COMPARATIVE ANALYSIS OF COMPANIES ACT OF 1956 AND

COMPANIES ACT OF 2013

Company Law

Submitted by

Divyaraj Jain

SM0121021

3rd Year & 5th Semester

Submitted to

Ms. Monmi Gohain

Assistant Professor of Law

National Law University and Judicial Academy, Assam

 TABLE OF CONTENT
TABLE OF STATUTES.........................................................................................................2

TABLE OF ABBREVIATIONS............................................................................................ 2

1. INTRODUCTION...........................................................................................................3

Aim and Objective................................................................................................................3

Scope and Limitations.......................................................................................................... 3

Literature Review................................................................................................................. 3

Research Question................................................................................................................ 4

Research Question................................................................................................................ 4

2. HOW COMPANIES ACT OF 2013 CAME TO BE?...................................................5

3. WHAT CHANGES DID COMPANIES ACT OF 2013 MADE TO CORPORATE

GOVERNANCE?...................................................................................................................7

 Board of Directors.........................................................................................................7

 Stakeholder Relationship Committee............................................................................8

 Audit Committee...........................................................................................................8

 Internal Audit.................................................................................................................9

 Serious Fraud Investigation Offence (SFIO)...............................................................10

 Nomination and Remuneration Committee.................................................................10

4. WHAT ARE SOME OTHER MAIN IMPLICATIONS OF COMPANIES ACT 2013

AS COMPARED TO COMPANIES ACT 1956?...............................................................10

5. CONCLUSION............................................................................................................. 15

6. BIBLIGRAPHY............................................................................................................ 16

1
 TABLE OF STATUTES
NAME OF STATUTE YEAR
Companies Act 1956
Companies Act 2013
Securities Exchange Board of India 1992

TABLE OF ABBREVIATIONS
MEANNING ABBREVIATION
Companies Act CA
Section Sec.
One Person Company OPC
National Company Law Tribunal NCLT
National Company Law Appellate Tribunal NCLAT

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 1. INTRODUCTION
In the systematic pursuit of comprehending the nuanced evolution within India's intricate
corporate regulatory landscape, this formal legal project sets forth a meticulous Comparative
Analysis of the Companies Act of 1956 and its transformative successor, the Companies Act
of 2013. Anchored in the historical significance of the Companies Act of 1956, which
emanates from the post-independence era, the project endeavours to establish a critical
vantage point for comprehending the foundational principles that have steadfastly governed
corporate governance in the nation over decades. The ensuing exploration ventures into the
epochal transition marked by the Companies Act of 2013—a legislative overhaul that not
only underscores the imperatives of the contemporary globalized business environment but
also reflects a strategic and comprehensive response to the multifaceted challenges posed by
the rapidly evolving corporate landscape. As this formal initiative unfolds, the project aspires
to transcend a mere legal discourse, seeking to meticulously scrutinize, analyse, and discern
the intricate legal intricacies, structural modifications, and overarching implications that
intricately delineate the trajectory of corporate governance in India.

Aim and Objective

The aim of this project is to enhance the understanding of the Companies Act of two different
generations and how they are similar and different to each other. First objective of the project
is to understand the origins of the company law in India and how it evolved into the
Companies Act of 2013, which presently governs the corporate sector of India. Second
objective is to analyse the salient features of the recent company law and how it relates to its
predecessor.

Scope and Limitations

The scope of this project is to make a comparative analysis of the Companies Act of 1956 and
2013. The Companies Act of 2013 is an elaborate and extensive law and the changes which
are brought into it from its predecessor are enumerable hence, it is difficult to touch upon all
these differences and only some significant changes are covered in this project.

Literature Review
 Corporate Legislations Unveiled: A Comparative Exploration of Companies Act of 1956
and 2013 by Akshat Sogani
"Corporate Legislations Unveiled" offers a meticulous journey through the evolution of
India's corporate governance landscape, with a specific focus on the Companies Act of 1956

3
and its transformative successor, the Companies Act of 2013. The author's approach is both
scholarly and accessible, making this literature a valuable resource for scholars, legal
practitioners, and business enthusiasts seeking a comprehensive understanding of the
regulatory changes that have shaped India's corporate governance over the years. The
strength of this literature lies in its ability to contextualize the historical underpinnings of
corporate regulations in India. The opening chapters provide a rich historical narrative,
skillfully woven with insights from colonial-era legislations, setting the stage for a nuanced
exploration of the Companies Act of 1956. The detailed examination of the economic and
political factors influencing the enactment of the 1956 Act adds depth to the reader's
understanding.
 The Companies Act 2013 And Its Similarities And Dissimilarities With Companies Act
1956 by Dr. Lavakush Singh

In "Navigating Corporate Transformation," Dr. Lavakush Singh skillfully dissects the

Companies Act, 2013, providing readers with a comprehensive exploration of its
transformative impact on India's corporate landscape. From the Act's key features to a
meticulous comparative analysis with its predecessor, the literature navigates through the
intricacies of corporate governance. Singh's scholarly approach, coupled with real-world
examples, paints a vivid picture of the legislation's implications on board structures,
shareholder empowerment, and social responsibility. The concluding remarks underscore the
Act's role in fostering transparency and inviting foreign investment, making this literature an
invaluable resource for those navigating the evolving contours of Indian corporate law.

Research Question
 How Companies Act of 2013 came to be?
 What changes did Companies Act of 2013 made to Corporate Governance?
 What are some other main implications of Companies Act 2013 as compared to
Companies Act 1956?

Research Question
The project is formulated using doctrinal research methodology composing of a descriptive
and detailed analysis of legal rules found in primary sources (cases, statutes, or regulations).
In primary sources legal statutes are referred to, while in secondary sources book and articles
by various academicians are refereed to. In reference style, bluebook 20th edition is used.

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 2. HOW COMPANIES ACT OF 2013 CAME TO BE?
The history of corporate governance in India can be traced back to the British colonisation
and the laws they enacted, including the Indian Companies Act of 1913, the Companies Act
of 1866, the Joint Stock Companies Act of 1850, and the Joint Stock Companies Act of 1857.
On April 1, 1956, the Companies Act, 1956 was enacted, which was the most significant
development. It was based on the recommendations made by the H.C. Bhaba Committee.
Despite occasional amendments, the Companies Act of 1956 was in effect for a considerable
amount of time. In 2000, significant changes were implemented, with a focus on corporate
governance. These included the introduction of a postal ballot, an audit committee, and shelf
prospectuses. The concept of NCLT and NCLAT was introduced by amendments in 2002, but
faced challenges when court cases questioned their constitutionality. Project MCA21, which
allowed for online document filing and DIN, was introduced in 2006.

The Companies Act of 1956, a landmark piece of legislation in post-independence India,

served as the regulatory backbone for corporate entities. However, as time progressed, the act
revealed significant limitations and failures that hindered its effectiveness. Here are some of
the factors that necessitated the subsequent enactment of the Companies Act of 2013.

1. Outdated Framework:
The Companies Act of 1956 was formulated in an era vastly different from the
dynamic business landscape of the 21st [Link] lack of provisions to
accommodate modern business practices, technologies, and international standards
rendered the act obsolete.
2. Inadequate Corporate Governance:
The 1956 Act lacked comprehensive provisions regarding corporate governance,
leaving room for ambiguity in the roles and responsibilities of directors and the
functioning of boards. The absence of specific guidelines on independent directors
and audit committees contributed to a governance deficit.
3. Poor Investor Protection:
The act did not provide a robust framework for safeguarding the interests of investors,
who often found themselves vulnerable to corporate malpractices. Limited disclosure
requirements failed to ensure transparency, exposing investors to undue risks.

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 4. Complex Compliance Procedures:
Compliance procedures under the Companies Act of 1956 were convoluted and time-
consuming, impeding the efficiency of businesses. The bureaucratic nature of
compliance hindered the ease of doing business, discouraging entrepreneurial
initiatives.
5. Inadequate Regulation of Related Party Transactions:
The 1956 Act inadequately addressed related party transactions, leading to instances
of conflict of interest and potential misuse of corporate resources. The absence of
stringent regulations allowed for unchecked transactions that may not have been in the
best interest of the company or its shareholders.
6. Focus on Self-Regulation
The Companies Act of 1956 placed a significant emphasis on self-regulation by
companies, assuming that corporate entities would act in the best interest of all
stakeholders. This approach proved to be optimistic, as instances of corporate fraud
and misconduct highlighted the need for a more regulatory and enforcement-driven
framework.
7. Globalization and Changing Business Dynamics:
With the increasing globalization of businesses, the Companies Act of 1956 struggled
to provide a framework that could seamlessly integrate Indian companies into the
global market. The lack of provisions catering to international best practices
hindered the competitiveness of Indian businesses on the global stage.

There came a time when it became necessary to replace the dense legislation with a new,
compact Companies Act. Dr. J.J. Irani, who was Tata Sons' Director at the time, was chosen
to chair the expert committee. Originally, the focus was on liberalising and improving the
usability of the law. However, in order to maintain some of the Act's strictures, the Satyam
Scam had an impact on orientation and slightly changed the focus. The 2013 Companies Act
is the result of the J.J. Irani Committee's recommendations. On August 29, 2013, the
President gave his assent to it. The entire country of India is covered by the Companies Act,
2013.

Here, it must be underlined that the Companies Act of 2013 is a rule-based legislation. "It
means that the Government has retained the power to amend through the Ministry of
Corporate Affairs itself rather than going to the doors of Parliament" at "a number of places

6
in this Act" by using the phrase "as may be prescribed." Since the Ministry itself has the
authority to create rules and change them whenever necessary.1

Companies Act 1956 Companies Act 2013

658 Sections 470 Sections
15 Schedules 7 Schedules
26 Chapters 29 Chapters

3. WHAT CHANGES DID COMPANIES ACT OF 2013 MADE TO CORPORATE

GOVERNANCE?
After a thorough revision, the Companies Act of 2013 was redesigned with the concept of
corporate governance practises as its main focus. The Companies Act of 2013 has
incorporated clauses from the listing agreement's SEBI Clause 49. By extending the corporate
governorship code's application to unlisted public firms in addition to listed ones, these
measures enhance the code.2 The Companies Act of 2013 outlines the laws and policies
relevant to corporate governance, putting a greater emphasis on it. A summary of some of the
provisions of the 2013 Companies Act is given below:

 Board of Directors
Any company's board of directors makes all of the decisions. The board has a responsibility
to abide by all laws and rules. Therefore, it is crucial that a business create a board of
directors in accordance with the Companies Act of 2103.

Board composition: Under Section 149 of the Companies Act of 2013, a public company
must appoint a minimum of three directors, and a private company must appoint two
directors. A board may designate additional directors with special permission, up to a
maximum of fifteen directors.3

Women Director: In the following categories of companies, the appointment of a woman

director is required:

1
S. Verma and S.J. Gray, Development of Company Law in India, White Rose Research Online.
2
Dr. Lavakush Singh, The Companies Act 2013 And Its Similarities And Dissimilarities With Companies Act
1956, EPRA International Journal of Economic and Business Review.
3
Companies Act, 2013, § 149, Acts of Parliament, 1949 (India).

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  Listed company;
 Public unlisted company having paid-up share capital of one hundred crore rupees or
more, or having a turnover of 300 crore or more

Section 149(3) requires all companies to designate a resident director who has spent a
minimum of eighteen twenty-two days in India.

Independent Director: These members of the board offer objectivity and specialised
knowledge. They are crucial in settling disputes between shareholders and the business. The
requirements for designating an independent director in a public company are outlined in
Section 149(6). According to the Companies Act of 2013, a public company that is listed
must have at least one-third of its directors be independent, and an unlisted public company
may have two directors provided that it satisfies the following requirements:

 Public companies with a minimum share capital of 10 crore;

 a minimum turnover of 100 crore;
 a minimum amount of outstanding loans, debentures, and deposits exceeding 50
crores.

The Companies Act of 2013's section 134 requires the director to provide a thorough
financial report that includes a statement of the director's responsibilities. The purpose of this
clause is to hold directors responsible for their deeds.4

 Stakeholder Relationship Committee

A stakeholder relationship committee must be established if a company has more than 1,000
shareholders, debenture holders, deposit holders, or holders of any other security in a given
financial year, according to section 178(6) of the Companies Act, 2013. The committee's
primary responsibility is to settle disputes and handle complaints between the shareholders
and the board of directors. The non-executive director will serve as the board's chairperson.

 Audit Committee
The responsibility for a company's financial disclosures and reports falls on the Audit
Committee. It is among the most crucial elements of a corporate governance framework. The
following class of companies is required to form an audit committee under section 177 of the
Companies Act, 2013:

4
Companies Act, 2013, § 134, Acts of Parliament, 1949 (India).

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  Listed business
 Public companies with share capital greater than Rs. 10 crore,
 a turnover exceeding Rs. 100 crore,
 deposits, outstanding loans, or debentures exceeding Rs. 50 crore.

A minimum of three directors are required for an audit committee, with independent directors
making up the majority. The audit committee's duties are outlined in Section 177(4), and it
must carry them out.5

 Internal Audit
Internal audits are required for a few categories of companies, as outlined in Section 138 6of
the Companies Act of 2013. These companies have to appoint an internal auditor
mandatorily:

 Each Listed Business

 All unlisted public companies with paid-up share capital of at least Rs. 50 crores,
turnover of at least Rs. 200 crore, overdraft and other borrowings from banks and
public financial institutions totalling at least Rs. 100 crore, and overdraft deposits of
at least Rs. 25 crores made at any point during the previous fiscal year
 Any private company with a turnover of at least Rs. 200 crores, as well as any loans
or borrowings from banks or other public financial institutions that totalled at least Rs.
100 crores at any point in the previous fiscal year.

This is done while keeping these objectives in mind:

 To create more effective guidelines and practises

 To assess and enhance the governance, internal control, and risk management
systems
 To guarantee improved adherence to the law in order to prevent unjustified legal
action
 Fraud identification
 Transparency and Responsibility In order to safeguard shareholders' interests

5
Companies Act, 2013, § 177, Acts of Parliament, 1949 (India).
6
Companies Act, 2013, § 138, Acts of Parliament, 1949 (India).

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 Serious Fraud Investigation Offence (SFIO)
The Serious Fraud Investigation Office will be established under Section 211 (1) of the
Companies Act, 2013 to look into allegations of fraud pertaining to the company. The Act
grants the SFIO the authority to look into the company's affairs, upon receiving a report from
a registrar or inspector, in the public interest, or upon request from any department of the
federal or state government.

 Nomination and Remuneration Committee

The key managerial personnel (KMP) selection criteria and KMP and director compensation
are decided by the nomination and remuneration committee. According to Section 178 7,
committees must be established for the following categories of companies:

 Listed company;
 Public company having a share capital of more than Rs. 10 crores;
 Public company having a turnover of Rs. 100 crores;
 Public company having deposits, outstanding loans or debentures more than Rs.50
crores.

4. WHAT ARE SOME OTHER MAIN IMPLICATIONS OF COMPANIES ACT

2013 AS COMPARED TO COMPANIES ACT 1956?
Incorporation and Incidental Matters

A company's certificate of incorporation was regarded as conclusive proof under the CA,
1956; however, under the new law, a certificate is not conclusive proof according to Section
of the Act. It stipulates that if incorporation is based on false or inaccurate incorporation, an
action may be taken even after incorporation. One of the most significant modifications
introduced by CA, 2013 was the addition of "One Person Company" (OPC), which was not
permitted by the 1956 laws. OPC, as defined in S. 2(62) of the Act 8, is a company that has a
single member. There is no requirement to have an annual general meeting because the
company is private and only has one member and one director. The introduction of the OPC
concept aims to facilitate business transactions for sole proprietors. Furthermore, the 2013
Act does not require prior approval for a private company to become a one-person business,
or vice versa, or for a private company to become a public company. The cap on a private
company's membership has also been raised by the CA, 2013, from 50 to 200.

7
Companies Act, 2013, § 178, Acts of Parliament, 1949 (India).
8
Companies Act, 2013, § 2(62), Acts of Parliament, 1949 (India).

10
The Memorandum of Association (MOA) has modified the "object clause" with regard to
matters incidental to incorporation. The object clause in the 1956 Act was separated into
main, incidental, and other objects; however, as of right now, the MOA only specifies the
purpose for which the company is incorporated. The new law does not include the previous
bifurcation. Under Section 5 of the 2013 Act9, articles may provide for a more stringent or
restrictive procedure than the passing of a special resolution for altering the certain provisions
of AoA. The 1956 Act did not contain any entrenchment provisions for changing a company's
articles of association. In contrast to the 1956 Act, which had no such provision, the 2013 Act
requires the Company to file a return with the Registrar of Company within 15 days of any
change in the promoters or top ten shareholders of the company. Under section 371 of the
Act10, Act allows LLPs to convert into companies, whereas under the previous regime, this
conversion was not allowed.

Corporate Social Responsibility

CSR initiatives are typically viewed by businesses as charitable endeavours. Nonetheless,

some long-term-focused businesses have come to the realisation that in order to thrive and
maintain sustainability over the long term, they must actively engage in promoting the well-
being of all of their stakeholders, especially the local community. This vision encouraged
companies to manage their operations in a way that continuously improves society by
promoting economic growth and raising the standard of living for all stakeholders. The
protection of investors was the primary goal of the Companies Act of 1956, not the influence
on other factors or social groups. The Companies Act of 1956 contained no explicit clauses
pertaining to corporate social responsibility (CSR), and corporate spending on CSR was
entirely optional. 11

The explanations for why CSR matters are as follows:

 By promoting initiatives for a better society and raising their chances of winning over
customers, corporate social responsibility (CSR) enhances a company's reputation.
 Because media attention casts the organisation in a favourable light, CSR boosts
media coverage.

9
Companies Act, 2013, § 5, Acts of Parliament, 1949 (India).
10
Companies Act, 2013, § 371, Acts of Parliament, 1949 (India).
11
ARMS and Associates, Corporate Social Responsibility, TCA Articles.

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  CSR strengthens a business's social capital by fostering close ties with its clientele.
 When businesses engage with any type of community, CSR makes them stand out
from the competition.

Several novel provisions pertaining to corporate social responsibility have been introduced by
the 2013 Act. Comprehensive CSR provisions are mandatory for companies larger than a
certain size under the Companies Act, 2013. According to the Companies Act, 2013, any
company with a net worth of Rs. 500 crore, a turnover of Rs. 1,000 crore, or a net profit of
Rs. 5 crore must allocate at least 2% of its average net profit for the three fiscal years that
immediately preceded it to CSR initiatives in India that are listed in Schedule VII of the Act.

Shares and Debentures

The Companies Act of 2013 aims to regulate securities of all kinds, not just equity shares and
debentures. A stockholder's ability to vote on issues pertaining to corporate policy and the
composition of the board of directors was restricted by the CA, 1956. Voting frequently
involved choices about the issuance of securities, the start of corporate initiatives, and
significant adjustments to the company's operations. However, the CA, 2013 eliminated this
distinction. In contrast to the CA, 2013, which prohibits companies from issuing shares at a
discount other than sweat equity shares unless certain requirements are met as outlined in S.
53, the CA, 1956 gave companies the authority to issue shares at a discount in accordance
with S. 7912. A corporation that violates this clause faces a fine of at least one lakh rupees, and
possibly as much as ten lakhs. The CA, 1956 did not provide a shareholder with an exit
option; however, Section 27 of the CA, 2013 grants shareholders such an option provided the
funds raised have not been spent. The CA, 1956 made no provisions for the issuance of bonus
shares. But regulations were developed for an unlisted, public company. On the other hand,
the 2013 CA has provisions for the same under Sections 63 and 23. The CA, 1956 had
various sections pertaining to debentures, such as the debenture trust deed and the
appointment of debenture trustees. On the other hand, a business may issue debentures under
the CA, 2013, with the option to convert them into shares that have been approved in whole
or in part by special resolution. As of right now, Section 71 of the CA, 2013 is the only
section that addresses debentures.

Constitution of the Board

12
Companies Act, 1956, § 79, Acts of Parliament, 1949 (India).

12
The 2013 Act has significantly altered the way that company boards must be constituted. It is
required that a minimum of one director reside in India for a minimum of eighteen two-week
period in the previous calendar year. Moreover, at least one female director would have to be
on the boards of all listed companies as well as some other classes of companies as specified
by delegated legislation. At least one-third of the boards of all Indian companies, both listed
and unlisted, that meet specific requirements must now be made up of "independent
directors."

Decision Making Power of Board

Under the 2013 Act, certain powers of the board of directors can only be exercised subject to
the passing of a favourable special resolution (requiring a three-fourth majority of
shareholders), in contrast to the Indian Companies Act 1956, which allowed an ordinary
resolution (requiring a simple majority of shareholders) to be sufficient.

Related Party Transaction

Comparing the provisions of the 1956 Act to the 2013 Act, a substantial expansion has been
made in the scope of related party transactions. A shareholder of the company who is a
related party to a counter party in such a transaction is not allowed to vote in favour of the
transaction under the 2013 Act. Additionally, the 2013 Act expressly forbids put and call
options as well as forward contracts between a company's directors and key executives and
the company, as well as any holding, subsidiary, or affiliated company.13

Inter Corporate Loan

A number of burdensome requirements have been placed on inter-corporate loans by the 2013
Act. A loan exceeding the prescribed threshold of 60% of the paid-up share capital, free
reserves and securities premium account of the company, or 100% of the free reserves and
securities premium account of the company, whichever is higher, requires a special resolution
(requiring a three-fourth majority of shareholders), as stipulated by the 2013 Act.14

Capital Raising

There were very few other compliances with the 1956 Act, which required board approval for
private companies and shareholder approval for unlisted public companies in the case of
preferential allocation. However, these businesses are also required by the 2013 Act to

13
Companies Act, 2013, § 188, Acts of Parliament, 1949 (India).
14
Companies Act, 2013, § 186(2), Acts of Parliament, 1949 (India).

13
draught an offer letter, which calls for the inclusion of certain financial and other data. Even
in the case of private companies, the pricing of resultant securities would need to be decided
up front in the context of the rights issue process.15

Insider Trading

Investors from other countries should exercise caution because the 2013 Act includes a new
section on insider trading, which was previously covered by a separate rule issued by the
Securities and Exchange Board of India specifically for Indian companies that were listed,
rather than under the 1956 Act. Insider trading is prohibited by the 2013 Act for all
individuals, including directors and key management personnel of a company.

Buy Back of Shares

Companies were permitted by the 1956 Act to repurchase shares more than once in a single
fiscal year, with the exception of a few specific circumstances where a one-year cooling-off
period applied. The 2013 Act, however, now mandates a one-year waiting period between any
kind of buyback, even if the buyback was accomplished through a plan that was authorised
by an Indian court.16

Minority Squeeze Out

The 2013 Act now specifically addresses the topic of acquiring minority stakes in a business.
When an acquirer gains 90% of the company's issued share capital as a result of an
acquisition, it must notify the company that it wants to buy the minority shareholding at a
price set in accordance with the 2013 Act specifications. This repreClsents a substantial
improvement over the 1956 Act, which lacked such a clause.

Layered Investment through Subsidiaries

The 2013 Act, which expressly mandates that investments can no longer be made through
more than two layers of investment companies, with some exceptions, marks a significant
departure from the 1956 Act.

Mergers

The 2013 Act aims to provide more flexibility and reduce the amount of time needed to
complete mergers by making significant changes to the process. Within this framework, the

15
Companies Act, 2013, § 43, Acts of Parliament, 1949 (India).
16
Companies Act, 2013, § 68, Acts of Parliament, 1949 (India).

14
2013 Act has presented two brand-new ideas to Indian law: "cross-border mergers" and "fast
track mergers". The 1956 Act allowed foreign companies to merge with Indian companies,
but it prohibited the opposite approach.

Class Action Suits

The CA, 1956 did not include the notion of class action lawsuits. It was made available
through the 2013 CA. Since the introduction of the class action suit provision, it states that if
a class of depositors, members, or any combination of them conduct business in a way that
jeopardises the interests of the company or its members, the company or its members may file
an application with the tribunal on their behalf. The benefit is more robust and effective legal
proceedings; however, banks are exempt from this section.17

Enforcement of Shareholders Agreement and Entrenchment

A company's articles of association could only be changed by a resolution approved by three-

fourths of its shareholders, according to the 1956 Act. The concept of entrenchment has now
been expressly approved by the 2013 Act, giving legal recognition to all such shareholder
contracts. This will give investors the much-needed flexibility to specify that certain clauses
in a company's articles may only be changed under certain circumstances or under certain
rules.

5. CONCLUSION
In conclusion, the evolution of India's corporate regulatory landscape is a fascinating journey
marked by significant legislative shifts. The Companies Act of 1956, a landmark in post-
independence India, served its purpose but revealed limitations that hindered its effectiveness
in the dynamic 21st-century business landscape. The need for a comprehensive overhaul
became evident as issues such as outdated frameworks, poor investor protection, and complex
compliance procedures surfaced.

The Companies Act of 2013 emerged as a transformative response to these challenges, driven
by the recommendations of the J.J. Irani Committee. Enacted with the aim of addressing the
shortcomings of its predecessor, the 2013 Act ushered in a new era of corporate governance
in India. With a rule-based approach, it empowered the Ministry of Corporate Affairs to adapt
and amend regulations as needed, providing a more dynamic framework.
17
Companies Act, 2013, § 37, Acts of Parliament, 1949 (India).

15
The changes in corporate governance practices under the Companies Act of 2013 are
substantial. The focus on the board of directors, stakeholder relationship committees, audit
committees, internal audits, and the establishment of the Serious Fraud Investigation Office
reflect a shift towards a more robust and accountable governance structure.

Moreover, the Act brought about significant implications in various aspects compared to the
Companies Act of 1956. From incorporation and incidental matters to corporate social
responsibility, shares and debentures, and decision-making powers of the board, the 2013 Act
introduced a more modern and flexible regulatory framework. The emphasis on CSR, the
regulation of various securities, and the introduction of concepts like "One Person Company"
showcase a forward-looking approach aligned with international standards.

The Companies Act of 2013 not only addressed the shortcomings of its predecessor but also
introduced novel provisions to enhance transparency, accountability, and adaptability in the
corporate sector. As India continues to navigate the complexities of its corporate landscape,
the Companies Act of 2013 stands as a pivotal milestone, shaping the trajectory of corporate
governance and reflecting the nation's commitment to fostering a business environment that
aligns with global best practices.

6. BIBLIGRAPHY
 Akshat Sogani, Corporate Legislations Unveiled: A Comparative Exploration of
Companies Act of 1956 and 2013, Hein Online.
 ARMS and Associates, Corporate Social Responsibility, TCA Articles.
 Companies Act, 1956.
 Companies Act, 2013
 Dr. Lavakush Singh, The Companies Act 2013 And Its Similarities And Dissimilarities
With Companies Act 1956, EPRA International Journal of Economic and Business
Review.
 S. Verma and S.J. Gray, Development of Company Law in India, White Rose Research
Online.
 The Journey of Companies Act from 1956 to 2021, Taxman.

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