for the occupation of his position in the event of his absence or retirement.

Strategy: The Director of Training and Development plays a strategic role where he is in charge of approving and developing effective training programs and materials, making regular modifications to programs where necessary. The Director of Training and Development also plays a leading role in the development and documentation of the training path for key positions within the business and communicating this information as needed.

For example, he is directly in charge of implementing AGM training programs as well as subsequent field leadership training programs that ensure optimal leadership within the business. It is also the director’s responsibility to lead the creation of training material and content for training programs, and identifying tools for relaying that content to relevant personnel.

Analytics: The Director of Training and Development is tasked with an analytical role where he conducts research, approves, and makes further recommendations for appropriate learning management systems and databases. The Director of Training and Development additionally develops, implements, monitors, and maintains both initial and ongoing training programs across the business.

He keeps track of departmental training records and develops opportunities in addition to developing dashboard reporting for all levels in the business. In this capacity, the Director of Training and Development also conducts analyses in order to identify and define present and future training needs. The Director of Training and Development also conducts follow-up studies on all completed training programs in order to evaluate and measure results and draw reports for senior HR management and key stakeholders.

Collaboration: The role of the Director of Training and Development is a collaborative role where he collaborates with other human resources departmental directors in defining strategies and ensuring their alignment in order to avoid conflicts of interest. In this collaboration, the Director of Training and Development also assists other HR professionals in their training needs specific to their areas of specialty.

He also liaises with various other departmental heads and managers ensuring proper execution of ongoing departmental training programs in order to achieve the desired results and ultimately improve the overall performance of the business. The Director of Training and Development also collaborates with these departmental heads and managers in order to establish and maintain training metrics and to evaluate the effectiveness of training. In his collaborative capacity, the Director of Training and Development also partners with key stakeholders ensuring adherence to the latest industry trends and practices.

Knowledge: The Director of Training and Development is tasked with the maintenance of knowledge in the training and development department. In this position, the Director stays up to date with the latest instructional technologies through the establishment of personal networks, attendance of workshops, reviewing of professional publications, and participation in professional industry associations. This way, the Director is able to introduce the latest and most applicable trends in training and development for inclusion in the overall strategy, constantly maintaining and updating training programs within the business.

Other Duties: The Director of Training and Development also performs similar duties as he deems necessary for the proper execution of his duties or other duties as delegated by the Chief Human Resources Officer.

Promoter

“Promoter” means a person:(

(a) Who has been named as such in a prospectus or is identified by the company in the annual return referred to in section 92;

(b) Who has control over the affairs of the company, directly or indirectly whether as a shareholder, director or otherwise;

(c) In accordance with whose advice, directions or instructions the Board of Directors of the company is accustomed to act:

Nominee

Nominee directors could be appointed by a specific class of shareholders, banks or lending financial institutions, third parties through contracts, or by the Union Government in case of oppression or mismanagement.

Shareholder

A small shareholder is a person who is holding shares of nominal value amounting to a maximum of Rs 20,000 in a public company. Small shareholders are entitled to elect a director in a listed company. The directors elected by these shareholders will be known as a ‘Small Shareholders Director’.

• There is no mandate to appoint a small shareholders director under s.151, left up to the company’s discretion
• Companies must fulfil two criteria to be eligible to appoint a small shareholders director
• Must be a public company
• Must have at least 1000 or more small shareholders.

Tenure of Appointment

Small shareholders director can be appointed for a maximum period of three years. He/she may not necessarily retire by rotation. He/she cannot be reappointed after the cessation of services.

Moreover, small shareholders director cannot be associated with the company in any manner for a period of three years from the cessation of services.

Independent

A person becoming the independent director of the company must fulfil certain criteria given under section 149(6) of the Companies Act, 2013, which states that an independent director is a person other than managing director, whole-time director, or nominee director, and:

• He must have relevant experience and should be a person of integrity as per the board.
• A person appointed as an independent director shall not be a promoter of the same company or any other company which is the holding, subsidiary, or associate company of the same company in which he has been appointed.
• The person shall not be related to the promoters or directors of the company or its holding, subsidiary, or associate company.
• The person must not have any money-related relationship with the company or its holding, subsidiary, or associated company other than his salary.
• None of his relatives or he himself shall not have any kind of interest in the company. Provided, the relative can hold shares of face value up to Rs. 50 Lakhs or 2% of the paid-up capital.

Section 149(4) of the Companies Act, 2013, states that every listed public company must have 1/3rd of its total directors as independent directors.

Reduction of Share Capital is a significant restructuring activity undertaken by a company to either adjust its capital structure, return surplus capital to shareholders, or write off accumulated losses. Under the Companies Act, 2013, the process is strictly regulated to protect shareholders’ interests and ensure compliance with the law. The legal provisions regarding the reduction of share capital are primarily governed by Section 66 of the Companies Act, 2013, and associated rules.

Meaning and Purpose of Capital Reduction

The reduction of share capital refers to the process by which a company reduces its issued, subscribed, and paid-up share capital. This process is typically undertaken for various purposes:

• Adjusting the company’s capital structure due to losses.
• Returning surplus capital to shareholders that is no longer needed for the business.
• Canceling unissued shares or reducing the nominal value of shares.
• Writing off accumulated losses to present a healthier balance sheet.
• Discharging shareholders who do not participate fully in the company’s growth.

Reduction of capital can be carried out in various ways, such as:

• Canceling or extinguishing the liability of unpaid capital.
• Reducing the face value of shares.
• Buying back shares, and subsequently canceling them.
• Canceling any paid-up capital that is no longer needed.

Section 66 of the Companies Act, 2013

This section lays down the legal framework for reducing the share capital of a company. Here are the key provisions:

1. Special Resolution

• The reduction of share capital can only be initiated if a special resolution is passed by the shareholders in a general meeting. A special resolution requires at least 75% of the votes cast to be in favor of the resolution.
• The resolution must clearly specify the details of the reduction, the reason for it, and its effect on the company’s capital structure.

2. Approval of the National Company Law Tribunal (NCLT)

• After passing the special resolution, the company must seek the approval of the NCLT (National Company Law Tribunal).
• The company must file an application with the NCLT, including the special resolution and detailed justification for the capital reduction.
• The tribunal will carefully examine the application to ensure that the reduction is not prejudicial to the company’s creditors or shareholders.

3. Notice to Creditors and Objections

• Before approving the reduction, the NCLT will direct the company to notify its creditors. This is done to ensure that creditors’ interests are not adversely affected by the reduction.
• Creditors have the right to object to the reduction if they believe that it will impact their claims or financial position.
• If creditors object, the NCLT may ask the company to settle the objections, provide security for their debts, or pay off the debts before proceeding with the reduction.

4. Court’s Order and Registration

• Once the NCLT is satisfied with the company’s application and resolves any objections raised by creditors, it will pass an order approving the reduction of share capital.
• The NCLT may impose conditions while granting the approval to safeguard the interests of shareholders and creditors.
• After obtaining the NCLT’s approval, the company must file a certified copy of the tribunal’s order with the Registrar of Companies (ROC) within 30 days.
• The reduction of capital takes effect only after the order is registered with the ROC.

5. Publication of the Order

The company is required to publish the order approving the reduction of share capital in a newspaper, as directed by the NCLT. This ensures transparency and informs all stakeholders of the change in the company’s capital structure.

Forms of Capital Reduction

Reduction of share capital can take various forms under the Companies Act, 2013:

Capital reduction refers to the reorganization of a company’s share capital by decreasing its issued, subscribed, or paid-up capital with the approval of the Tribunal (NCLT) under the Companies Act. It is adopted when the existing capital structure becomes unsuitable due to losses, overcapitalization, or surplus funds.

The common forms of capital reduction are explained below:

1. Reduction of Liability on Uncalled Capital

In this form, the company cancels the unpaid portion of share capital that shareholders are liable to pay in the future.
For example, a ₹10 share with ₹6 paid-up may be converted into a ₹6 fully paid share. Shareholders are relieved from the obligation to pay the remaining ₹4.

This method is used when the company realizes that it does not require the remaining capital from shareholders. It reduces financial burden on members and improves investor confidence.

2. Cancellation of Paid-up Capital Not Represented by Assets

When a company suffers continuous losses, part of the paid-up share capital is no longer represented by real assets. In such cases, the company cancels that portion of capital.

Example: A ₹10 share fully paid may be reduced to ₹6 fully paid to eliminate accumulated losses.

This is the most common method of capital reduction and helps clean the balance sheet by writing off debit balance of Profit & Loss A/c, goodwill, and other fictitious assets.

3. Reduction by Returning Excess Capital to Shareholders

Sometimes a company has surplus funds which are not required for business operations. The company may return a portion of the paid-up share capital to shareholders.

Here, shareholders receive cash or other assets, and the nominal value of shares is reduced accordingly.

This method prevents over-capitalization and increases return on capital employed, thereby improving financial efficiency.

4. Reduction of Face Value of Shares

Under this form, the nominal value (face value) of shares is reduced.

Example:
Shares of ₹100 each are reduced to ₹50 each.

The number of shares remains the same, but the paid-up capital decreases. The amount reduced is used to write off losses or overvalued assets.

5. Consolidation and Subdivision (Reorganization of Shares)

Although technically a capital reorganization, it may accompany capital reduction.

• Consolidation: Small shares are combined into larger denomination shares (e.g., five ₹10 shares into one ₹50 share).

• Subdivision: One large share is split into smaller shares (₹100 share into ten ₹10 shares).

This helps in better marketability of shares and smoother trading.

6. Reduction by Compromise or Arrangement with Creditors

In some reconstruction schemes, creditors agree to accept a lower payment than the actual amount due. The sacrifice made by creditors forms part of the capital reduction process.

This usually occurs when the company is in financial distress and wants to avoid liquidation. Both shareholders and creditors share the loss to revive the company.

7. Reduction through Surrender of Shares

Shareholders voluntarily surrender a portion of their shares to the company. The surrendered shares are cancelled and the share capital is reduced.

This generally occurs during internal reconstruction, where members cooperate to improve the company’s financial position.

Restrictions and Prohibitions

The reduction of share capital is subject to certain restrictions. A company that is in default of repaying deposits or interest thereon cannot reduce its share capital unless it rectifies the default. Capital reduction must not result in the company holding shares in itself, as this would violate the provisions regarding the prohibition of owning treasury shares.

Impact of Capital Reduction

1. Cleaning of Balance Sheet

Capital reduction helps in eliminating fictitious and intangible assets such as preliminary expenses, underwriting commission, discount on issue of shares/debentures, and accumulated losses. These items are written off against the reduced capital.

As a result, the balance sheet reflects the true financial position of the company. It removes inflated figures of capital and presents realistic asset values, thereby increasing reliability of financial statements.

2. Adjustment of Accumulated Losses

Companies suffering heavy losses often carry a debit balance in the Profit and Loss Account. Through capital reduction, this loss is adjusted against share capital.

After adjustment, the company starts with a clean financial record, which is important for future profitability. It allows the company to declare dividends in the future once profits are earned because past losses no longer appear in the books.

3. Reduction in Share Capital

The most direct effect is the decrease in paid-up share capital. Either the face value of shares is reduced or the number of shares is cancelled.

This reduces the company’s capital base. Although total capital decreases, the capital becomes more realistic and proportionate to the company’s assets and earning capacity.

4. Effect on Shareholders

Shareholders may experience a reduction in the nominal value of shares or the number of shares they hold. Sometimes they may also receive repayment of excess capital.

Although their investment value may reduce on paper, shareholders benefit in the long run because the company becomes financially stable and capable of earning profits and paying dividends.

5. Effect on Market Value of Shares

After capital reduction, the company’s financial statements appear healthier. Investors gain confidence as the company no longer shows heavy losses.

Consequently, the market value of shares often improves. A smaller but stronger capital base generally increases earnings per share (EPS), which positively influences share prices.

6. Impact on Creditors

Creditors’ interests are protected by law during capital reduction. The Tribunal ensures that their claims are either paid or secured before approval.

Once capital reduction is completed, creditors feel more secure because the company’s financial structure becomes stable and the risk of insolvency decreases.

7. Improvement in Profitability Ratios

Reduction of capital decreases the denominator in profitability calculations such as Return on Capital Employed (ROCE) and Earnings Per Share (EPS).

With the same level of profits and lower capital, these ratios improve significantly. Better ratios attract investors and enhance the company’s financial reputation.

8. Prevention of Overcapitalization

Overcapitalization occurs when a company has more capital than required for its operations. Capital reduction eliminates surplus capital.

This ensures efficient utilization of funds and increases operating efficiency. The company can now operate with an optimum level of capital suited to its business activities.

Non-compliance and Penalties

If a company reduces its capital without following the legal provisions, it will be considered void and illegal. Any directors or officers involved in such a reduction may face penalties, including fines or imprisonment, as per the Act.