The Ministry of Corporate Affairs (MCA) is in the thick of action – dealing with shell companies, crisis at IL&FS, putting the fledgling insolvency law in place, and much more. MCA Secretary Injeti Srinivas, in a discussion with Joe C. Mathew and Dipak Mondal, talks about initiatives the ministry has taken in the past one year. Edited excerpts:
Are there concrete signs that IBC (Insolvency and Bankruptcy Code) has brought positive changes?
IBC marks a paradigm shift in the approach to corporate insolvency. Under SICA (Sick Industrial Companies Act) or other resolution avenues available earlier, the borrowers continued to be in management and in control of the corporate debtor. Under IBC, the first major change is that the control shifts to the creditor as soon as the corporate insolvency resolution process (CIRP) begins. The creditor wants early resolution and maximum recovery.
Due to this shift, the entire process has been compressed. It is in the creditor’s interest to wind up the process as quickly as possible. In the SICA regime, the debtor wanted to drag the process indefinitely to retain control and delay the discharge of repayment obligations.
IBC is the most successful economic legislation in terms of impacting the behaviour of the target groups — borrowers as well as creditors. Even borrowers are now fully conscious of the fact that if the debt becomes unsustainable, they run the risk of losing the company. And if you are found guilty of mismanagement and fraud, you may lose everything, as the concept of limited liability will no longer be applicable.
How would you rate IBC’s success so far?
The most important measures of quality and effectiveness of any new law are whether it is based on international best practices or not, and how effectively it has been implemented. In the past two years, the average time taken, recovery effected and cost of resolution under IBC have seen a marked improvement over the previous (resolution) regime.
ãã®èšäºã¯ Business Today ã® January 21, 2019 çã«æ²èŒãããŠããŸãã
7 æ¥éã® Magzter GOLD ç¡æãã©ã€ã¢ã«ãéå§ããŠãäœåãã®å³éžããããã¬ãã¢ã ã¹ããŒãªãŒã8,500 以äžã®éèªãæ°èã«ã¢ã¯ã»ã¹ããŠãã ããã
ãã§ã«è³Œèªè ã§ã ?  ãµã€ã³ã€ã³
ãã®èšäºã¯ Business Today ã® January 21, 2019 çã«æ²èŒãããŠããŸãã
7 æ¥éã® Magzter GOLD ç¡æãã©ã€ã¢ã«ãéå§ããŠãäœåãã®å³éžããããã¬ãã¢ã ã¹ããŒãªãŒã8,500 以äžã®éèªãæ°èã«ã¢ã¯ã»ã¹ããŠãã ããã
ãã§ã«è³Œèªè ã§ã? ãµã€ã³ã€ã³
What The Future Holds For Amazon India
The E-commerce Giant Has Seen Steady Growth Since Its Entry Into India In 2013, But The Offline Piece Remains A Challenge. After Losing Out On The Future Retail Acquisition, How Does It Plan To Keep The Growth Engines Revving?
Time To Unshackle?
Young India Is Obsessed With Apps. But The Gateway To Them Is Closely Guarded By Two Tech Behemoths-google And Apple-who Control 99% Of The Market In India. Is It Time For India To Break Free From This Duopoly And Have Its Own App Store?
"Understand what drives key talent"
Novartis India is a part of the Basel, Switzerland-headquartered pharma major Novartis AG
MILLENNIALS MISSING HOME
SKY-HIGH PROPERTY PRICES, COUPLED WITH SLOW INCOME GROWTH, HAVE MADE THE DREAM OF OWNING A HOME A DISTANT ONE FOR MANY MILLENNIALS. THIS COULD LEAD TO STAGNATION IN SOCIAL MOBILITYÂ AND POTENTIALLY DEEPEN EXISTING SOCIAL INEQUALITIES
SIGNATURE MOVE
SIGNATURE GLOBAL, A LEADER IN AFFORDABLE HOUSING, IS LOOKING TO GET BACK IN THE BLACK WITH A SHIFT IN FOCUS TO MID-SEGMENT AND PREMIUM HOUSING AFTER LOW-COST PROJECTS BECAME UNVIABLE FOR DEVELOPERS
MAKING A MARK
PHARMA MAJOR GLENMARK IS STRATEGICALLY PLOTTING ITS WAY UP, ALL BY SHIFTING ITS FOCUS TO BRANDED AND SPECIALITY MEDICINE AND ENSURING IT GETS ITS R&D RIGHT
DIGITAL DICHOTOMY
Where does one draw the line between protecting consumer interests and maintaining market freedom? Industry and experts are debating this even as the Digital Competition Bill seeks to rein in Big Tech firms in India, the world's second-largest internet market
"ChatGPT helped people understand the benefits of using AI"
Humane Inc. Co-founders Imran Chaudhri and Bethany Bongiorno on AI, their product, the company's vision, and more
ON THE FAST TRACK
THE DEDICATED FREIGHT CORRIDORS (DFC) NETWORK OF THE INDIAN RAILWAYS HAS STARTED ATTRACTING MORE FREIGHT PLAYERS. FROM CONNECTING MAJOR PORTS TO CRISS-CROSSING MULTIMODAL LOGISTICS PARKS, DFCS ARE SET TO BE A GAME CHANGER FOR FREIGHT SERVICES IN INDIA
WE HAVE A MODEL MADE IN INDIA, FOR INDIA, AND BY INDIA"
Manish Tiwary, Country Manager of Amazon India, on the opportunities in the country, digital, and more