1 A Research paper presentation on ´ A study of Corporate Governance with special reference to Satyam Accounting Scandalµ By Ms. Muneza Kagzi (MBA Finance-Gold Medalist)-Assistant Professor) The Mandvi Education Society Institute of Business Manageme nt and Computer Studies Mandvi, Dist. Surat Dr. Tripat Kaur (MBA , Ph.d- Direc tor) Shree R.R. Tanti Institute of Management Ankleshwar
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-It¶s a legal and factual framework of the management andmonitoring of companies geared towards transparency to strengthenthe trust in management and control focusing on value creation.
Research Methodology
-Data CollectionSecondary data are used from news paper, various journals andwebsites to carry out this research.
-Time Duration
For the paired sample t test the security prices of before two months of
Satyam Scandal and after two months of Satyam fromwww.nseindia.com
Before two months- 06/11/2008 to 6/01/2009 After two months- 07/01/2009 to 06/03/2009
- Statistical test usedPaired sample- t test is a statistical technique that is used to comparetwo means in the case of two samples that are correlated. Pairedsample t-test is used in µbefore after¶ studies.
Hypothesis Testing (Paired sample t test)
Null Hypothesis H0
There is no change in the mean return of the Satyam Security beforeand after the scandal
Alternative Hypothesis H1
There is a change in the mean return of the Satyam Security beforeand after the scandal
On 7Jan,2009 Mr. Raju disclosed in letter to SatyamBoard of director and to SEBI regarding the manipulatingthe accounting numbers for several years.
-He has overstated the past seven year¶s account byfraudulently showing a profit margin of about 25% whenin actual it was 3%-An accrued interest of Rs.376 crore which was notexisted.
-An overstated debtor¶s position of Rs.490 core asagainst Rs.2,651 crore in the books.-The cash at hand means in the bank accounts to beRs.5000 crores about a billion dollar whereas the cashwas only Rs.640 crore.
Global auditing firm Price Waterhouse Coopers ("PWC") auditedSatyam's books from June 2000 for nearly 9 years and did notuncover the fraud, whereas Merrill Lynch discovered the fraud as
part of its due diligence in merely 10 days. PWC signed Satyam's financial statements and was responsible for
the numbers under Indian law. One particularly troubling itemconcerned the $1.04 billion that Satyam claimed to have on itsbalance sheet non interest bearing securities.
It appears that the auditors did not independently verify with thebanks in which Satyam claimed to have deposits.
The fraud went on for a number of years and involved both the
manipulation of balance sheets and income statements. Whenever Satyam needed more income to meet analyst estimates, it simplycreated fictitious sources and it did so numerous times without theauditors ever discovering the fraud.
3.Board of Director·s Role Satyam's Board of Directors consisted of nine members. Members of the Board included Krishna Palepu who is a
Harvard Professor and corporate governance expert,Rommohan Rao, the Dean of the Indian School of Business, and Vinod Dham, co-inventor of the PentiumProcessor.
Satyam revealed that it did not have a financial expert onthe board during 2008. The Board of Directors were having lack of
independence. The Board first came under fire on December 16, 2008
when it approved Satyam's purchase of real estatecompanies in which Mr. Raju owned a large stake. Furthermore, the Board should have caught some of the
Pervasiveness of family-owned businesses, business promotershave often structured businesses within a pyramid structure whichinvolves owning several different business lines and treating thedifferent businesses as one entity and transferring funds from oneentity to another as needed.
A control group will own 51 percent of the company at the top of the
structure in next tier 26 percent (51 percent of 51 percent) and itsfinancial stake in the third tier is only 13 percent.
The pyramid structure permits groups to control more of theoperations than their equity claims represent.
Consolidated control also makes it more difficult for board membersto be independent from the controlling shareholder
Impact on Investors- As on the 7th Jan,2009 the announcement was there of the Satyam
scandal the stock prices reduces from 40.25 to Rs. 23.75 within aday, which shows the erosion the stock prices.
-The t test statistics =-0.445467 which accept the alternative hypothesis
H1 that the mean return has been changed due to scandal.(5%level)
Impact of Satyam scandal on Indian Industry
-The reputation of the company is at the lowest ebb andcontinuation of such a state would affect the confidence in theconcept of corporate governance practiced in India.
Importance of Corporate Governance3. Increased Financial Accounting Disclosures
-The SEBI also recently proposed requiring companiesto disclose their balance sheet positions twice a
year.-The increased reporting of companies' balance sheetswill provide investors with more information on thestability of a company's financial position.
- Increasing both the frequency and detail of disclosurewill help provide for a more robust market check²e.g. investors will be able to pay more attention toaccounting irregularities.
Importance of Corporate Governance4.IFRS (Adoption of International Standards)
-Satyam strengthened India's commitment to adopt InternationalFinancial Reporting Standards ("IFRS") by 2011
-Adopting IFRS will facilitate investor comparisons of financial
performance across country lines and will increase confidence in theaccounting numbers.
5 Creation of New Corporate Code - Ministry of CorporateAffairs
-The Ministry of Corporate Affairs recently proposed a new law to
provide investors with a claim similar to the shareholder derivativesuit that U.S. law permits which would make it easier for Indianinvestors to form class action lawsuits against fraudulent actors inthe company.
As the Satyam Scandal laid down the pillar whichinsists all the corporate to pay attention towards thecareful implementation of Corporate Governance Aswe had seen in this study that in spite of there being a
strong corporate governance framework and stronglegislation in India, top management sometimesviolates governance norms either to favor familymembers or because of jealousy among siblings. Thisshows the lack of regulatory supervision andinefficiency in prosecuting violators.