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Role & Opportunities for Women Independent Directors - Enhancing Board Performance

Assessing competencies of women independent directors and their impact on board performance. Explores various forms of competencies and the importance of diverse skills and experiences.

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Role & Opportunities for Women Independent Directors - Enhancing Board Performance

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  1. Role and Opportunities for Women Independent Directors –Enhancing Board Performance-Assessing Competencies of the Directors By CA. Reeta Shah M.Com, FCA, LL.B, MBA, M.Phil.

  2. COMPETENCY Any underlying characteristic required for performing a given task, activity or role successfully can be considered as competency.

  3. THE ICEBERG ONLY 10 OF ANY ICEBERG IS VISIBLE. THE REMAINING 90% IS BELOW SEA LEVEL.

  4. THE ICEBERG 10 % VISIBLE ABOVE SEA LEVEL SEA LEVEL INVISIBLE BELOW SEA LEVEL 90 %

  5. THE ICEBERG • The Iceberg phenomena is also applicable on human beings …

  6. THE ICEBERG KNOWLEDGE & SKILLS KNOWN TO OTHERS SEA LEVEL UNKNOWN TO OTHERS ATTITUDE

  7. THE ICEBERG • In other words,

  8. THE ICEBERG BEHAVIOR KNOWN TO OTHERS SEA LEVEL UNKNOWN TO OTHERS IMPACT VALUES – STANDARDS – JUDGMENTS ATTITUDE MOTIVES – ETHICS - BELIEFS

  9. Observable Behavior Knowledge Attitudes Skills Motives, Values , Traits, Self Concept

  10. Competency may take the following forms: • Knowledge • Attitude • Skill Other characteristics of an individual including • Motives • Values • Traits • Self Concept

  11. Where you end up in life is not determined by where you start

  12. Competencies • Personal • Board Experience • International • Management • Risk Management • Finance • Funding and Capital Structure • Organisation • Professional and Industry • Business Acumen • IT/Digital Markets

  13. Personal • Personal integrity • Structured thinking • Analytical capability to guide decision-making • Negotiation and communication skills • Leadership abilities and ability to give support and constructive criticism to management • Commitment and work capacity. • Fluent in English, any other languages an advantage

  14. Competencies • Personal • Board Experience • International • Management • Risk Management • Finance • Funding and Capital Structure • Organisation • Professional and Industry • Business Acumen • IT/Digital Markets

  15. Board Experience • Experience at board level • Loyalty to the board’s decisions • Knowledge of relevant corporate governance requirements

  16. Competencies • Personal • Board Experience • International • Management • Risk Management • Finance • Funding and Capital Structure • Organisation • Professional and Industry • Business Acumen • IT/Digital Markets

  17. International • Understanding of and experience in international business, • Related issues and market practices in the regions/countries, in which the Group is active

  18. Competencies • Personal • Board Experience • International • Management • Risk Management • Finance • Funding and Capital Structure • Organisation • Professional and Industry • Business Acumen • IT/Digital Markets

  19. Management • Experience from/in management of large international companies • Understanding of the Group’s relative position and challenges – • Understanding of alternative business models and experience in managing strategy, processes • Experience with stakeholder management

  20. Competencies • Personal • Board Experience • International • Management • Risk Management • Finance • Funding and Capital Structure • Organisation • Professional and Industry • Business Acumen • IT/Digital Markets

  21. Risk Management • Knowledge of and experience with sophisticated risk management models and methods • Credit risk • Counterparty risk • Market risk • Liquidity risk • Operational risk and • Insurance risk

  22. Competencies • Personal • Board Experience • International • Management • Risk Management • Finance • Funding and Capital Structure • Organisation • Professional and Industry • Business Acumen • IT/Digital Markets

  23. Finance • Understanding of finance in all its facets • Understanding of banking operations • Property/Investment Decisions • Experience in making financial decisions • Ability to evaluate and apply financial facts • Accounting practices • Market Finance/Cost Compositions etc.

  24. Competencies • Personal • Board Experience • International • Management • Risk Management • Finance • Funding and Capital Structure • Organisation • Professional and Industry • Business Acumen • IT/Digital Markets

  25. Funding and capital structure • Knowledge of funding through debt and equity capital markets • Regulatory framework • Knowledge of relevant legislative issues

  26. Competencies • Personal • Board Experience • International • Management • Risk Management • Finance • Funding and Capital Structure • Organisation • Professional and Industry • Business Acumen • IT/Digital Markets

  27. Organisation • Experience in developing and structuring organisations • Understanding and experience of human resource management and talent development • Compensation issues and models

  28. Competencies • Personal • Board Experience • International • Management • Risk Management • Finance • Funding and Capital Structure • Organisation • Professional and Industry • Business Acumen • IT/Digital Markets

  29. Professional and industry • Knowledge of relevant products and technology • Knowledge of the industry and the various markets, in which the Group operates

  30. Competencies • Personal • Board Experience • International • Management • Risk Management • Finance • Funding and Capital Structure • Organisation • Professional and Industry • Business Acumen • IT/Digital Markets

  31. Business acumen • Understanding of market demands as well as the importance of customer centric service • Good commercial judgment and • Understanding of the relationship between risk and reward

  32. Competencies • Personal • Board Experience • International • Management • Risk Management • Finance • Funding and Capital Structure • Organisation • Professional and Industry • Business Acumen • IT/Digital Markets

  33. IT/Digital Market • Knowledge of IT systems and business processes – • Understanding of the “new digital” world and its deployment in the industry (digital markets)

  34. Competencies B Behavioural G Governance Technical Industry

  35. Embrace Change Resisting it will only lead to frustration

  36. I have learned that there are only two things that will create your dreams Your Choices Your commitment to those Choices

  37. CA Reeta Shah

  38. Believe in your Dreams. If you don’t, No body else will.

  39. “Responsible” Boards • Capable and dutiful in carrying out its responsibilities. • Understands its fiduciary obligations. • Approves strategic plans and budgets. • Regularly reviews financial statements. • Evaluates the chief executive annually.

  40. “Exceptional” Boards • Operates on a higher level -- “more” and “different.” • Members give more and differently: • Time spent more wisely, skills and social networks better leveraged, and funds more strategically deployed. • Measure organizational impact and evaluate their own performance, discuss and debate issues, and open doors and make connections.

  41. Board Job Description • Attend all regular board meetings. • Serve as an active committee member. • Prepare in advance for board policy and decision-making. • Attend the annual board planning retreat.

  42. Roles and Responsibilities of • Directors How Women Directors can contribute effectively?

  43. Principle based Governance • The Principle of Leadership and Stewardship • The Principle of Service and Fairness • The Principle of Continuous Learning and Growth • The Principle of Empowerment and Accountability • The Principle of Accomplishment and Measurement • The Principle of Communications and Transparency

  44. The Principle of Leadership and Stewardship means Boards and CEOs must excel in: • ensuring strategic direction and planning • planning for succession . . . and renewal • overseeing risk management—implementation and internal control

  45. The Principle of Service and Fairness boards and executives must excel in: • setting an example in corporate social responsibility • providing ethical leadership • promoting environmental sustainability

  46. The Principle of Continuous Learning and Growth means boards and CEOs must excel in: • Promoting a culture of innovation and change • Developing executives and employees • Training directors

  47. The Principle of Empowerment and Accountability means boards and CEOs must excel in: • delegating authority • allocating responsibilities • establishing effective accountability mechanisms

  48. The Principle of Accomplishment and Measurement means boards and CEOs must excel in: • monitoring and overseeing management • selecting corporate performance measures • evaluating the board, CEO, and individual directors

  49. The Principle of Communications and Transparency means boards and CEOs must excel in: • determining information flows • communicating with all stakeholders • reporting to shareholders and others

  50. Specific Responsibilities of a Board of Directors • Establishing policies • Providing strategic direction • Hiring the CEO and providing for a plan of succession • Overseeing management • Overseeing all major institution functions

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