CORPORATE GOVERNANCE RATING

AGENCIES & PARAMETERS

Submitted to: Dr. Sanjay Bhayana

SUBMITTED BY
PRACHI AGGARWAL - 819020
SUBHADRA THAKUR - 819026
 CRISIL Governance and Value Creation Ratings

CRISIL GVC Ratings provide an independent assessment of an entity’s current corporate

governance and value creation practices and an expectation on its future performance. The

CRISIL GVC Rating is a powerful measure to adequately evaluate how a firm is performing on

its raison d’etre or primary purpose of existence, that is creating value for its owners and various

stakeholders. CRISIL GVC Ratings are based on criteria from which the present condition and

future progress can be accurately measured and analysed. Such a measure ensures that two

equally well-governed companies will not, prima facie, receive identical ratings if one is a

significant value-creator while the other is destroying value.

CRITERIA FOR EVALUATION:

CRISIL evaluates two broad aspects to arrive at GVC Ratings for companies. These comprise:

1. Value creation and distribution:

In this category, CRISIL looks at the company’s track record in creating and distributing

value amongst the various stakeholders in the system. The criteria are so constructed

that the interests of various stakeholders are evaluated in a balanced manner, by

appropriately assigning weights to individual stakeholders. The stakeholders

considered and an indicative list of the parameters used to evaluate respective value

creation and distribution are:

i) Shareholders: The measures used include return on invested capital

compared to weighted average cost of capital, dividend pay-out ratio and the

like.

ii) Debt Holders: CRISIL looks at relative debt protection measures. These will

include credit rating and upgrades in ratings, among others.

iii) Customers: The parameters include market share, assessment of customer

satisfaction and cost savings passed on to customers.

 iv) Employees: The parameters considered include absolute salary levels,

adjusted growth in average annual salaries, employee stock options, attrition

rates and intangible factors.

v) Suppliers: The factors considered include the relative change in credit terms,

passing on of increased realization and support to suppliers, among others.

vi) Society: Here, the measures include total direct taxes paid, employment

generated, expense on social infrastructure, environmental and social impact

cost and fair practices.

2. Corporate Governance and Wealth Management:

Under this category, CRISIL looks at the company’s capabilities and processes to

ensure good governance, the checks and balances that it has instituted to prevent

abuse of power, transparency of reporting, and the capabilities and robustness of the

company’s management. The broad factors, which CRISIL uses to analyse the

performance on this category are:

i) Assessment of management capabilities including success of strategies,

ability to re-strategize, track record of innovation and experience of

management.

ii) Financial transparency and disclosure, including independence & standing

of the auditor, disclosure standards, timing of disclosures and the like.

iii) Influence of majority or large stakeholders, including decision-making

processes, evaluation of sources of receivables and destination of payables,

and affiliate or group company transactions.

iv) Board composition and effectiveness including the criteria for selecting

board members, board meeting processes, information availability and

timeliness, role and effectiveness of independent directors, board evaluation,

compensation and succession policies.

 ICRA’S Corporate Governance Rating

ICRA’s Corporate Governance Rating (CGR) seeks to evaluate a company’s business

conduct and practices and the quality of its disclosure standards in terms of fairness and

transparency from the perspe

ctive of its financial stakeholders. The corporate governance practices prevalent in an

organisation reflect the distribution of rights and responsibilities among its different

participants—such as the Board, management, shareholders and other financial

stakeholders—and the rules and procedures laid down and followed for making decisions on

corporate affairs. The emphasis of ICRA’s CGR is on substance over form. ICRA assigns CGRs

on a six-point scale of CGR1 through to CGR6. The rating of CGR1 implies that in ICRA’s

current opinion, the rated company has adopted and follows such practices, conventions and

codes as would provide its financial stakeholders the highest assurance on the quality of

corporate governance. ICRA’s opinion, however, is not a certificate of statutory compliance or

a comment on the rated company’s future financial performance, credit rating or stock price.

CRITERIA FOR EVALUATION:

ICRA’s framework is designed to analyse the following key variables while arriving at the CGR

for a corporate entity:

• Ownership Structure

• Governance Structure and Management Processes

• Board Structure and Processes

• Stakeholder Relationship

• Transparency and Disclosures

• Financial Discipline

• Ethical Practices
The following paragraphs highlight the key issues that are analysed for each of the variables.

1. Ownership Structure

The key issues analysed are:

▪ Extent to which dominant shareholders are easily identifiable

▪ Extent of cross-holdings that may compromise minority interest

▪ Extent of shareholding by promoter group

▪ Extent of institutional shareholding

▪ Pattern of retail shareholding

A transparent ownership structure where the key shareholders are easily identifiable

and the absence of opaque cross-holdings are positives from ICRA’s CGR perspective.

2. Governance Structure and Management Processes

ICRA believes that for a company to be able to respond swiftly to changes in today’s

dynamic business environment, line managers led by the Chief Executive Officer must

be given enough powers to take decisions in the most appropriate manner. However, it

needs to be ensured that the powers are exercised in accordance with established

procedures and that they are in harmony with the broad policy guidelines and strategic

objectives formulated by the Board.

The key issues analysed are:

▪ Extent to which clearly defined Governance arrangements are present and

followed.

▪ Appropriateness of the decision-making process.

▪ Quality of information submitted to the Board.

3. Board Structure and Processes

ICRA’s CGR process evaluates the Board Structure and Processes in relation to the

following:
• Structural Aspects

▪ Size of the Board

▪ Proportion of “Independent” Directors

▪ Other Directorships held by the Independent Director(s)

▪ The mix of skill sets which the “Independent” Directors bring to the Board

• Effectiveness of the Board

▪ Frequency of Board meetings

▪ Attendance track record of Directors

▪ Quality of agenda papers and extent to which they are circulated in

advance

▪ Quality of presentations made to the Board

▪ Board’s role in approving strategy proposed by the executive

management

▪ Deliberations related to major investments, capital expenditure, and

related party transactions

▪ Board’s role in determining executive compensation

• Functioning of Board Committees

▪ Composition of the Audit Committee

▪ Background, expertise, experience and independence of its members

▪ Deliberations at Audit Committee meetings with respect to:

➥ compliance with Accounting Standards

➥ qualifications in published accounts

➥ major issues involving the financial reporting process, systems and

control, and internal audit coverage

▪ Audit Committee’s role in the appointment of statutory auditors, and its

policy on rotation of lead partners and on “non-Audit” services provided

by the auditors
 ▪ Strength and quality of the Internal Audit team

▪ Internal Audit coverage plan

▪ Extent of Internal Audit’s interaction with the Audit Committee

▪ Management’s responsiveness to issues highlighted by Internal Audit

4. Stakeholder Relationship
The emphasis of ICRA’s analysis is on evaluating the extent to which a company goes
beyond what is mandatory under law to serve the rights and interests of its
shareholders. The issues analysed include:

• Conduct of Annual/Extraordinary General Meetings (AGMs/EGMs) and the

extent of disclosures at such meetings
• Procedures for transfer and registration of shares and payment of dividend
• Company’s responsiveness to investor complaints
• Timeliness of release of any market sensitive information
• History of penalties levied by regulators for violations of statutory provisions, if
any
Moreover, ICRA evaluates the functioning of the company’s in-house Investor
Services Centre or the Share Register & Transfer Agent, as the case may be. Besides,
ICRA also evaluates the track record of the company in servicing other financial
stakeholders like banks, financial institutions and fixed deposit holders.

5. Transparency and Disclosures

The key parameters used to assess a company’s transparency and disclosure
standards are:

• Accounting quality, including compliance with accepted accounting standards

and comparison with industry best practices
• Changes in accounting policies
• Notes to accounts of a materially significant nature
• Quality and level of detail in accounts, especially with respect to item likes
Loans and Advances, Inter-Corporate Advances and Contingent Liabilities
• Disclosures on transactions with subsidiaries, associates and other related
parties
• Additional information to shareholders
• Quality of disclosures in Management Discussion and Analysis (MDA)
 While assessing the MDA and Directors’ report, ICRA evaluates the extent to which
information is available on areas like:

• Competitive position of the company’s product portfolio and trends in the same
• Key drivers of the company’s operating performance, including sustainability of
margins
• The rate and success of product innovations
• Risk factors that could have a bearing on the prospects of each business line

The trends in share price movements around major corporate announcements are
also looked at to evaluate whether price sensitive information is disseminated in a
timely manner to all stakeholders.

6. Financial Discipline

• Business segments in which the company operates

• Rationale for presence in multiple businesses, if any

• Return on capital employed in each business compared with the industry

average

• History of equity dilution

• Extent of reliance on debt funding

• Dividend policy

• Number of subsidiaries/associates and rationale for the same

• Nature of transactions with subsidiaries

7. Ethical Practices

• Comprehensiveness of code of ethics and integrity

• Steps taken to effectively communicate the principles of corporate ethics

• Extent to which compliance with the codes and guidelines is monitored

• Extent to which feedback systems have been established to encourage whistle-

blowing.
 8. Miscellaneous Practices

Although the focus of ICRA’s CGR exercise is primarily on a company’s financial

stakeholders, ICRA also evaluates the company’s conduct in relation to its other key

stakeholders like employees, customers, suppliers and society at large Any

demonstrated evidence of unsatisfactory relationship with any of these major

stakeholders is factored in negatively.

Credit Analysis & Research Ltd (CARE Ratings)

Corporate Sector

CARE Ratings’ credit ratings are its opinion on the relative ability and willingness of the issuer

to meet the debt service obligations as and when they arise. Rating determination is a matter

of experienced and holistic judgement, based on the relevant quantitative and qualitative

factors affecting the credit quality of the issuer. CARE Ratings has based its ratings/outlooks

on information obtained from sources believed by it to be accurate and reliable. Within the

corporate sector, CARE Ratings rates debt instruments and bank facilities of manufacturing

entities, service entities, trading entities, PSUs etc.

CARE Ratings’ credit analysis of an entity begins with the review of the Economy, followed by

the Industry in which the entity operates along with an assessment of the business risk factors

specific to the entity. This is followed by an assessment of the financial risk factors and quality

of management of the entity. For project stage entities/ entities undertaking large projects,

CARE Ratings also analyses project risk for arriving at the entity’s rating. Over-and-above this,

CARE Ratings has defined several sector-specific methodologies to capture nuances of the

respective sectors, which are also factored in the entity’s credit assessment.