Criticism of Corporate Social Responsibility

Criticism of Corporate Social Responsibility (CSR) typically falls into two main categories: those who argue that CSR is not necessary or effective, and those who argue that CSR does not go far enough to address systemic issues.

Some common criticisms and potential ways to overcome them:

  • CSR is not necessary or effective:

Some argue that CSR is not necessary because it is not the role of businesses to address social and environmental issues, or that CSR initiatives are not effective in achieving their intended goals. To address this criticism, businesses can focus on integrating sustainability and social responsibility into their core business practices, rather than treating them as separate initiatives. This can include incorporating sustainability into supply chain management, product design, and employee engagement, and measuring the impact of these practices on business performance.

  • CSR is a form of greenwashing:

Some argue that CSR is a form of greenwashing, or that it is used by businesses to distract from negative practices or to improve their public image without making substantive changes. To overcome this criticism, businesses should be transparent and authentic in their CSR initiatives, and ensure that they are aligned with the company’s core values and business practices. This can include engaging stakeholders in the development and implementation of CSR initiatives, and measuring and reporting on the impact of these initiatives.

  • CSR does not address systemic issues:

Some argue that CSR initiatives are not sufficient to address systemic issues, such as income inequality, climate change, or human rights violations. To address this criticism, businesses can focus on advocacy and policy change, in addition to their internal CSR initiatives. This can include engaging in public policy debates, supporting social and environmental causes through philanthropy, and collaborating with other stakeholders to address systemic issues.

  • CSR is a distraction from the need for systemic change:

Some argue that CSR initiatives can distract from the need for systemic change, by focusing on individual company practices rather than addressing broader structural issues. To address this criticism, businesses can collaborate with other stakeholders to address systemic issues, and advocate for policy change at the local, national, and international levels. This can involve engaging with policymakers, civil society organizations, and other businesses to develop collective solutions to social and environmental challenges.

Implementing Corporate governance standards in Emerging countries

Emerging countries often face unique challenges in implementing corporate governance standards due to factors such as weak legal frameworks, political instability, and a lack of awareness among stakeholders. However, there are several steps that can be taken to implement corporate governance standards in emerging countries:

  1. Strengthening legal frameworks: Emerging countries can strengthen their legal frameworks by adopting and enforcing laws and regulations that promote corporate governance. This includes laws related to transparency and disclosure, shareholder rights, board composition, and executive compensation.
  2. Educating stakeholders: Emerging countries can raise awareness of the importance of corporate governance by educating stakeholders, such as investors, regulators, and company directors, on best practices and the benefits of good corporate governance. This can include workshops, training programs, and public awareness campaigns.
  3. Building capacity: Emerging countries can build capacity by developing the skills and knowledge of professionals in the corporate governance field, such as lawyers, accountants, and auditors. This can be done through training programs, certification courses, and professional associations.
  4. Encouraging voluntary adoption: Emerging countries can encourage companies to voluntarily adopt corporate governance standards by providing incentives such as tax breaks, subsidies, and preferential treatment in government procurement. This can help create a culture of good corporate governance and encourage companies to adopt best practices.
  5. Strengthening stakeholder engagement: Emerging countries can strengthen stakeholder engagement by creating forums for dialogue between companies and stakeholders, such as shareholder meetings, public consultations, and stakeholder advisory committees. This can help ensure that the interests of all stakeholders are taken into account in decision-making processes.
  6. Developing partnerships: Emerging countries can develop partnerships with international organizations, such as the World Bank and the International Finance Corporation, that provide technical assistance and support for the development of corporate governance frameworks.
  7. Monitoring and evaluation: Emerging countries can monitor and evaluate the effectiveness of corporate governance frameworks by conducting regular assessments and audits. This can help identify gaps and areas for improvement and ensure that corporate governance practices are being implemented effectively.

Issues in Implementing Corporate governance standards in emerging countries

Implementing corporate governance standards in emerging countries can be challenging due to a range of issues, including:

  1. Weak legal and regulatory frameworks: Many emerging countries have weak legal and regulatory frameworks, which can make it difficult to enforce corporate governance standards and hold companies accountable.
  2. Lack of awareness and understanding: Many stakeholders in emerging countries, including investors, regulators, and company directors, may have limited awareness and understanding of corporate governance principles and practices.
  3. Limited resources and capacity: Companies in emerging countries may have limited resources and capacity to implement corporate governance standards, particularly if they are small and medium-sized enterprises (SMEs).
  4. Cultural and institutional barriers: Corporate governance practices may be at odds with local cultural and institutional norms, which can make it difficult to implement them effectively.
  5. Corruption and political instability: Corruption and political instability can pose significant challenges to the implementation of corporate governance standards, as they can undermine trust in institutions and the rule of law.
  6. Lack of local expertise: There may be a shortage of local experts with the skills and knowledge to support the implementation of corporate governance standards.
  7. Limited access to capital: Companies in emerging countries may face limited access to capital if they are perceived as having weak corporate governance practices, which can undermine their ability to grow and expand.

Implementing Corporate governance standards in European Union countries

Corporate governance standards in European Union (EU) countries are implemented through a combination of legal requirements, industry best practices, and voluntary guidelines.

Some key steps that companies can take to implement corporate governance standards in the EU include:

  1. Establishing a board of directors: EU companies are required to have a board of directors, which is responsible for overseeing the company’s management and ensuring that it operates in the best interests of shareholders. Companies can strengthen their corporate governance by ensuring that their board is independent, diverse, and has appropriate skills and expertise.
  2. Adopting a code of conduct: Companies can adopt a code of conduct that outlines ethical standards and expectations for employees, suppliers, and other stakeholders. The code of conduct should be regularly reviewed and updated to ensure that it reflects changing expectations and best practices.
  3. Implementing internal controls: Companies can implement internal controls to ensure that they are operating in compliance with legal and ethical requirements. This can include processes for financial reporting, risk management, and internal audits.
  4. Disclosure and transparency: EU companies are required to disclose certain information to investors and regulators, such as financial statements, executive compensation, and material risks. Companies can enhance their corporate governance by providing additional information on their sustainability practices, social and environmental impact, and stakeholder engagement.
  5. Engaging with stakeholders: Companies can engage with stakeholders, such as customers, employees, suppliers, and local communities, to understand their needs and expectations and to build trust. This can involve regular communication, consultation, and collaboration with stakeholders to ensure that the company’s activities are aligned with their interests.
  6. Compliance with legal and regulatory requirements: Companies can ensure that they are in compliance with legal and regulatory requirements by regularly reviewing and updating their policies and procedures, and by monitoring and addressing any violations.
  7. Implementing EU directives: The EU has introduced a range of directives that aim to enhance corporate governance practices in member states. Companies can ensure that they are in compliance with these directives by adopting policies and practices that align with the requirements.

Issues in Implementing Corporate governance standards in European Union countries

While European Union (EU) countries generally have a more robust legal and regulatory framework for corporate governance, there are still challenges in implementing corporate governance standards in these countries.

Some of the key issues include:

  1. Diverse legal and regulatory frameworks: While there are EU-wide corporate governance principles and guidelines, the implementation of these principles can vary across member states due to differences in legal and regulatory frameworks.
  2. Lack of enforcement: While there are laws and regulations governing corporate governance in EU countries, there may be insufficient enforcement of these laws, particularly for smaller companies.
  3. Resistance to change: Companies and stakeholders may resist changes to existing corporate governance practices, particularly if they are seen as being too onerous or costly.
  4. Limited shareholder engagement: While shareholder engagement is an important aspect of corporate governance, there may be limited engagement by shareholders in EU countries, particularly if they are dispersed and not well-organized.
  5. Complexity: Corporate governance frameworks in EU countries can be complex and difficult to understand, particularly for smaller companies and non-experts.
  6. Insufficient diversity: Many companies in EU countries have insufficient diversity on their boards and among their management teams, which can undermine the effectiveness of corporate governance practices.
  7. Limited attention to social and environmental issues: While there is growing recognition of the importance of social and environmental issues in corporate governance, there may still be limited attention paid to these issues in EU countries.

To address these issues, it is important to continue to improve legal and regulatory frameworks, promote enforcement of existing regulations, and engage stakeholders in the implementation of corporate governance standards. This may involve promoting greater diversity on boards and management teams, encouraging greater shareholder engagement, and promoting transparency and accountability in corporate decision-making. It may also involve promoting greater attention to social and environmental issues in corporate governance, and promoting greater awareness and understanding of corporate governance practices among non-experts. Ultimately, the goal should be to create a corporate governance framework that promotes sustainable economic development and benefits all stakeholders.

Implementing Corporate governance standards in the United States

Corporate governance standards in the United States are implemented through a combination of legal requirements, industry best practices, and voluntary guidelines.

Some key steps that companies can take to implement corporate governance standards in the US include:

  1. Establishing a board of directors: US companies are required to have a board of directors, which is responsible for overseeing the company’s management and ensuring that it operates in the best interests of shareholders. Companies can strengthen their corporate governance by ensuring that their board is independent, diverse, and has appropriate skills and expertise.
  2. Adopting a code of conduct: Companies can adopt a code of conduct that outlines ethical standards and expectations for employees, suppliers, and other stakeholders. The code of conduct should be regularly reviewed and updated to ensure that it reflects changing expectations and best practices.
  3. Implementing internal controls: Companies can implement internal controls to ensure that they are operating in compliance with legal and ethical requirements. This can include processes for financial reporting, risk management, and internal audits.
  4. Disclosure and transparency: US companies are required to disclose certain information to investors and regulators, such as financial statements, executive compensation, and material risks. Companies can enhance their corporate governance by providing additional information on their sustainability practices, social and environmental impact, and stakeholder engagement.
  5. Engaging with stakeholders: Companies can engage with stakeholders, such as customers, employees, suppliers, and local communities, to understand their needs and expectations and to build trust. This can involve regular communication, consultation, and collaboration with stakeholders to ensure that the company’s activities are aligned with their interests.
  6. Compliance with legal and regulatory requirements: Companies can ensure that they are in compliance with legal and regulatory requirements by regularly reviewing and updating their policies and procedures, and by monitoring and addressing any violations.

Issues in Implementing Corporate governance standards in the United States and how to address them

While the United States has a relatively strong legal and regulatory framework for corporate governance, there are still some challenges in implementing corporate governance standards in the country. Some of the key issues include:

  1. Shareholder activism: While shareholder activism can be an important mechanism for promoting good corporate governance, it can also be disruptive and costly, particularly for smaller companies.
  2. Limited diversity: Many companies in the United States have limited diversity on their boards and among their management teams, which can undermine the effectiveness of corporate governance practices.
  3. Executive compensation: Executive compensation in the United States is often criticized as being excessive and not well-aligned with company performance, which can undermine the effectiveness of corporate governance practices.
  4. Short-termism: Many companies in the United States are criticized for being too focused on short-term results at the expense of long-term sustainability, which can undermine the effectiveness of corporate governance practices.
  5. Regulatory complexity: The legal and regulatory framework for corporate governance in the United States can be complex and difficult to navigate, particularly for smaller companies and non-experts.

To address these issues, it is important to continue to promote transparency and accountability in corporate decision-making, and to encourage greater diversity on boards and management teams. This may involve promoting the adoption of best practices for corporate governance, such as independent board members, regular board evaluations, and clear executive compensation policies. It may also involve promoting greater attention to long-term sustainability and social and environmental issues in corporate decision-making.

To address the issue of regulatory complexity, there could be efforts to simplify the legal and regulatory framework for corporate governance, and to provide more guidance and support for smaller companies and non-experts. Additionally, efforts could be made to reduce the cost and complexity of shareholder activism, while still allowing shareholders to hold companies accountable for their actions.

International Aspects of Corporate Social Responsibility

Corporate Social Responsibility (CSR) is increasingly being recognized as a global issue that requires international cooperation and collaboration. Many multinational corporations operate in multiple countries and therefore have a responsibility to consider the social and environmental impacts of their operations on a global scale.

International aspects of CSR:

  • Global Supply Chains:

Many multinational corporations have complex supply chains that span multiple countries. This can make it difficult to monitor and regulate the social and environmental impacts of their operations. Therefore, it is important for companies to take steps to ensure that their suppliers are also adhering to good CSR practices.

  • Human Rights:

Human rights are a critical aspect of CSR, and many international treaties and conventions have been established to promote and protect human rights on a global scale. Companies have a responsibility to respect human rights in their operations, and this includes respecting the rights of workers, communities, and other stakeholders.

  • Environmental Sustainability:

Environmental sustainability is a global issue that requires international cooperation and collaboration. Many companies have significant environmental impacts that span multiple countries, and therefore have a responsibility to take steps to reduce their environmental footprint and promote sustainability on a global scale.

  • Global Standards:

There are many international standards and guidelines that have been established to promote good CSR practices. For example, the United Nations Global Compact provides a framework for companies to align their operations with ten principles related to human rights, labor rights, environmental sustainability, and anti-corruption.

  • Stakeholder Engagement:

Stakeholder engagement is an important aspect of CSR, and companies have a responsibility to engage with stakeholders on a global scale. This includes engaging with local communities, civil society organizations, and other stakeholders to understand their concerns and perspectives, and to ensure that their operations are aligned with local needs and priorities.

  • International Regulations:

Many international regulations have been established to promote CSR practices, such as the OECD Guidelines for Multinational Enterprises, which provide recommendations for responsible business conduct. Companies that operate in multiple countries must comply with these regulations and ensure that their operations are aligned with international standards and guidelines.

Stakeholder engagement

Stakeholder engagement refers to the process of engaging with stakeholders in order to understand their perspectives, needs, and concerns, and to involve them in decision-making processes. Stakeholders can include a wide range of individuals and groups that are affected by a company’s operations, including customers, employees, suppliers, local communities, civil society organizations, and government regulators.

Effective stakeholder engagement is an important aspect of corporate social responsibility (CSR) and corporate governance. Engaging with stakeholders can help companies to build trust and credibility, identify and address social and environmental risks, and create value for all stakeholders.

There are several steps involved in stakeholder engagement:

  1. Identify stakeholders: Companies must first identify who their stakeholders are and determine how they are affected by the company’s operations. This can involve mapping stakeholders and their interests, concerns, and power.
  2. Understand stakeholder perspectives: Companies must then engage with stakeholders in order to understand their perspectives, needs, and concerns. This can involve conducting surveys, focus groups, and other forms of research.
  3. Involve stakeholders in decision-making: Companies should involve stakeholders in decision-making processes that affect them. This can involve holding public consultations, involving stakeholders in advisory committees, and other forms of engagement.
  4. Communicate with stakeholders: Companies should communicate regularly with stakeholders in order to keep them informed about the company’s activities and to address any concerns they may have. This can involve regular reporting, social media engagement, and other forms of communication.
  5. Monitor and evaluate: Companies should monitor and evaluate their stakeholder engagement activities in order to determine their effectiveness and identify areas for improvement.

Stakeholder engagement can bring a wide range of benefits to companies:

  1. Improved reputation: Engaging with stakeholders can help companies to build trust and credibility with the public, investors, and other stakeholders. This can help to enhance the company’s reputation and brand value.
  2. Better decision-making: By involving stakeholders in decision-making processes, companies can gain valuable insights and perspectives that can help them to make better decisions. This can lead to better outcomes for the company and its stakeholders.
  3. Enhanced risk management: Engaging with stakeholders can help companies to identify and address social and environmental risks, as well as emerging trends and issues that may impact the company’s operations. This can help to reduce the company’s exposure to risk and improve its resilience.
  4. Innovation and creativity: By involving stakeholders in the innovation process, companies can tap into a wide range of ideas and perspectives that can help to drive innovation and creativity.
  5. Improved employee morale: Engaging with employees as stakeholders can help to improve their morale and job satisfaction, which can lead to higher levels of productivity and retention.
  6. Better relationships with suppliers: Engaging with suppliers as stakeholders can help to build stronger relationships, improve supply chain transparency, and promote responsible sourcing practices.
  7. Improved financial performance: By building trust with stakeholders and addressing social and environmental risks, companies can improve their financial performance and create long-term value for shareholders.

Legislative Provisions of Corporate Governance in Companies Act 1956

Provisions of the Act

Article 3 of the act describes the definition of a company, the types of companies that can be formed e.g. public, private, holding, subsidiary, limited by shares, unlimited etc. Further on in Article 10 E it explains about the constitution of board of company, it explains the companies’ name, the jurisdictions, tribunals, memorandums and the changes that can be made. Article 26 and further on explains about the article of association of the company which a very important part when forming a company and various amendments that can be made. Article 53 to 123,it explains about the shares, the shareholders their rights, it explains about debentures, share capital, their procedure and powers within the company. Article 146 to 251 it explains about the management and administration of the company and the provisions registered office and name. Article 252 to 323 elaborates on the provisions of duties, powers responsibility and liability of the directors in the company which is a very integral part of the company when it is formed. Article 391 to 409 explains about the arbitration, the prevention and obsession of the company Article 425 to 560 it explains the procedure of winding up of a company, the preventions the rights of shareholders, creditors, methods of liquidations, compensation provided and ways of winding up the company. Article 591 and further on explains about setting up companies outside India and their fees and registration procedure and all.

An overview of Companies Act 1956

Companies Act 1956 explains about the whole procedure of the how to form a company, its fees procedure, name, constitution, its members, and the motive behind the company, its share capital, about its general board meetings, management and administration of the company including an important part which is the directors as they are the decision makers and they take all the important decisions for the company their main responsibility and liabilities about the company matter the most. The Act explains about the winding of the business as well and what happens in detail during liquidation period.

Company objective and legal procedure based on the Act

The basic objectives underlying the law are:

  • A minimum standard of good behaviour and business honesty in company promotion and management.
  • Due recognition of the legitimate interest of shareholders and creditors and of the duty of managements not to prejudice to jeopardize those interests.
  • Provision for greater and effective control over and voice in the management for shareholders.
  • A fair and true disclosure of the affairs of companies in their annual published balance sheet and profit and loss accounts.
  • Proper standard of accounting and auditing.
  • Recognition of the rights of shareholders to receive reasonable information and facilities for exercising an intelligent judgment with reference to the management.
  • A ceiling on the share of profits payable to managements as remuneration for services rendered.
  • A check on their transactions where there was a possibility of conflict of duty and interest.
  • A provision for investigation into the affairs of any company managed in a manner oppressive to minority of the shareholders or prejudicial to the interest of the company as a whole.
  • Enforcement of the performance of their duties by those engaged in the management of public companies or of private companies which are subsidiaries of public companies by providing sanctions in the case of breach and subjecting the latter also to the more restrictive provisions of law applicable to public companies.

Companies Act empowerment and mechanism

In India, the Companies Act, 1956, is the most important piece of legislation that empowers the Central Government to regulate the formation, financing, functioning and winding up of companies. The Act contains the mechanism regarding organizational, financial, and managerial, all the relevant aspects of a company. It empowers the Central Government to inspect the books of accounts of a company, to direct special audit, to order investigation into the affairs of a company and to launch prosecution for violation of the Act. These inspections are designed to find out whether the companies conduct their affairs in accordance with the provisions of the Act, whether any unfair practices prejudicial to the public interest are being resorted to by any company or a group of companies and to examine whether there is any mismanagement which may adversely affect any interest of the shareholders, creditors, employees and others. If an inspection discloses a prima facie case of fraud or cheating, action is initiated under provisions of the Companies Act or the same is referred to the Central Bureau of Investigation. The Companies Act, 1956 has been amended from time to time in response to the changing business environment.

Causes for success and failure of start-ups in India

According to the Startup India Portal, India has about 50,000 start-ups and is the 3rd largest ecosystem in the world. Start-ups are now emerging in tier-II and tier-III cities, such as Pune, Ahmedabad, and Kochi. Further, there is an increase in the investment flows from Chinese, Japanese, and Singapore based investors.

Causes for success

Reasons responsible for the growth of start-ups are:

  • Large Indian Market:

India’s diversity in culture, religion, and language has helped start-ups to create diversified products, according to the needs of a particular community. This becomes their Unique Selling Proposition, which in-turn entices investors to fund the start-up.

  • Fast-moving business environment:

In an uncertain and changing business ecosystem, the companies are under constant pressure to innovate to find a footing in the market. Sometimes, other companies invest or buy the start-ups to increase their own uniqueness.

  • Easy access to funds

The government has set up funds for easy startups in the form of venture capital.

  • Apply for tenders

New companies can apply for government tenders. They are excluded from the “related knowledge/turnover” standards appropriate for typical organizations explaining government tenders.

  • Reduction in cost

The government additionally gives arrangements of facilitators of licenses and brand names. They will give top-notch Intellectual Property Rights Services including quick assessment of licenses at lower expenses.

The government will bear all facilitator charges and the startup will bear just the legal expenses.

  • Tax holidays for three years

New companies will be excluded from income tax for a very long time, they get a certificate from the Inter-Ministerial Board (IMB).

  • R&D facilities

In the R&D area, seven new Research Parks will be set up to give offices to new businesses.

  • Tax saving for investors

Individuals putting their capital additions in the endeavor subsidizes arrangement by the government will get an exemption from capital increases. Thus, this will assist new companies to convince more investors.

  • Choose your investor

After this arrangement, the new companies will have an alternative to pick between the VCs, giving them the freedom to pick their investors.

  • Easy exit

Now, talking about the easy exit then if there should be an occurrence of exit, a startup can close its business within 90 days from the date of use of winding up.

  • No time-consuming compliances

For saving time and money numerous compliances have been facilitated for startups.

  • Meet other entrepreneurs

The government has proposed to hold 2 startup fests yearly both broadly and universally to empower the different partners of a startup to meet.

Causes for failure

Lack of focus

When Bill Gates and Warren Buffet were asked about one factor that was responsible for their success, both replied with one word: focus. To understand how focus can help, let’s look at an example.

Grubhub is a food delivery startup. From the beginning, the company decided to focus only on food delivery. There are a lot of other services that a company like that could offer- pickup of food, catering, and more, but the founders chose to focus on just delivery. The result? They could execute technically and operationally and grow the business successfully.

Lack of funds

In 2018, bike rental startup, Tazzo, shut shop. The reason, as given by one of its funding partners, was a failed product-market fit that led to drying up of funding. Even though the startup had raised a considerable amount of funds, the lack of a profitable business model led to the startup shutting down.

Lack of Product Market Fit

There is no one “Fits in all” formula. It has deeper layers to it. This is more of a framework than a goal. Many-a-times, startups fail to validate their product ideas in the existing market scenario. In today’s competitive world, it is important to bring in a product or service that is both problem-solving and fulfils the customer’s expectations in every way, be it price-related or output-related. You don’t want to be wasting your time and efforts on creating something for which there is ‘no market need’!

Lack of innovation

According to a survey, 77% of venture capitalists think that Indian startups lack innovation or unique business models. A study conducted by IBM Institute for Business Value found that 91% of startups fail within the first five years and the most common reason is – lack of innovation.

Although India is said to have the third-largest startup ecosystem, it doesn’t have meta-level startups such as some of the big names like Google, Facebook, and Twitter. Indian startups are also known for replicating global startups, rather than creating their own startup models.

Among the most innovative Indian startups would be startups like ChaiPoint, Ola, Saathi, and Swiggy, according to a list of 50 most innovative companies in the world.

Fear of Startup Failure

While this fear lives in almost every entrepreneur, some tend to simply stop taking risks. Decision-making is hindered as the key goal becomes to not make even one wrong decision at any costs, thus limiting the startup’s gamut. Such fear can not only restrain but also motivate entrepreneurs when directed in a positive way. Having a negative approach from the start can influence thoughts and behaviour badly.

Poorly Harmonised Team

Any well-to-do startup requires a wide range of expertise in its team of employees and management. It is not hard to find technically proficient people these days. However, it is very difficult to find people who know how to get along with others and can be counted on when managers are not looking over their shoulders. Skills and work approach of the founder and his/her team should complement each other efficiently. Working for a startup can create a sort of pressure for the employees too, but as a founder you need to maintain quality communication with them and exchange thoughts eagerly.

Some important provisions of Banking Regulation Act of 1949

Different types of banks, such as commercial banks, cooperative banks, rural banks, and private sector banks exist in India. The Reserve Bank of India (RBI) is the governing body for regulating and supervising the banks. Banking Regulation Act, 1949 is an Act that provides a framework for regulating the banks of India. The Act came into force on 16th March 1949. This Act gives RBI the power to control the behaviour of banks. This Act was passed as Banking Companies Act, 1949. It did not apply to Jammu and Kashmir until 1956. This Act monitors the day-to-day operations of the bank. Under this Act, the RBI can licence banks, put ​​regulation over shareholding and voting rights of shareholders, look over the appointment of the boards and management, and lay down the instructions for audits. RBI also plays a role in mergers and liquidation.

Objectives of the Banking Regulation Act, 1949

  • To meet the demand of the depositors and provide them security and guarantee.
  • To provide provisions that can regulate the business of banking.
  • To regulate the opening of branches and changing of locations of existing branches.
  • To prescribe minimum requirements for the capital of banks.
  • To balance the development of banking institutions.

Provisons

  1. Prohibition of Trading (Sec. 8):

According to Sec. 8 of the Banking Regulation Act, a banking company cannot directly or indirectly deal in buying or selling or bartering of goods. But it may, however, buy, sell or barter the transactions relating to bills of exchange received for collection or negotiation.

  1. Non-Banking Assets (Sec. 9):

According to Sec. 9 “A banking company cannot hold any immovable property, howsoever acquired, except for its own use, for any period exceeding seven years from the date of acquisition thereof. The company is permitted, within the period of seven years, to deal or trade in any such property for facilitating its disposal”. Of course, the Reserve Bank of India may, in the interest of depositors, extend the period of seven years by any period not exceeding five years.

  1. Management (Sec. 10):

Sec. 10 (a) states that not less than 51% of the total number of members of the Board of Directors of a banking company shall consist of persons who have special knowledge or practical experience in one or more of the following fields:

(a) Accountancy;

(b) Agriculture and Rural Economy;

(c) Banking;

(d) Cooperative;

(e) Economics;

(f) Finance;

(g) Law;

(h) Small Scale Industry.

The Section also states that at least not less than two directors should have special knowledge or practical experience relating to agriculture and rural economy and cooperative. Sec. 10(b) (1) further states that every banking company shall have one of its directors as Chairman of its Board of Directors.

  1. Minimum Capital and Reserves (Sec. 11):

Sec. 11 (2) of the Banking Regulation Act, 1949, provides that no banking company shall commence or carry on business in India, unless it has minimum paid-up capital and reserve of such aggregate value as is noted below:

(a) Foreign Banking Companies:

In case of banking company incorporated outside India, aggregate value of its paid-up capital and reserve shall not be less than Rs. 15 lakhs and, if it has a place of business in Mumbai or Kolkata or in both, Rs. 20 lakhs.

It must deposit and keep with the R.B.I, either in Cash or in unencumbered approved securities:

(i) The amount as required above, and

(ii) After the expiry of each calendar year, an amount equal to 20% of its profits for the year in respect of its Indian business.

(b) Indian Banking Companies:

In case of an Indian banking company, the sum of its paid-up capital and reserves shall not be less than the amount stated below:

(i) If it has places of business in more than one State, Rs. 5 lakhs, and if any such place of business is in Mumbai or Kolkata or in both, Rs. 10 lakhs.

(ii) If it has all its places of business in one State, none of which is in Mumbai or Kolkata, Rs. 1 lakh in respect of its principal place of business plus Rs. 10,000 in respect of each of its other places of business in the same district in which it has its principal place of business, plus Rs. 25,000 in respect of each place of business elsewhere in the State.

No such banking company shall be required to have paid-up capital and reserves exceeding Rs. 5 lakhs and no such banking company which has only one place of business shall be required to have paid- up capital and reserves exceeding Rs. 50,000.

In case of any such banking company which commences business for the first time after 16th September 1962, the amount of its paid-up capital shall not be less than Rs. 5 lakhs.

(iii) If it has all its places of business in one State, one or more of which are in Mumbai or Kolkata, Rs. 5 lakhs plus Rs. 25,000 in respect of each place of business outside Mumbai or Kolkata? No such banking company shall be required to have paid-up capital and reserve excluding Rs. 10 lakhs.

  1. Capital Structure (Sec. 12):

According to Sec. 12, no banking company can carry on business in India, unless it satisfies the following conditions:

(a) Its subscribed capital is not less than half of its authorized capital, and its paid-up capital is not less than half of its subscribed capital.

(b) Its capital consists of ordinary shares only or ordinary or equity shares and such preference shares as may have been issued prior to 1st April 1944. This restriction does not apply to a banking company incorporated before 15th January 1937.

(c) The voting right of any shareholder shall not exceed 5% of the total voting right of all the shareholders of the company.

  1. Payment of Commission, Brokerage etc. (Sec. 13):

According to Sec. 13, a banking company is not permitted to pay directly or indirectly by way of commission, brokerage, discount or remuneration on issues of its shares in excess of 2½% of the paid-up value of such shares.

  1. Payment of Dividend (Sec. 15):

According to Sec. 15, no banking company shall pay any dividend on its shares until all its capital expenses (including preliminary expenses, organisation expenses, share selling commission, brokerage, amount of losses incurred and other items of expenditure not represented by tangible assets) have been completely written-off.

But Banking Company need not:

(a) Write-off depreciation in the value of its investments in approved securities in any case where such depreciation has not actually been capitalized or otherwise accounted for as a loss;

(b) Write-off depreciation in the value of its investments in shares, debentures or bonds (other than approved securities) in any case where adequate provision for such depreciation has been made to the satisfaction of the auditor;

(c) Write-off bad debts in any case where adequate provision for such debts has been made to the satisfaction of the auditors of the banking company.

Floating Charges:

A floating charge on the undertaking or any property of a banking company can be created only if RBI certifies in writing that it is not detrimental to the interest of depositors Sec. 14A. Similarly, any charge created by a banking company on unpaid capital is invalid Sec. 14.

  1. Reserve Fund/Statutory Reserve (Sec. 17):

According to Sec. 17, every banking company incorporated in India shall, before declaring a dividend, transfer a sum equal to 20% of the net profits of each year (as disclosed by its Profit and Loss Account) to a Reserve Fund.

The Central Government may, however, on the recommendation of RBI, exempt it from this requirement for a specified period. The exemption is granted if its existing reserve fund together with Securities Premium Account is not less than its paid-up capital.

If it appropriates any sum from the reserve fund or the securities premium account, it shall, within 21 days from the date of such appropriation, report the fact to the Reserve Bank, explaining the circumstances relating to such appropriation. Moreover, banks are required to transfer 20% of the Net Profit to Statutory Reserve.

  1. Cash Reserve (Sec. 18):

Under Sec. 18, every banking company (not being a Scheduled Bank) shall, if Indian, maintain in India, by way of a cash reserve in Cash, with itself or in current account with the Reserve Bank or the State Bank of India or any other bank notified by the Central Government in this behalf, a sum equal to at least 3% of its time and demand liabilities in India.

The Reserve Bank has the power to regulate the percentage also between 3% and 15% (in case of Scheduled Banks). Besides the above, they are to maintain a minimum of 25% of its total time and demand liabilities in cash, gold or unencumbered approved securities. But every banking company’s asset in India should not be less than 75% of its time and demand liabilities in India at the close of last Friday of every quarter.

  1. Liquidity Norms or Statutory Liquidity Ratio (SLR) (Sec. 24):

According to Sec. 24 of the Act, in addition to maintaining CRR, banking companies must maintain sufficient liquid assets in the normal course of business. The section states that every banking company has to maintain in cash, gold or unencumbered approved securities, an amount not less than 25% of its demand and time liabilities in India.

This percentage may be changed by the RBI from time to time according to economic circumstances of the country. This is in addition to the average daily balance maintained by a bank.

Again, as per Sec. 24 of the Banking Regulation Act, 1949, every scheduled bank has to maintain 31.5% on domestic liabilities up to the level outstanding on 30.9.1994 and 25% on any increase in such liabilities over and above the said level as on the said date.

But w.e.f. 26.4.1997 fortnight the maintenance of SLR for inter-bank liabilities was exempted. It must be remembered that at the start of the preceding fortnights, SLR must be maintained for outstanding liabilities.

  1. Restrictions on Loans and Advances (Sec. 20):

After the Amendment of the Act in 1968, a bank cannot:

(i) Grant loans or advances on the security of its own shares, and

(ii) Grant or agree to grant a loan or advance to or on behalf of:

(a) Any of its directors;

(b) Any firm in which any of its directors is interested as partner, manager or guarantor;

(c) Any company of which any of its directors is a director, manager, employee or guarantor, or in which he holds substantial interest; or

(d) Any individual in respect of whom any of its directors is a partner or guarantor.

Note:

(ii) (c) Does not apply to subsidiaries of the banking company, registered under Sec. 25 of the Companies Act or a Government Company.

  1. Accounts and Audit (Sees. 29 to 34A):

The above Sections of the Banking Regulation Act deal with the accounts and audit. Every banking company, incorporated in India, at the end of a financial year expiring after a period of 12 months as the Central Government may by notification in the Official Gazette specify, must prepare a Balance Sheet and a Profit and Loss Account as on the last working day of that year, or, according to the Third Schedule, or, as circumstances permit.

At the same time, every banking company, which is incorporated outside India, is required to prepare a Balance Sheet and also a Profit and Loss Account relating to its branch in India also. We know that Form A of the Third Schedule deals with form of Balance Sheet and Form B of the Third Schedule deals with form of Profit and Loss Account.

It is interesting to note that a revised set of forms have been prescribed for Balance Sheet and Profit and Loss Account of the banking company and RBI has also issued guidelines to follow the revised forms with effect from 31st March 1992.

According to Sec. 30 of the Banking Regulation Act, the Balance Sheet and Profit and Loss Account should be prepared according to Sec. 29, and the same must be audited by a qualified person known as auditor. Every banking company must take previous permission from RBI before appointing, re­appointing or removing any auditor. RBI can also order special audit for public interest of depositors.

Moreover, every banking company must furnish their copies of accounts and Balance Sheet prepared according to Sec. 29 along with the auditor’s report to the RBI and also the Registers of companies within three months from the end of the accounting period.

Corporate Governance and Corporate Social Responsibility LU BBA 6th Semester NEP Notes

Unit 1 [Book]
Introduction to Corporate Governance VIEW
Significance, Functions of Corporate Governance VIEW
Objectives of Corporate Governance VIEW
Evolution and Development of Corporate Governance in India VIEW
Pillars and Components of Corporate Governance VIEW
Recent Development in Corporate Governance VIEW

 

Unit 2 [Book]
Corporate Governance Theories VIEW
Organizational Theories (including Stewardship, Resource, and Institutional Theory) VIEW
Economic Theories (such as Agency, Finance and Managerial Theory) VIEW
Stakeholder Theory VIEW
Corporate Governance and Corporate Performance guidelines in Companies VIEW
Corporate Governance Case Study VIEW

 

Unit 3 [Book]
Corporate Governance and Corporate Social Responsibility VIEW
Early Roots of Corporate Social Responsibility VIEW
Does Corporate Social Responsibility improve Financial Performance? VIEW
Sustainability and a Stakeholder Perspective of CSR VIEW
Criticism of Corporate Social Responsibility VIEW
Sustainability Reporting VIEW

 

Unit 4 [Book]
Implementing Corporate governance standards in the United States VIEW
Implementing Corporate governance standards in European Union countries VIEW
Implementing Corporate governance standards in emerging countries VIEW
International Aspects of Corporate Social Responsibility VIEW
Stakeholder engagement VIEW
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