136,156,173 csr
-
Upload
himanshu-choudary -
Category
Documents
-
view
132 -
download
0
Transcript of 136,156,173 csr
FAILURES OF CORPORATE GOVERNANCE
PREPARED BY:PARNIKA GUPTA(136)
ROOHI GUPTA(156)ISHA JAIN(173)
WHAT IS CORPORATE GOVERNANCE
Corporate governance is the set of processes, customs, policies, laws, and institutions affecting the way a corporation is directed, administered or controlled.
The principal stakeholders are the shareholders, management, and the board of directors.
Other stakeholders include
labor(employees), customers, creditors
(e.g., banks, bond holders), suppliers,
regulators, and the community at large.
“Corporate governance is about owners and the managers operating as the trustees on behalf of every shareholder–large or small.”
- Narayana N. R. Murthy
Chief Mentor
Infosys Technologies Limited
FACTORS INFLUENCING CORPORATE GOVERNANCE
The ownership structure› Determines, to a considerable extent, how a
Corporation is managed and controlled.
The structure of company boards › The board of directors is responsible for
establishing corporate objectives, developing broad policies and selecting top-level executives to carry out those objectives and policies.
The financial structure › Proportion between debt and equity, has
implications for the quality of governance.
The institutional environment › Corporate governance mechanisms are economic
and legal institutions and often the outcome of political decisions.
ISSUES UNDER CG
Independent directors need significant empowerment Principle of trusteeship - appropriate protection for
minority shareholders Committees of boards may not have high
effectiveness Quality of Management Discussion and Analysis in
annual reports is moderate Audit committee skill-sets may need to be enhanced Corporate Social Responsibility - not yet top of mind
for Indian corporates
SYSTEMIC PROBLEMS OF CORPORATE GOVERNANCE
Demand for information Monitoring costs Supply of accounting information
Table : Recent financial irregularities
Company Country What went wrong
Ahold NL earnings overstated
Enron USA inflated earnings, hid
debt in SPEs
Parmalat Italy false transactions
recorded
Tyco USA
looting by CEO, improper share deals, evidence of tampering and falsifying business
records
WorldCom USA expenses booked as capital expenditure
Xerox USA accelerated revenue
recognition
GOVERNANCE FAILURE AT ENRON
ENRON CASE
The Enron scandal, revealed in October 2001, eventually led to the bankruptcy of the Enron Corporation, an American energy company based in Houston, Texas, and the dissolution of Arthur Andersen, which was one of the five largest audit and accountancy partnerships in the world. Enron was attributed as the biggest audit failure.
Enron was formed in 1985 by Kenneth Lay after merging Houston Natural Gas and InterNorth. Jeffrey Skilling developed a staff of executives that, through the use of accounting loopholes, special purpose entities, and poor financial reporting, were able to hide billions in debt from failed deals and projects.
CONTD…
CFO Andrew Fastow and other executives not only misled Enron's board of directors and audit committee on high-risk accounting practices, but also pressured Andersen to ignore the issues.
Arthur Andersen was charged with and found guilty of obstruction of justice for shredding the thousands of documents and deleting e-mails and company files that tied the firm to its audit of Enron.
CONTD…
Shareholders lost nearly $11 billion when Enron's stock price, which hit a high of US$90 per share in mid-2000, plummeted to less than $1 by the end of November 2001.
The U.S. Securities and Exchange Commission (SEC) began an investigation, and rival Houston competitor Dynegy offered to purchase the company at a fire sale price.
The deal fell through, and on December 2, 2001, Enron filed for bankruptcy under Chapter 11 of the United States Bankruptcy Code.
Enron's $63.4 billion in assets made it the largest corporate bankruptcy in U.S. history.
TIMELINE OF DOWNFALL
Enron had faced several
serious operational challenges,
namely logistical difficulties in running
a new broadband communications trading
unit, and the losses from constructing
the Dabhol Power project, a large power
plant in India
Credit rating downgrade
BANKRUPTCY
It was the largest bankruptcy in U.S. history and resulted in 4,000 lost jobs. Nearly 62% of 15,000 employees' savings plans relied on Enron stock that was purchased at $83 in early 2001 was worthless.
Dynegy Inc. unilaterally disengaged from the proposed acquisition of the company and Enron's credit rating fell to junk status.
ISSUES
Chairman and CEO : Good practice is to separate the roles of the Chairman of the Board and that of the CEO. In Enron, Mr Kenneth Lay was both the Chairman and CEO.
Audit Committee : It not only oversees the work of the auditors but is also expected to independently inquire into the workings of the organisation and bring lapses to the attention of the full board. The Board assigned the Audit and Compliance Committee an expanded duty to review the transactions, but the Committee carried out the reviews only in a cursory way.
Independence and conflicts of interest : Good governance requires that outside directors maintain their independence and do not benefit from their board membership other than remuneration. Otherwise, it can create conflicts of interest.
CONTD…
Flow of information : A board needs to be provided with important information in a timely manner to enable it to perform its roles. In the Enron situation, the directors are pleading ignorance of the murky deals as a way of excusing themselves of the liability.
Too many directorships : Being a director of a company takes time and effort. Good governance, therefore, suggests that an individual sitting on too many boards looks upon it only as a sinecure for he or she will not have the time to do a good job. Mr Raymond Troubh, one of the directors, is a Director of 11 public companies. It shows that time, effort and ability of the director will be divided to different other companies.
SATYAM SCAM
INTRODUCTION
Satyam Computer Services Ltd. is a consulting and information technology services company based in Hyderabad, India
India's fourth-largest IT services firm The company offers information technology (IT)
services spanning various sectors, and is listed on the New York Stock Exchange and Euro next
It is considered as an icon among the IT companies and at one point had over a billion dollar revenue
The Satyam Computer Services scandal was publicly announced on 7 January 2009
SCAM….
Raju and his family held below 10% of the company’s equity
Raju allegedly used accounts opened in the names of relatives to divert money and carry out insider trading
Siphoning off funds from Satyam into Maytas Infra, Maytas Properties and various 325 firms floated by Mr. B Ramalinga Raju
Contd….
Its financial statements for years were totally false and cooked up
Never had Rs 5064 crore (US$ 1.05Billion) shown as cash for several years.
Its liability was understated by $1.23Billions The Debtors were overstated by 400millions plus
SAD RESULTS
Satyam employees face a bleak future Satyam employees were told that there is no
assurance if they will receive salaries beyond January
The Sebi had in December given a clean chit to Satyam in the probe on violation of corporate governance law
CONCLUSION
Irrespective of 9% stake, a man could do a scam. A complete failure of Corporate Governance. To avoid this, a company needs to strictly follow
a proper system of corporate governance and rotating the auditors for every couple of years
Ironically, Satyam means "truth" in Sanskrit, but Raju's admission -- accompanied by his resignation -- shows the company had been feeding investors, shareholders, clients and employees a steady diet of asatyam (or untruth), at least regarding its financial performance.