GANGULY COMMITTEE REPORT
Faculty: Dr. Meghna Shah
Sub: BECG
Reserve Bank’s approach
The formal policy announcement in regard to corporate governance was first
made by Dr. Bimal Jalan in the Mid-Term Review of the Monetary and Credit Policy
on October 21, 2001. Pursuant to this announcement, a Consultative Group was
constituted in November 2001 under the Chairmanship of Dr. A.S. Ganguly :
basically, with a view to strengthen the internal supervisory role of the Boards
and corporate governance in banks in India including the public sector banks
and made recommendations to bring the governance standards in India at par
with the best international standards. The Reserve Bank initiated several
measures to strengthen the corporate governance in the Indian banking sector.
The approach of RBI has been to ensure, to the extent possible, uniform
treatment of the public sector and the private sector banks in regard to
prudential regulations. In regard to governance aspects relevant to banking, the
Reserve Bank prescribes its policy framework for the private sector banks while
suggesting to the Government the same framework for adoption, as appropriate,
consistent with the legal and policy imperatives.
List of recommendations of the Consultative Group of Directors of banks and
financial institutions (Dr. Ganguly Group) to be considered by banks for
adoption and Implementation
A. RECOMMENDATIONS WHICH MAY BE IMPLEMENTED BY ALL BANKS
(i) Responsibilities of the Board of Directors
(a) A strong corporate board, should fulfill the following four major roles viz.
overseeing the risk profile of the bank, monitoring the integrity of its
business and control mechanisms, ensuring the expert management and
maximising the interests of its stakeholders.
(b) The Board of Directors should ensure that responsibilities of directors are well
defined and every director should be familiarised on the functioning of the bank
before his induction, covering the following essential areas:
delegation of powers to various authorities by the Board,
strategic plan of the institution
organisational structure
financial and other controls and systems
economic features of the market and competitive environment.
(ii) Role and responsibility of independent and non-executive directors
(a) The independent / non-executive directors have a prominent role in inducting
and sustaining a pro-active governance framework in banks.
(b) In order to familiarise the independent /non-executive directors with the
environment of the bank, banks may circulate among the new directors a brief
note on the profile of the bank, the sub committees of the Board, their role,
details on delegation of powers, the profiles of the top executives etc.
(c) It would be desirable for the banks to take an undertaking from each
independent and non-executive director that he/she has gone through the
guidelines defining the role and responsibilities.
(iii) Training facilities for directors
(a) Need-based training programmes / seminars / workshops may be designed by
banks to acquaint their directors with emerging developments/challenges facing the
banking sector and participation in such programmes could make the directors more
sensitive to their role.
(b) The Board should ensure that the directors are exposed to the latest
managerial techniques, technological developments in banks, and financial
markets, risk management systems etc. so as to discharge their duties to the best
of their abilities.
(c) While RBI can offer certain training programmes/seminars in this regard at its
training establishments, large banks may conduct such programmes in their own
training centres.
(iv) Submission of routine information to the Board
Reviews dealing with various performance areas may be put up to the Management
Committee of the Board and only a summary on each of the reviews may be put up
to the Board of directors at periodic intervals. This will provide the Board more time to
concentrate on more strategic issues such as risk profile, internal control
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systems, overall performance of the bank. etc.
(v) Agenda and minutes of the board meeting
(a) The draft minutes of the meeting should be forwarded to the, directors, preferably
via the electronic media, within 48 hours of the meeting and ratification obtained
from the directors within a definite time frame. The directors may be provided with
necessary technology assistance towards this end.
(b) The Board should review the status of the action taken on points arising from the
earlier meetings till action is completed to the satisfaction of the Board, and any
pending item should be continued to be put up as part of the agenda items before the
Board.
(vi) Committees of the Board
(a) Shareholders’ Redressal Committee
The banks which have issued shares/debentures to public may form a committee
under the chairmanship of a non-executive director to look into redressal of
shareholders’ complaints.
(b) Risk Management Committee
In pursuance of the Risk Management Guidelines issued by the Reserve Bank of
India in October 1999, every banking organisation is required to set up Risk
Management Committee. The formation and operationalisation of such committee
should be speeded up and their role further strengthened.
(c) Supervisory Committee
The role and responsibilities of the Supervisory Committee viz., monitoring of the
exposures (both credit and investment) of the bank, review of the adequacy of
the risk management process, ensuring compliance with the statutory /
regulatory framework etc., may be assigned to the Management Committee /
Executive Committee of the Board.
(vii) Disclosure and transparency
The following disclosures should be made by banks to the Board of Directors at
regular intervals as may be prescribed by the Board in this regard.
progress made in putting in place a progressive risk management system,
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and risk management policy and strategy followed by the bank.
exposures to related entities of the bank, viz. details of lending to /
investment in subsidiaries, the asset classification of such
lending/investment, etc.
conformity with corporate governance standards viz. in composition of
various committees, their role and functions, periodicity of the meetings and
compliance with coverage and review functions etc.
B. RECOMMENDATIONS APPLICABLE TO ONLY PUBLIC SECTOR BANKS
(i) Information flow
In order to improve manner in which the proceedings are recorded and followed up in
public sector banks, they may initiate measures to provide the following information
to the board:
A summary of key observations made by the directors, which should be
submitted, in the next board meeting.
A more detailed recording of the proceedings which will clearly bring out
the observations, dissent (opposing points) , etc. by the individual directors
which could be forwarded to them for their confirmation.
(ii) Company Secretary
The Company Secretary has important fiduciary and Company Law responsibilities.
The Company Secretary is the nodal point for the Board to get feedback on the
status of compliance by the organization in regard to provisions of the Company Law,
listing agreements, SEBI regulations, shareholder grievances, etc. Banks should
therefore consider appointing qualified Company Secretary as the Secretary to-
the Board and have a Compliance Officer (reporting to the Secretary) for
ensuring compliance with various regulatory / accounting requirements.
C. RECOMMENDATIONS APPLICABLE TO PRIVATE SECTOR BANKS
(i) Eligibility criteria and ‘fit and proper’ norms for nomination of directors.
(a) The Board of Directors of the banks while nominating / co-opting directors
should be guided by certain broad ‘fit and proper’ norms for directors,
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viz. formal qualification, experience, track record, integrity etc. For
assessing integrity and suitability features like criminal records, financial
position, civil actions initiated to pursue personal debts, refusal of admission
to or expulsion from professional bodies, sanctions applied by regulators or
similar bodies, previous questionable business practices etc should be
considered. The Board of Directors may, therefore, evolve appropriate
systems for ensuring ‘fit and proper’ norms for directors, which may
include calling for information by way of self—declaration, verification
reports from market, etc.
(b) For nominating independent / non-executive directors on private sector
banks:
The candidate should normally be a graduate (which can be relaxed
while selecting directors for the categories of farmers, depositors,
artisans, etc.)
He / she should be between 35 and 65 years of age.
He / she should not be a Member of Parliament / Member of
Legislative Assembly / Member of Legislative Council.
(ii) Commonality of directors of banks and non-banking finance companies
(NBFC)
In case, a director on the board of an NBFC is to be considered for
appointment as director on the board of the bank, the following conditions must
be followed:
He/she is not the owner of the NBFC, [i.e., share holdings (single or jointly
with relatives, associates, etc.) should not exceed 50%],
He/she is not related to the promoter of the NBFC
He/she is not a full-time employee in the NBFC.
The concerned NBFC is not a borrower of the bank.
(iii) Composition of the Board
In the context of banking becoming more complex and competitive, the composition
of the Board should be commensurate with the business needs of the banks.
There is an urgent need for making the Boards of banks more contemporarily
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professional by inducting technical and specially qualified personnel. Efforts
should be aimed at bringing about a blend of ‘historical skills’ set, i.e. regulation
based representation of sectors like agriculture, SSI, cooperation etc. and the
‘new skills’ set, i.e. need based representation of skills such as, marketing,
technology and systems, risk management, strategic planning, treasury
operations, credit recovery etc. The above suggestions may be kept in view
while electing / co-opting directors to their boards.
Conclusion
Reserve Bank is continuously striving to ensure compliance with international
standards and best practices of corporate governance in banks as relevant to India.
RBI is also interacting closely with the Government and the SEBI in this regard.
Increasing regulatory comfort in regard to standards of governance in banks gives
greater confidence to shift from external regulation to internal systems of controls and
risk-management. Each of the directors of the banks has a role in continually
enhancing the standards of governance in banks through a combination of
appropriate knowledge and values.
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