A DESIGN OF IBC - A CONDUCTIVE PROCESS IN PROTECTING THE INTEREST OF STAKEHOLDERS - PPT July 16, 2021.pptx

A DESIGN OF IBC - A CONDUCTIVE PROCESS IN PROTECTING THE INTEREST OF STAKEHOLDERS

1. 1 “ A DESIGN OF IBC - A CONDUCTIVE PROCESS IN PROTECTING THE INTEREST OF STAKEHOLDERS “ BY RRR CHAMBERS Email ID- [email protected]

2. COVERAGE : A DESIGN OF IBC -A CONDUCTIVE PROCESS IN PROTECTING THE INTEREST OFSTAKEHOLDERS NUDGING THEORY DESIGN OF IBC CONDUCTIVE PROCESS PROTECTION OF INTEREST OF STAKEHOLDERS Entrepreneurship development 2 RRR Chambers - [email protected]

3. NUDGING THEORY 3 RRR Chambers - [email protected]

4. NUDGING THEORY PEREPTION Perception nudges target the underlying perceptions of organizational behaviour to bring about a change in understanding, and therefore, a change in behaviour . 4 RRR Chambers - [email protected]

5. Nudging theory Influence of Human Behaviour Subtle Way to Enforce Change Small Action Indirect Change In Behaviour Influencing Choice Without Taking Power of Choice 5 RRR Chambers - [email protected]

6. Nudging theory Different Nudges Perception Nudge Motivation Nudge Ability And Simplicity Nudge 6 RRR Chambers - [email protected]

7. Nudging theory SEVEN STEPS 1 ) Define Change 2) Analysing Stakeholders 3) Work Plan and Timelines 4) Inclusive Decision Making 5) Receptive to Feedback 6) Removing Bottlenecks 7) Consistency 7 RRR Chambers - [email protected]

8. DESIGN OF IBC 8 RRR Chambers - [email protected]

9. Perception- change one tap with multiple vessels.mp4 9 RRR Chambers - [email protected]

10. PERCEPTION NUDGES Impediments to change Employees’ perception of the desired change Perceptions of organizational behavior 10 RRR Chambers - [email protected]

11. DESIGN OF IBC OBJECTIVES To consolidate and amend the laws relating to re-organization and insolvency resolution of corporate persons, partnership firms, and individuals. To fix time periods for execution of the law in a time-bound settlement of insolvency (i.e. 180 days). To maximize the value of assets of interested persons. To promote entrepreneurship. To increase the availability of credit. 11 RRR Chambers - [email protected]

12. DESIGN OF IBC To balance all stakeholder’s interest (including alteration). Balance to be done in the order of priority of payment of Government dues . To establish an Insolvency and Bankruptcy Board of India (IBBI) as a regulatory body for insolvency and bankruptcy law. To establish higher levels of debt financing across a wide variety of debt instruments . To provide painless revival mechanism for entities. To deal with cross-border insolvency . To resolve India’s bad debt problem by creating a database of defaulters. 12 RRR Chambers - [email protected]

13. SALIENT FEATURES OF IBC 13 RRR Chambers - [email protected]

14. CONNECTED ACTS -INSOLVENCY 14 RRR Chambers - [email protected]

15. DESIGN OF AUTHORITIES 15 RRR Chambers - [email protected]

16. DESIGN OF AUTHORITIES RRR Chambers - [email protected]

17. DESIGN OF AUTHORITIES 17 RRR Chambers - [email protected]

18. design of IBC S.NO NUDGE THEORY DESIGN OF IBC 1 Impediments to change Objectives Of Ibc 2 Employees’ perception of the desired change. Salient Features Of Ibc 3 Perceptions of organizational behavior Design Of Authorities 18 RRR Chambers - [email protected]

19. CONDUCTIVE PROCESS 19 RRR Chambers - [email protected]

20. 20 RRR Chambers - [email protected]

21. PROCESS OF NUDGING- ibc carroms film.mp4 Creating Set Of Choices Judgmental Heuristics Decision Making Positive / Desired Outcome 21 RRR Chambers - [email protected]

22. CORPORATE GOVERNANCE AND ITS PRINCIPLES 22 RRR Chambers - [email protected]

23. CONDUCTIVE PROCESS RRR Chambers - [email protected]

24. CONDUCTIVE PROCESS - CIRP 24 RRR Chambers - [email protected]

25. CONDUCTIVE PROCESS - CIRP 25 RRR Chambers - [email protected]

26. CONDUCTIVE PROCESS - CIRP 26 RRR Chambers - [email protected]

27. CONDUCTIVE PROCESS- LIQUIDATION 27 RRR Chambers - [email protected]

28. CONDUCTIVE PROCESS- LIQUIDATION 28 RRR Chambers - [email protected]

29. CONDUCTIVE PROCESS- LIQUIDATION 29 RRR Chambers - [email protected]

30. CONDUCTIVE PROCESS- VOLUNTARY LIQUIDATION 30 RRR Chambers - [email protected]

31. PROCESS OF NUDGING S.NO NUDGING FUNCTIONS IBC FUNCTIONS 1 Influencing people judgment judgment of resolution/ liquidation 2 choice/ behavior in a predictable way Running the going concern /closure of the company 3 Making posing barriers for people Motivating existing employees to run the company 4 Self declared interest Appointments made by IPI and 31 RRR Chambers - [email protected]

32. PROTECTION OF INTEREST OF STAKEHOLDERS PROTECTION.mp4 32 RRR Chambers - [email protected]

33. RRR Chambers - [email protected]

34. STEPS OF NUDGING FOR IMPLEMENTING CHANGE - STAKEHOLDER ANALYSIS There are different nudges which can be taken at organization level: a) Perception Nudge b) Motivation Nudge c) Ability And Simplicity Nudge 34 RRR Chambers - [email protected]

35. STEPS OF NUDGING FOR IMPLEMENTING CHANGE - STAKEHOLDER ANALYSIS SEVEN STEPS a) Define Change b) Analyzing Stakeholders c) Work Plan and Timelines d) Inclusive Decision Making e) Receptive to Feedback f) Removing Bottlenecks g) Consistency 35 RRR Chambers - [email protected]

36. National Guidelines on Responsible Business Conduct 36 RRR Chambers - [email protected]

37. National Guidelines on Responsible Business Conduct 37 RRR Chambers - [email protected]

38. 38 RRR Chambers - [email protected]

39. PROTECTING THE INTEREST OF STAKEHOLDER 39 RRR Chambers - [email protected]

40. claims SOURCE: https://taxguru.in/wp-content/uploads/2018/09/chart.png RRR Chambers - [email protected]

41. Protecting the interest of stakeholders S.NO NUDGE THEORY DESIGN OF IBC 1 Perception Nudges Personal Values Corporate Values Ethical Values 2 Motivation Nudges Prioritize Each Stakeholders 3 Ability And Simplicity Nudges Encouraging Entrepreneurship 41 RRR Chambers - [email protected]

42. “ A CONDUCTIVE PROCESS IN PROTECTING THE INTEREST OF STAKEHOLDERS " 42 RRR Chambers - [email protected]

43. How to Maximize the value of assets by Insolvency Professional Insolvency Professional have to run Corporate Debtor as going concern to achieve the maximization value of assets. Insolvency Professional have to improve Operational and Financial efficiency of Corporate Debtor . 43 RRR Chambers - [email protected]

44. How to Contribute for balancing the interest of stakeholders Strong Corporate Governance Leadership Heart warming involvement Inclusiveness Fairness Impartial judgment 44 RRR Chambers - [email protected]

45. how to determine Balancing the STAKEHOLDERS Not all stakeholders play an equal role Conflict in interest and values Assessment of the stakeholder’s power Impact on the company’s performance Influence on different stakeholders 45 RRR Chambers - [email protected]

46. how to Aligne with stakeholders 1. Personal values Corporate values Ethical values 2. Prioritize each stakeholders 3. Encouraging entrepreneurship 46 RRR Chambers - [email protected]

47. Concluding remarks 47 RRR Chambers - [email protected]

48. Concluding remarks S.NO NUDGE THEORY DESIGN OF IBC 1 Perception nudge: a) Perceptions of organizational behavior b) Employees’ perception of the desired change. c)Impediments to change Objects of the above authorities and salient features 2 Process of nudging: a) Creating set of choices b) Judgmental heuristics c) Decision making d) Positive/ desired outcome Conductive process: a) CIRP b) Liquidation c) Voluntary Liquidation 3 Stakeholders perception: a) Perception nudges b) Motivation nudges c) Ability and simplicity nudges Protection of interest of stakeholders: a) Maximization of value of assets b) Entrepreneurship development c) Value development system 48 RRR Chambers - [email protected]

49. 49 RRR Chambers - [email protected]