Procurement and Marketing Support to MSMEs

Posted on Tags , Leave a comment on Procurement and Marketing Support to MSMEs

Procurement and Marketing Support (PMS) Scheme

Description: PMS Scheme has been revamped to enhance the marketability of products and services in the MSME sector. The objective is to promote new market access initiatives, create awareness and educate the MSMEs about various marketing relevant topics and development of marketability.

Nature of Assistance: Assistance available for following scheme components (A) Participation of Individual MSEs in domestic trade fairs/exhibition across the country (B) Organizing/ Participation in trade fairs/exhibitions (Regional/ National/International) by the Ministry/ Office of DC (MSME)/Government organizations (C) Capacity building of MSMEs in modern packaging technique (D) Development of Marketing Haats (E) International/National Workshops/ Seminars (F) Vendor Development Programmes: State Level Vendor Development Programmes (SLVDP) and National Level Vender Development Programme (NLVDP) (G) Awareness Programmes.

Who can apply: Individual Manufacturing/ Service MSE.

How to apply: Eligible MSEs may submit their application online at https://my.msme.gov.in or system in place.

Procurement from Micro and Small Enterprises (MSEs)

Description: The Public Procurement Policy for Micro and Small Enterprises (MSEs) has mandated that every Central Ministry/ Department/PSU shall set an annual goal of minimum 20 per cent of the total annual purchases from the products or services produced or rendered by MSEs. However, the government recently revised the order making it compulsory for all CPSEs to procure 25% from MSEs instead of 20% of their total purchases. Out of the total annual procurement from Micro and Small Enterprises, 3 per cent from within the target shall be earmarked for procurement from Micro and Small Enterprises owned by women. A sub-target of 4% out of annual procurement is earmarked for procurement from MSEs owned by SC/ ST Entrepreneurs. MSME Sambandh portal has been launched to monitor the progress of procurement from MSEs including MSEs owned by SC/ST and women.

Who are eligible: Any Micro or Small Enterprise.

For further details on eligibility and how to apply , please get in touch with us on email at Info@risikollp.comenquiry@risikollp.com or call India MSME Helpdesk Tel. +91-22-28816486 or fill up the enquiry page on our website so we can get in touch with you.

Technology Upgradation and Competitiveness Scheme for MSMEs

Posted on Tags , , Leave a comment on Technology Upgradation and Competitiveness Scheme for MSMEs

1) Digital MSME Scheme

1) Design Clinic Scheme

Description: The objective of Design Clinic Scheme is to enhance industry understanding and application to design and innovation, and to promote design as a value adding activity and integrate it into mainstream business and industrial process of MSMEs; bring the industrial design fraternity closer to the MSME Sector; increase the awareness of the value of design and establish design learning in the MSME, and increase the competitiveness of local products and services. Activities under the scheme include

(i) Design Awareness Seminars/Workshops

(ii) Professional Design Projects

(iii) Student Design Projects

(iv) Orientation programmes.

Nature of Assistance: There is a provision of financial assistance of Rs. 15 Lakh (GoI: Units:75:25) for individual or upto 3 Micro units and 25 Lakh (GoI: Units:75:25) for more than 3 Micro units. For Small & Medium units, it is Rs. 25 lakh (GoI: Units: 60:40) for individual or upto 3 Units and Rs. 40 Lakh (GoI: Units:60:40) for more than 3 Units.

Who can apply: All Udyog Aadhaar Memorandum (UAM) registered manufacturing Micro, Small and Medium Enterprises (MSMEs) profitable entity in last three years are eligible to take the benefit of scheme.

How to apply: The MSME can submit their application to NID, Ahmedabad, IISC Bengaluru who have been nominated as IA.

2) Lean Manufacturing Competitiveness Scheme (LMCS)

Description: The Lean Manufacturing Competitiveness Scheme (LMCS) is a business initiative to enhance Competitiveness of the manufacturing sector, imbibing a culture of continuous improvement inculcating good management system resulted through increase in overall productivity. The objective of the scheme is to enhance the manufacturing competitiveness in MSMEs through the application of various Lean Techniques by reducing waste, increase productivity, imbibing a culture of continuous improvements etc.

Nature of Assistance: Provision of financial assistance to MSMEs upto Rs 36 Lakhs (maximum) per mini cluster of 10 units for a period of 18 months or till completion (GoI: Units:80:20, Rs. 28.8 Lakhs: Rs. 7.2 Lakhs).

Who can apply: All registered Micro, Small and Medium Enterprises (MSMEs) having valid Udyog Aadhaar memorandum and engaged in manufacturing activities are eligible to avail the benefit of LMCS.

How to apply: Office of DC (MSME), Ministry of MSME is implementing this scheme through MSME- DIs/TCs/Central Govt./State Govt. and its Institutions.

3) Digital MSME Scheme

Description: The main objective of the scheme is to make MSMEs digitally empowered and motivate them to adopt ICT tools and applications in their production & business processes to improve their competitiveness in national & international markets. Activities under the scheme include (i) Development of e-platform (India Enterprise Portal), (ii) Development of Software/Apps for MSMEs and uploading on portal etc. (iii) Digital Empowerment through Enterprise Facilitation Centre (EFC), and (iv) Assistance for IT infrastructure to various Implementing Agencies (IA).

Nature of Assistance: (i) Development of India Enterprise Portal for disseminating information on various IT based services for MSMEs. (ii) IT Infrastructure for Enterprise Facilitation Centre and Implementing Agencies.

How to apply: The MSMEs can contact the National Monitoring & Implementing Unit (NMIU)/Implementing Agency (IA) for availing the benefit of the scheme.

2) Financial Support to MSMEs in ZED Certification Scheme

Description: The objectives of the scheme include inculcating Zero Defect & Zero Effect practices in manufacturing processes, ensure continuous improvement supporting the Make in India initiative. The scheme envisages promotion of Zero Defect and Zero Effect (ZED) manufacturing amongst MSMEs so as to Promote adaptation of Quality tools/systems and Energy Efficient manufacturing, Encourage MSMEs to constantly upgrade their quality standards in products and processes, to drive manufacturing with adoption of Zero Defect production processes and without impacting the environment.

Nature of Assistance: The subsidy provided by the Government of India for Micro, Small & Medium Enterprises will be 80%, 60% and 50% respectively.

Who can apply: All MSMEs registered under MSME Act, 2006 as amended from time to time and also to MSMEs which are included as per executive orders issued by AS & DC (MSME) in consistent with MSME Act from time to time.

How to apply: The ZED Certification Scheme is a 4-step process: Step 1 : Register free on the online portal of ZED (www.zed.org.in) using the following link: http://assessment.zed.org.in/Assessment/ Assessment_BeforeLogin.aspx, using the valid (Indian) mobile number and email address. Step 2: Online self-assessment on the ZED parameters followed by Desktop Assessment. Step 3: Site-assessment, if selected on the basis of Desktop Assessment. Step 4: Consultancy: after desktop assessment, MSMEs will have the option to avail the service of an authorized ZED consultant for gap-analysis and handholding.

3) Support for Entrepreneurial and Managerial Development of MSMEs through Incubators

Description: The objective of the scheme is to promote & support untapped creativity of individual and to promote adoption of latest technologies in manufacturing as well as knowledge based innovative MSMEs (ventures) that seek the validation of their ideas at the proof of concept level.

Nature of Assistance: Financial assistance up to 15 lakh for developing/ nurturing the ideas. Upto Rs. 1.00 crore for procurement and installation of plant and machines in Business Incubator. Upto Rs. 1.00 Crore as seed capital support to appropriate Incubates in the form of soft loan, interest free loan, equity participation, grant or combination of these etc. for setting up of Startups.

Who can apply: Technical colleges, Universities Colleges other professional Colleges/ Institutes, R&D institutes, NGO involved in relevant activities etc., EFCs of DC (MSME), MSME-DIs/TCs /DICs or any institute/organization of Central/State Govt. may apply to register as Host Institute. Students/ MSMEs can apply to the registered Host Institute for developing and nurturing the ideas.

How to apply: Students/Entrepreneurs/MSME will apply to National Monitoring & Implementing Units (NMIU) through Implementing Agency (IA) on MIS portal for availing the benefit of the schemes.

4) Building Awareness on Intellectual Property Rights (IPRs)

Description: Building Awareness on Intellectual Property Rights (IPRs) for the MSME is administered with the objective to enhance awareness of MSMEs about Intellectual Property Rights (IPRs) and to take measure for the protecting their ideas and business strategies. These objectives are fulfilled through various activities under the scheme like awareness programmes/Seminars, workshops, Reimbursement for registration of IP, International Co-operation & setting-up IP facilitation centre across the country.

Nature of Assistance: Reimbursement for Patent /GI Registration/Trademarks, for setting up of IP Facilitation Centers, interactive Seminars /Workshops/Exhibitions and Awareness Programmes.

Who can apply: MSME units having valid Udyog Aadhar Memorandum (UAM). These initiatives are being implemented through various eligible implementing agencies prescribed in the scheme guidelines.

How to apply: Online application can be filled at www.my.msme.gov.in

5) Tool Rooms & MSME Technology Centres

Description: The Technology Centres (TCs) facilitate an integrated development of MSMEs by providing quality Tool, Industry ready manpower, consultancy in tooling & related areas and processes & Products development in product group like Foundry & Forging, Electronics, Electrical Measuring Instruments, Fragrance & Flavour, Glass, Sport Goods and Footwear designing. These TCs are provding these services across the country.

Nature of Assistance: i) To provide access of MSMEs to tooling facilities for enhancement of their efficiency. ii) Process & Product development in relevant sector. iii) Consultancy and Job works in relevant Sector and iv) Skill Development.

Who can apply : (i) Units desirous of availing tooling and dies facilities and consultancy services. (ii) The eligibility for training programmes includes from school dropout to M.Tech level.

How to apply: Online application for training can be filled at respective Technology Centres’ website or in person at Technology Centre. For tooling and consultancy services, the relevant Technology Centres may be visited.

For further details on eligibility and how to apply , please get in touch with us on email at Info@risikollp.comenquiry@risikollp.com or call India MSME Helpdesk Tel. +91-22-28816486 or fill up the enquiry page on our website so we can get in touch with you.

Important Skill Development and Infrastructure Support Schemes for Micro, Small and Medium Enterprises (MSMEs)

Posted on Tags , , , Leave a comment on Important Skill Development and Infrastructure Support Schemes for Micro, Small and Medium Enterprises (MSMEs)

Skill Development and Training to MSMEs       

1) Entrepreneurship and Skill Development Programme (ESDP)

Description: The objective of the programme is to motivate young persons representing different sections of the society including SC/ST/ Women, Physically Handicapped, Ex-servicemen and below poverty line (BPL) persons to consider self-employment or entrepreneurship as one of the career options.

The ultimate objective is to promote new enterprises, capacity building of existing MSMEs and inculcating entrepreneurial culture in the country.

Nature of Assistance: Assistance provided for Industrial Motivational Campaign (IMC), Entrepreneurship Awareness Programmes and Entrepreneurship-cum-skill Development Programmes, Management Development Programmes and Mega Events.

Intended Beneficiary: Youths representing different sections of the society including SC/ST/Women, Physically Handicapped, Ex-servicemen and Below Poverty Line(BPL) persons and Existing MSMEs.

How to apply: ESDP Programmes are implemented through MSME-DIs/TCs.

Infrastructure support to MSMEs

1) Scheme of Fund for Regeneration of Traditional Industries (SFURTI)

Description: The main objectives of the scheme is to organize the traditional industries and artisans into clusters in order to make them competitive and provide support for their long- term sustainability.

Nature of Assistance: The scheme would cover three types of interventions: ‘Soft Interventions’, ‘Hard Interventions’ and ‘Thematic Interventions’. The

Project outlay for various clusters: Regular Clusters (upto 500 artisans) – Rs. 2.50 Crore per Cluster; Major Cluster (more than 500 artisans) – Rs. 5.00 Crore per Cluster; Soft Interventions: 10% of hard interventions with maximum ceiling of Rs. 25.00 lakhs (100% scheme funding); Hard Interventions: As per project requirement. The financial assistance provided for any specific project shall be subject to a maximum of Rs. 5 crore.

Who can apply: Non-Government Organizations (NGOs), Institutions of the Central and State Governments and Semi-Government institutions, field functionaries of State and Central Govt., Panchayati Raj institutions (PRIs), etc. with suitable expertise to undertake cluster development. (ii) Private Sector participation is also encouraged for the implementation of cluster projects. Corporate entities can also take up projects directly by forming cluster-specific SPVs.(iii) Corporate and Corporate Social Responsibility (CSR) foundations with expertise in cluster development are encouraged to participate as Implementing Agencies. In case where a private sector entity is the IA, it shall contribute at least 50% of the total project cost excluding the cost of land.

How to apply: The eligible agency/ organization has to submit the proposal to any of the other designated Nodal Agencies under the scheme (as mentioned in the guidelines and as appointed from time to time) for onward submission to Scheme Steering Committee for approval.

2) Micro & Small Enterprises Cluster Development Programme (MSE-CDP)

Description: The scheme supports financial assistance for establishment of Common Facility Centres (CFCs) for Testing, Training Centres, R&D, Effluent Treatment, Raw Material Depot, Complementing Production Processes etc. and to create/upgrade infrastructural facilities in the new/existing industrial areas/clusters of MSEs such as Flatted Factory Complex, power distribution network, water, telecommunication, drainage and pollution control facilities, roads, banks, raw materials, storage and marketing outlets, common service facilities and technological back­up services for MSEs in the new/existing industrial estates/areas. Marketing Hubs/Exhibition Centres by Associations, Thematic Interventions and Support to State Innovative Cluster Development Programme are also parts of the scheme.

Nature of Assistance: Common Facility Centres (CFC): The GoI grant will be restricted to 70% of the cost of Project of maximum Rs. 20.00 Crore. GoI grant will be 90% for CFCs in North-East & Hilly States, Island territories, Aspirational Districts/ LWE affected Districts, Clusters with more than 50% (a) Micro/Village, (b) Women owned, (c) SC/ ST units. The cost of Project includes cost of Land (Subject to maximum of 25% of Project Cost). (ii) Infrastructure Development: GoI grant will be restricted to 60% of the cost of project (Rs. 10.00 Crore for Industrial Estate & Rs. 15.00 Crore for Flatted Factory Complex). GoI grant will be 80% for Projects in North-East & Hilly States, Island territories, Aspirational Districts/ LWE affected Districts industrial areas/estates/Flatted Factory Complex with more than 50% a: micro/village or b: women owned or c: SC/ST units. (iii) Marketing Hubs/Exhibition Centres by Associations: The GoI grant will be restricted to 60% of the cost of project of maximum Rs. 10.00 crore for Product Specific Associations with BMI rating of Gold Category and above from MABET (QCI) and 80% for Associations of Women Entrepreneurs. Remaining project cost is to be borne by SPV/State Government. (iv) Thematic Interventions: The GoI grant will be restricted to 50% of total cost of maximum 5 activities not exceeding Rs. 2.00 lakh for each activity. GoI grant under this component for each CFC would be Rs. 10.00 lakh. (v) Support to State Innovation Cluster Development Programme: The GoI fund would be limited to State Government or Rs. 5.00 Crore whichever is lower and the assistance would be 90% of project cost in respect of CFC projects in North-East/Hilly States, Island territories, Aspirational Districts/ LWE affected Districts, as well as for projects where beneficiaries are SC/ ST/ Women owned enterprises.

Who can apply: Clusters, Industrial Associations/ Consortia.

How to apply: Online applications can be filled at https://cluster.dcmsme.gov.in. Hard copy of applications need to be sent through State Governments or their Autonomous Bodies or field institutes of the Ministry of MSME i.e., MSME- DIs. The proposals are to be approved by the Steering Committee of MSE-CDP. Website:  http://www.dcmsme.gov.in/MSE-CDProg.htm

For further details on eligibility and how to apply , please get in touch with us on email at Info@risikollp.comenquiry@risikollp.com or call India MSME Helpdesk Tel. +91-22-28816486 or fill up the enquiry page on our website so we can get in touch with you.

Important Credit and Financial Assistance Schemes for Micro, Small and Medium Enterprises (MSMEs)

Posted on Tags , , Leave a comment on Important Credit and Financial Assistance Schemes for Micro, Small and Medium Enterprises (MSMEs)

Credit and Financial Assistance to MSMEs

1) Prime Minister’s Employment Generation Programme (PMEGP)

Description: The scheme aims to generate employment opportunities in rural as well as urban areas of the country through setting up of new self-employment ventures /projects/micro enterprises. Another objective is to provide continuous and sustainable employment to all segments of traditional and prospective artisans and rural/urban unemployed youths in the country, so as to help and to arrest migration of rural youths to urban areas. Third objective is to increase the wage­earning capacity of artisans and contribute to increase in the growth rate of rural and urban employment.

The scheme is implemented by Khadi and Village Industries Commission (KVIC), as the nodal agency at the National level. At the State level, the scheme is implemented through State KVIC Directorates, State Khadi and Village Industries Boards (KVIBs) and District Industries Centres (DICs) and Banks.

Only new projects are considered for sanction under PMEGP.

Nature of Assistance: The maximum cost of the project/unit is: Rs. 25 Lakhs in case of manufacturing sector and Rs. 10 Lakhs in case of business/service sector.

Subsidy under PMEGP (% of project cost): General category 15%(Urban), 25%(Rural); Special Category (including SC / ST / OBC / Minorities / Women, Ex­servicemen, Physically handicapped, NER, Hilly and Border areas, etc.): 25% (Urban), 35% (Rural).

Who can apply: Any individual, above 18 years of age can apply (For project costing above 10 lakh in manufacturing and 5 lakh in service sector. He should have passed at least VIII standard). Self Help Groups, Institutions registered under Societies Registration Act 1860; Production Co-operative Societies and Charitable Trusts are also eligible.

How to apply: Only online application is accepted. The beneficiaries can submit their application online at https://www.kviconline.gov.in/pmegpeportal/pmegphome/index.jsp.

New initiative: Second dose of assistance up to Rs. 1.00 crore to existing and better performing PMEGP/ MUDRA units for up grading with subsidy of 15% (20% in hilly/NER).

2) Credit Linked Capital Subsidy Scheme for Technology Upgradation (CLCSS)

Description: The objective of CLCSS is to facilitate technology to MSEs through institutional finance for induction of well established and proven technologies in the specific sub-sector/products approved under the scheme.

Nature of Assistance: Upfront subsidy of 15% on institutional Credit upto Rs. 1.0 Crore (i.e. subsidy cap of Rs. 15.00 lakh) for identified sectors/ subsectors/ technologies.

Who can apply: Any Micro and Small Enterprises (MSEs) unit.

How to apply: Candidates meeting the eligibility criteria may approach 11 nodal Banks / Agencies.

These are SIDBI, NABARD, SBI, BoB, PNB, BOI, TIIC,

Andhra Bank, Corporation Bank, Canara Bank and Indian Bank.

3) Credit Guarantee Fund Trust for Micro I and Small Enterprises (CGTMSE)

Description: Ministry of Micro, Small and Medium Enterprises and Small Industries Development Bank of India (SIDBI) jointly established a Trust named Credit Guarantee Fund Trust for Micro and Small Enterprises (CGTMSE) in order to implement Credit Guarantee Scheme for Micro and Small Enterprises (MSEs). The corpus of CGTMSE is contributed by Government of India and SIDBI.

Nature of Assistance: Collateral free loan upto a limit of Rs. 200 lakh.

Who can apply: New as well as existing Micro & Small Enterprises.

How to apply: MSE meeting the eligibility criteria may approach eligible Banks / Financial Institutions/ Regional Rural Banks/NBFCs.

4) 2% Interest Subvention Scheme

Description: The scheme aims at encouraging both manufacturing and service enterprises to increase productivity and provides incentives to MSMEs for on boarding on GST platform which helps in formalization of economy, while reducing the cost of credit. The scheme is in operation for a period of two financial years (FY 2018-19 and FY 2019-20).

Nature of Assistance: The interest relief will be calculated at two percentage points per annum (2% p.a.), on outstanding balance from time to time from the date of disbursal / drawal or the date of notification of this scheme, whichever is later, on the incremental or fresh amount of working capital sanctioned or incremental or new term loan disbursed by eligible institutions.

Who can apply: All MSMEs who have valid Udyog Aadhaar Memorandum [UAM] and valid GSTN Number shall be eligible as beneficiaries under the scheme.

How to apply: MSMEs may apply to eligible lending institutions under the scheme.

For further details on eligibility and how to apply , please get in touch with us on email at Info@risikollp.com, enquiry@risikollp.com or call India MSME Helpdesk Tel. +91-22-28816486 or fill up the enquiry page on our website so we can get in touch with you.

Remedy available to Director who has resigned and the Company is not filing DIR-12 with ROC

Posted on Leave a comment on Remedy available to Director who has resigned and the Company is not filing DIR-12 with ROC

 


Author – CS Gurminder Dhami (Firm- Gurminder Dhami & Associates from New Delhi, IN).


The nitty-gritty involved while resignation from the post of Director of a Company, precautions to be taken while resigning have been discussed by the author is separate articles link of which have been provided above.

Now, despite of all the precautions taken there are chances that a Company is not filing the e-form DIR-12 with ROC.

This article focuses on remedies available with a resigning Director in case the Company is not filing e-form DIR-12 with ROC.


Remedies 

The remedies given herein below are according to the author, put in a logical sequence and therefore it is advisable to exhaust the first remedy and even if still the issue persists then move on to the next available remedy.


Remedy 1File e-form DIR-11 with ROC & Send correspondence to the Company

In case the Company has not filed with ROC e-form DIR-12 intimating resignation within the stipulated time period of 30 days in Section 168 of Companies Act, 2013, the resigning Director should immediately proceed for filing e-form DIR-11, if not already filed.

Thereafter, the resigning Director may serve the Company and all its Directors with a reminder letter along with the copy of e-form DIR-11 filed with ROC.

(FORMAT of a sample reminder letter is placed at this weblink)


Remedy 2File complaint with ROC in e-form SCP (Serious Complaint Form)

That even after sending of reminder letter to the Company, the Company has not filed e-form DIR-12 with ROC, then the resigning Director should file e-form SCP (Serious Complaint Form) with ROC. The e-form SCP allows a resigning Director to file complaint against the Company who is not filing the resignation of Director.

The practical guide as to information required to be mentioned in the e-form SCP is as follows:-

Particulars of e-form SCP Values

 

Details of the Complainant Name, Address, Phone & e-mail id.

 

Details of the Company Enter CIN to pre-fill details.

 

Nature of Complaint

 

Select the option “Cessation of director”
Status of Complainant

 

Select the option “Other”
Particulars of Resigning Director Enter DIN & pre-fill, enter Designation, e-mail id, reasons of cessation and other remarks, if any.

 

Particulars of Complaint Enter the details of the complaint being made in brief here along with other remarks, if any.

 

Attachments 1.     ID Proof of Complainant.

2.     Correspondence with Company regarding the resignation.

Here it is advisable to prepare a complaint letter and explain all the facts therein and attach all the relevant documents to substantiate the complaint. In this letter ROC should be requested to initiate appropriate actions against the Company (call information & documents u/s 206, direct to file e-form DIR-12 and also adjudicate penalty for the default u/s 454)

(FORMAT of a sample complain letter to be filed with ROC is placed at this weblink)

Thereafter, it is advisable to submit physical copies of all the above documents with form SCP and challan with ROC office, make representation and follow-up the matter with ROC so that the ROC takes action in this regard.

Situations which may arise while exercising Remedy No. 2 above described in the below picture :-

Capture


Remedy 3Send a legal notice to the Company

That while pursuing as per remedy 3 above, it comes to conclusion that the ROC will not take action against the Company (refer chart above) and if the Company has still not filed with ROC e-form DIR-12, then it is advisable that before instituting legal proceedings, a legal notice is sent to the Company and all its Directors.

It is always advisable to send a legal notice first before institution of legal proceedings because litigation is costly and lengthy affair.

Also sending a legal notice reduces the initial time taken at Court / Tribunal proceedings during admission of the case because –

– the respondent(s) are aware of the fact that a case maybe be filed against them, if they do not resolve the issue and thus may not ask for time from the Court / Tribunal to file their reply.

-The Court / Tribunal would also in this case, not be inclined to give the respondents lengthy time to file their reply.

 

(FORMAT of a sample legal notice to be sent to the Company is placed at the following weblink)


Remedy 4 File Petition with Hon’ble NCLT

Despite all the tedious and rigours efforts if the Company still does not file e-form DIR-12, then the resigning Director should drag the Company to the appropriate legal forum to seek justice. Here the resigning Director should also demand for damages, litigation costs and compensation for harassment and mental agony.


The resigning Director in the petition under Section 168 and Section 170 read with Section 172 should, inter-alia, seek the following relief(s) :-

  • To direct the respondent(s) to file e-form DIR-12 with the office of Registrar of Companies.
  • To direct the respondent(s) to place the fact of petitioner(s) resignation on the website of the Company.
  • To direct the respondent(s) to intimate the fact of petitioner(s) resignation to all the bankers, vendors, dealers, agents and other stakeholders.
  • To take appropriate penal actions against the respondents for non compliance of Section 168 and Section 170 read with Section 172, for not filing the e-form DIR-12 within stipulated time period and for not making entries of particulars of resignation in register of Director.
  • To take appropriate penal actions against the respondents for non compliance of Section 189 for not making entries of particulars provided by the petitioner Director u/s 189(2) in the register of contracts or arrangements in which directors are interested.
  • To take appropriate penal actions against the respondents for non compliance of Section 134 read with Section 168, for not mentioning the fact of resignation of petitioner in the ensuing Board’s Report layed at the AGM.
  • To direct the respondents to revise the Board’s report in compliance with the provisions of the Companies Act, 2013 and also intimate all the shareholders about the fact of resignation of petitioner.
  • To take appropriate penal actions against the respondents for non compliance of Section 92, for not mentioning the fact of resignation of petitioner in the Annual Return (MGT-7) with ROC.
  • To direct the respondents to revise the Annual Return (MGT-7) and file the revised return with ROC.
  • To direct the respondents to pay a sum of Rs. ——————— /- as damages and harassment and Rs. —————————–/- towards the litigation costs.
  • To direct the respondents to keep the petitioner indemnified at all times, against all liabilities including cost of defending any proceedings, which might arise from any proceeding filed by any person against the petitioner, believing the petitioner to be a Director in the Company during the period starting from the date of actual resignation of the petitioner and till the date of filing of e-form DIR-12 by the Company.

 

 

 

 

 


 

 

 

 

 

 

 

 

 

Note of thanks to our Author – RiSiko would like to offer word of thanks to CS Gurminder Dhami (Firm- Gurminder Dhami & Associates from New Delhi, IN) for this valuable contributions on this critical topic. You can reach out to him for any Queries/suggestions or Questions at csgurminderdhami@gmail.com


Disclaimer: The entire contents of this article have been prepared on the basis of relevant provisions, judgements and information existing at the time of preparation. The observations of the author are personal view and the author does not take any responsibility of the same and this cannot be quoted without the written consent of the author.


 

 

Whether Resignation of Director is subject to Approval /Acceptance ?

Posted on Leave a comment on Whether Resignation of Director is subject to Approval /Acceptance ?

 


Author – CS Gurminder Dhami (Firm- Gurminder Dhami & Associates from New Delhi, IN).


Under Companies Act, 1956 there was no provision governing the resignation tendered by a Director. Thus matters in dispute with respect to mandatory acceptance or approval of resignation were taken to Courts of law, wherein various pronouncements clarifying whether resignation by a Director is a unilateral or bilateral act have been made depending upon the facts & circumstances of the case.


Section 168(1) of the Companies Act, 2013

“168 (1)  A director may resign from his office by giving a notice in writing to the company and the Board shall on receipt of such notice take note of the same and the company shall intimate the Registrar in such manner, within such time and in such form as may be prescribed and shall also place the fact of such resignation in the report of directors laid in the immediately following general meeting by the company.

Provided that a director shall (may)[1] also forward a copy of his resignation along with detailed reasons for the resignation to the Registrar within thirty days of resignation in such manner as may be prescribed.

 (2)       The resignation of a director shall take effect from the date on which the notice is received by the company or the date, if any, specified by the director in the notice, whichever is later.

Provided that the director who has resigned shall be liable even after his resignation for the offences which occurred during his tenure.”


Although, reading of Section 168(1) of the Companies Act, 2013 has made it clear that the resignation by a Director will be effective once served to the Company.  But there have been arguments that a Director, who hold posts wherein he is responsible for managing affairs of the Company or assigned with certain roles & responsibilities cannot resign without the approval of the Board.

So, even after enactment of Companies Act, 2013, wherein Section 168(1) expressly provides that resignation by a Director is effective upon service of the same, Can there be situations where the resignation of a Director will be subject to acceptance or approval?


Murari Vs. State of Tamil Nadu (Madras HC) – [1976] 46 COMP. CAS. 613 (MAD.)

“………..If there is any provision in the articles giving right to a director to resign at any time, the resignation will take effect without any need for its acceptance by the board or the company in the general meeting. In the absence of any provision relating to resignation in the articles of association, it is well-settled that a resignation once made takes effect immediately when the intention to resign is made clear.” (Para 13 of the Judgement)

“Even in the absence of any express power to resign, it is submitted that, unless the articles are specially framed, a director may by notice to the company resign his directorship. Directors are merely agents of the company’…., and an agent may determine his agency” (Para 16 of Judgement)

“…………Where a director is elected or has contracted to act for a fixed period, his resignation, before the expiration of the period, may make him liable for damages for breach of his contract, unless the articles permit such resignation.” (Para 18 of the Judgement)


S. Lakshmana Pillai v. Registrar of Companies, Tamil Nadu-  [1977] 47 COMP. CAS, 652 (MAD)

“……….Where a resignation states that it is to take effect on acceptance, or the articles so require, acceptance is necessary to end the tenure of office……..” (Para 16 of the Judgement)

“As regards the other contention of the ROC (first respondent) that the Resigning Director (petitioner) should have co-opted another director before he tendered his resignation, I see that there is no obligation under the Companies Act requiring a director, even if he is the only director, to co-opt another in case he intends to resign his office. After going through the provisions of the Act, I find there is nothing to show that such a co-option is a condition precedent for a director validly tendering his resignation. The power of co-option is only an enabling provision to co-opt so as to have the quorum for holding the meeting. There is no specific article in the articles of association of this company that it is imperative; on the part of the outgoing director to co-opt another director before he leaves his office. So this contention also fails.” (Para 28 of the Judgement)


Registrar of Companies, Orissa Vs. Orissa Paper Products Limited (Orissa HC)-  [1988] 63 COMP CAS. 460 (ORI.)

“No doubt, resignation of Director does not require acceptance” (Para 12 of the Judgement)


J.S. Gambhir Vs. Millennium Health Institute & Diagnostics Pvt. Ltd. (Delhi HC)- [2014] 120 CLA 372 (Del.)

“…….A resignation by a director implies a relinquishment of his office. This is a unilateral act which unless the Articles of Association otherwise provide, is not contingent on the acceptance by the company. Directors act as agents of the company and are, thus, also entitled to terminate their agency. The act of resignation or relinquishment of the office would not require the consent of the company and, therefore, would become effective from the time when the intention to relinquish the office as a Director is communicated.” (Para 28 of the Judgement)


Rajan Sangameshwaran Vs. Saralaya Technologies Private Limited (Chennai CLB)- [2015] 127 CLA 216 (CLB)

“…………..On the legal aspect it is seen that there is no provision in the Act or in the Regulations contained in Table A regarding the acceptance of resignation of a director by the company, given in the articles of the company there is no requirement of acceptance of resignation by the company”

“………………The only objection of the company in taking note of the resignation of the petitioner and filing Form 32 with the concerned Registrar is that the company incurred certain liabilities at the behest of the petitioner during October 2010 and April 2012……………………..”

“…………….The resignation will not, however, relieve the petitioner from any liability if any, which he may have incurred while in office as alleged by the respondents. I am of the view that the company and its officers made default by not filing Form 32 intimating the resignation of the petitioner from the post of director……………..”  (Para 5 of the Judgement)


Manav Kumar Agarwal Vs. Discovery Enterprises Private Limited & Ors. 

  • Decided by CLB (Delhi CLB)- No. 51/614/CLB/2016, Dtd. 01/03/2016

 

“On reading this section, it is no doubt true that the Tribunal is vested with powers to direct the company to make good the default in case the company flouted any of the provisions of the Companies Act, 1956. It is a settled proposition of law, whenever company is to file any return, account or other documents, then it has to necessarily pass a Board Resolution to send such document to the Registrar of Companies. Unless the company has passed any resolution, accepting document or return, it can’t be said that the company has committed default in filing of form before the Registrar. Here, the case of the petitioner is that he has given resignation letter to the company on 18.01.2011 but it is not the case of the petitioner that the company passed a resolution and failed to file such resolution copy approving resignation of the petitioner as director before ROC. For there being no Board Resolution accepting the resignation, his mere giving resignation letter will not amount to resolution by the Board. It is needless to say that unless there is a Board Resolution by the company, it shall be presumed that the petitioner has been continuing as director of the company.” (Para 9 of the Judgement)

  • Set aside by Hon’ble Delhi High Court & Remitted back to NCLT (Delhi HC)- CO.A(SB) 17/2016 & Co. Appl. No.4814/2016; Dtd. 10/02/2017

 

“……the CLB was of the view that in absence of Board Resolution accepting the appellant’s resignation, his merely giving a letter of resignation would not suffice and in law, it would be presumed that the appellant continued as a director of the company” (Para 3 of the Judgement)

“……a resignation by a director is a unilateral act and unless otherwise specified in the Articles of Association of a company, a resignation would become effective from the date on which it is communicated” (Para 5 of the Judgement)

“The impugned order is consequently set aside. The matter is remitted back to the CLB (now NCLT) for determination of the underlying dispute de novo, in accordance with law, as expeditiously as possible.” (Para 7 of the Judgement)

  • Finally Decided by Hon’ble NCLT (Principal Bench, NCLT, Delhi)-CP-17/2016, Dtd. 18/05/2018

 

Upon remission of the matter to NCLT for determination of disputes de novo, NCLT Upheld the order passed by the Delhi High Court.


Analysis of the aforesaid Judgements

Upon analysis of the aforesaid judgments if read along with the Section 168, it can be concluded that under the following situations the Resignation by a Director will / will not be subject to approval or acceptance by the Board:-

 

 

S. No.

 

SITUATION

 

Whether Resignation will be subject to Approval of Board, if AOA  ***

 

 

is silent

 

 

contains express provision for acceptance of Resignation [2]

 

1

 

Resignation Letter itself states that it is subject to acceptance by Board

 

YES

 

YES

 

2

 

Resignation by Director before expiry of fixed tenure for which he was elected or contracted

 

NO[3]

 

YES2

 

3

 

Resignation by only remaining Director in the Company

 

NO[4]

 

YES

 

4

 

Where before the date of resigning by a Director, the Company has incurred many liabilities at the behest of the Director.

 

NO

 

YES

 

5

 

Where Company did not pass a resolution to file the e-form 32 / DIR-12 with ROC for intimating the Resignation?

 

NO

 

YES


 

*** According to various judicial pronouncements, the AOA of the Company can make the requirements of the Act more stringent. Therefore, the operation of Section 6 (Act to override MOA/AOA) will not effect the operation of a clause in the AOA that requires acceptance of resignation by a Director, which is contradictory to Section 168 and thus the AOA shall prevail over Section 168.


Note of thanks to our Author – RiSiko would like to offer word of thanks to CS Gurminder Dhami (Firm- Gurminder Dhami & Associates from New Delhi, IN) for this valuable contributions on this critical topic. You can reach out to him for any Queries/suggestions or Questions at csgurminderdhami@gmail.com


Disclaimer: The entire contents of this article have been prepared on the basis of relevant provisions, judgements and information existing at the time of preparation. The observations of the author are personal view and the author does not take any responsibility of the same and this cannot be quoted without the written consent of the author.

[1] Substituted by the Companies (Amendment) Act, 2017 and effective from 07/05/2018.

[3] This may make the Director liable for damages for breach of contract.

[4] If the AOA provides that single remaining Director shall not resign before co-opting another Director in his place, then the resignation letter by the Single remaining Director will not be treated as valid resignation, unless he has co-opted another Director.


 

UAE is all set to roll out long-term resident visa scheme

Posted on Leave a comment on UAE is all set to roll out long-term resident visa scheme

The UAE has announced the launch of a long-term resident visa scheme, to complement the country’s current visa options.

In a significant move to attract talent and investment, the United Arab Emirates has announced a slew of radical changes, including 10-year visas for specialists working in medicine, science, research and technical fields. The UAE will now allow foreign companies to own 100 per cent of their business and students will be able to secure 5-year visas. ‘Exceptional’ graduates can stay for 10 years.

These are massive changes for the country with potentially far-reaching consequences, at a time when major developed countries like the US are putting up barriers in visas and immigration policy.

If these policies are implemented, Indians and Indian businesses will be key beneficiaries. At 2.8 million individuals, Indians are the largest expatriate community in the UAE. Professionally qualified personnel constitute at least 15 to 20 per cent of the community, followed by 20 per cent white-collar non-professionals (clerical staff, shop assistants, sales men and accountants). The remaining 65 per cent comprises blue-collar workers.

Aimed at attracting and retaining professionals and talented people in sectors deemed vital for the UAE economy, the new resident visa scheme will grant a permanent visa for up to 10 years to specialists in the medical, scientific, research and technical fields, as well as to innovators and entrepreneurs.

A new student visa scheme – 5-year standard, 10-year visa for “exceptional” students – will also be introduced.  Clearing the uncertainty inherent to the current visa system (successive visas issued for max 3 years at a time), this landmark announcement is expected to boost investments in the region and cement the UAE’s position as a primary destination for international investors and top talent from around the world.

The real estate market is also likely to benefit: family members of these categories will receive a visa valid for the same term as the main applicants.

Our RiSiKo Dubai office is closely monitoring the development and will provide further updates as the scheme’s details such as cost , documentation , eligibility etc. are released. For further details you can drop us email at info@risikollp.com or drop enquiry on our website www.risikollp.com.

Walk the Journey of “Transformation of risk to reward” with RiSiKo Consulting LLP, India

Posted on Leave a comment on Walk the Journey of “Transformation of risk to reward” with RiSiKo Consulting LLP, India

The International Monetary Fund (IMF) has retained India’s growth projections at 7.5 per cent for 2016-17 and 2017-18 each. India and the rest of emerging Asia are generally projected to continue growing at a robust pace, although with some countries facing strong headwinds from China’s economic re-balancing and global manufacturing weakness.

Over the past several years, the policy and procedures regulating and governing the inflow of foreign investments into India have been progressively liberalized and simplified. The initiatives taken by the Government in India in this regard have resulted in significant inflows of foreign investment in almost all areas of the economy, except a select few, that continue to remain reserved for strategic reasons. Due to this economic liberalization, starting, setting up and doing business in India is no more a hassle. Owing to ongoing computerizations/digitalization at Government level, formation of a company in India has become an easy process. Owing to changing regulatory environment, there are various efficient and cost effective vehicles available for entry and exit strategy.

RiSiKo Consulting LLP is a business consulting and advisory firm, specializing in risk management, turnaround strategies and scaling-up family managed businesses. RiSiKo has recently helped several clients for Set up & Entry Level Advisory cum Corporate Services, Strategy & business Plan formulation, Internal Control Check Growth & Performance Improvement.

In a world of competition and rapidly evolving environment, companies must find ways to enhance shareholder value, increase efficiency, improve internal controls, contain costs and manage risk. The rapid changes in the industry demands for unique approach to risk management to successfully achieve “Corporate Governance as well as Corporate Performance.” Based on RiSiKo’s industry experienced professionals and a tailored risk assessment , RiSiKo’s Risk Advisory Services & Strategic Advisory often play a key role in risk management process of a company.

To make your process streamline and to provide support, RiSiKo has tailored made advisory services for large to mid-size clients across business life cycle of business.

RISIKO SUPPORT DURING BUSINESS LIFE CYCLE

RiSiKo India office is based out of Financial District of India in Mumbai. RiSiKo has own office in India, Dubai & USA and company caters to clients across industries and business environments within India, Dubai and USA. RiSiKo believes that it is important that we understand the objectives of our clients and then help them create value for the company. We do this by helping clients understand the key drivers of value chain and then providing Strategic & financial customised advisory services.

From Risk to Reward, RiSiKo lends its expertise to your business, providing an edge over competition and enabling it to exceed its potential. We develop strategic interventions within the professional and managerial frameworks, to support key business activities.

RiSiKo believes in the partnership approach. Excellence in our area of expertise, extensive reach and a culture of unwavering business ethics is what defines us.At RiSiKo, we work very closely with our clients to deliver exceptional, effective and sustainable results.

For any further help & referral visit www.risikollp.com or you can get in touch with Mr. Vimlesh Chaurasia, Managing Partner (Cell- +91-9833706486, Email-vimlesh.chaurasia@risikollp.com or Mr. Hiren Doshi , Managing Partner (Cell – +91-9867169761, Email-hiren.doshi@risikollp.com )

RiSiKo is proud to host “ADAM GLOBAL REGIONAL ASIA PACIFIC MEMBERS MEETING (APAC) 2017” in New Delhi , India

Posted on Leave a comment on RiSiKo is proud to host “ADAM GLOBAL REGIONAL ASIA PACIFIC MEMBERS MEETING (APAC) 2017” in New Delhi , India

Each year, ADAM Global Regional member firms assemble in a different global metropolis for 2 days to share ideas, identify areas of collaboration and build relationships with fellow member firms. Member firms explore the regional environment in context to ever-changing client’s requirements, and how their roles would add value in setting new benchmarks for growth of the network and its member firms. It’s been witnessed that sharing of passion and ideas with fellow partners have resulted in inspiration to action.

This year RiSiKo Consulting LLP proudly along with Dr. Tahir Akhtar- Chairman of ADAM Global, Mr. Vimlesh Chaurasia- Chairman of Advisory Council and Mr. Ankit Jain- President APAC Region, ADAM Global in cooperation with AJSH & Co. and CEO Clubs Network is hosting & inviting Members firms, to ADAM Global APAC Regional Meeting Conference!

From 24th -25th of March, 2017, International Firms will join our esteemed members in Delhi, India for ADAM Global’s Regional Members Meeting. It is an excellent opportunity for members and potential members to attend and network with like-minded local and international businessmen. Members firms will also have the opportunity bring your families along to experience the serene beauty, historic landmarks, festivals, bustling souks and cultural intricacies of Delhi – one of the oldest cities in the world.

Our agenda is structured to maximize opportunities to build relationships and to promote exciting dialogue about topics. We’re working very hard to ensure the best experience for you. Checkout the link for detailed agenda :-

RISIKO ADAM GLOBAL REGIONAL APAC 2017

Methods of Business Valuation

Posted on Leave a comment on Methods of Business Valuation

Your business is probably your biggest asset and hence it’s important to understand an estimate of its value. However, the biggest problem is that company valuation is a very complex and involves several different factors. Business Valuation is a combination of science and expertise.

“Quote too low a figure, and you will undersell your company; aim too high, and you will never sell.”

For one thing, there is no one way to establish what a business is worth. That’s because business value means different things to different people. To the owner, the process of valuation is personal and emotional, and they many times have an unrealistic idea of how much their company is worth. To the buyer, the valuation process is far more objective. Both will look at “fair value” differently. Finding balance can prove to be extremely difficult.

A business valuation takes strategic and in-depth analysis to determine an accurate estimation of a company’s worth. There are numerous factors included in the process of establishing a selling price. It takes more than just a range of numbers to value a company.

Valuing a business on periodic intervals is a good practice, even if you are not planning to sell. Valuation helps you understand your business weaknesses and strengths and continue to improve its real or perceived value. It also helps to motivate the management team, if the team is compensated based on increase in business value. Regular valuation is a good discipline and can help you take the necessary steps and make the necessary adjustments to generate the maximum value in an eventual sale.

There are different ways one can estimate the value of any business. Each method is based on different financial information and presumptions, which might result in a different value.

Whichever method is used to value the company, one should always prepare a statement of income and profit/loss since most buyers request this document to estimate the cost of goods sold and operating expenses.The three most common methods used for Business Valuation are explained below:

DISCOUNTED CASH FLOW APPROACH (SUB-SET OF INCOME BASED APPROACH) 

From the buyer’s perspective, this is the most accurate way to value a company because it forces the business owner to give more attention to details like trends in sales and profits and the capitalized value of the company. This method of valuation reflects the amount of money the investor estimates to come into the business in the next few years.

The Discounted Cash Flow method is a subset of the income-based approach, and is often used in M&A transactions. This method, which is based on estimating the current value of future cash flow, is appropriate for businesses which have forecasted steady cash flow over several years.

Discounted Cash Flow method determines the business value by considering these inputs:

  • A stream of expected economic benefits, such as the net cash flows.
  • A discount rate which establishes the required rate of return on investment.
  • An expected gain from the disposition of the business at the conclusion of the ownership period, or the long-term (terminal) value.

 

 

 

 

There are three critical questions one needs to answer to capitalize future earning:

  • Value: How much is the business worth today, based on what it will earn in the future?
  • The Rate of Return: What is the investor’s expected rate of return?
  • Equity Share: How much equity will the investor get for their investment?

Pros:

  • Theoretically the most sound method if one is very confident in the projections and assumptions, because DCF values the individual cash streams (the actual source of the company’s value) directly.
  • DCF method is not heavily influenced by temporary market conditions or non-economic factors.

Cons:

  • Valuation obtained is very sensitive to modelling assumptions—particularly growth rate, profit margin, and discount rate assumptions—and thus, different DCF analyses can lead to wildly different valuations.
  • DCF requires the forecasting of future performance, which is very subjective, and most of the value of the company is usually derived from the “terminal value,” which is the set of cash flows that occurs after the detailed projection period (and is therefore usually projected in a very simple way).

This approach is best suited for solid cash-generating businesses (i.e. businesses that are not asset intensive)

ASSET-BASED APPROACH

An asset-based approach is a type of business valuation that focuses on a company’s net asset value (NAV), or the fair-market value of its total assets minus its total liabilities, to determine what it would cost to recreate the business.

The real value of assets in an asset-based approach for valuing a business may be much greater than simply adding up the recorded assets. But, depending on the nature of the business, the asset-based approach may result in a lower valuation, as it may not adequately take into consideration the intangible, going concern value of the business.

Adjusted Net Asset Method

The asset-based approach is best used when a business is nonoperating or has been generating losses, and the company’s focus is holding investments or real estate. The adjusted net asset method is commonly used for estimating the value of the business. The difference between the fair market value of the company’s total assets and the fair market value of its total liabilities determines the fair market value of the business.

Asset-based business valuations can be done on a going concern or on a liquidation basis.

  • A going concern asset-based approach lists the business’s net balance sheet value of its assets and subtracts the value of its liabilities.
  • A liquidation asset-based approach determines the net cash that would be received if all assets were sold and liabilities paid off.

 

 

Using the asset-based approach to value a sole proprietorship is more difficult. In a corporation, all assets are owned by the company and would normally be included in a sale of the business. Assets in a sole proprietorship exist in the name of the owner and separating assets from business and personal use can be difficult.

This approach is typically used where a business is not a going concern, or where a business is a going concern, but its value is tied directly to the liquidation value of its underlying tangible assets and investments.

MARKET COMPARABLE APPROACH

Market value approaches to business valuation attempt to establish the value of your business by comparing your business to similar businesses that have recently sold. The market comparable approach values your business using the average of similarly situated businesses in the same or similar industries.  The market approach offers the view of business market value that is both easy to grasp and straightforward to apply. The idea is to compare your business to similar businesses that have sold.

A market approach is a method of determining the appraisal value of an asset based on the selling price of similar items. Additionally, the market approach can be used to determine the value of a business ownership interest, security, or intangible asset.

There are two approached to market comparable method that are primarily used when valuing a business, the Guideline Transaction Method, and the Guideline Public Company Method. These methods are used to value a company based on the pricing multiples observed for similar companies that were sold or are publicly-traded.

Market multiples are revenue, EBITDA, EBIT, net profit multiple, the price-earnings ratio (PER or P/E ratio) or the Market-to-book ratio, where the multiples are always a multiple of the listed figures. With unlisted companies a comparison is made with prices paid on the stock market, however, proven to be relatively difficult.

Limitation of Market Comparable Approach

  • Market data may not be available or only be available for a limited number of goods and services and may not reflect the correct value.
  • The true economic value of goods or services may not be fully reflected in market transactions, due to market imperfections (organised/ unorganised) and/or policy failures.
  • Seasonal variations and other effects on price must be considered.
  • The market price method does not deduct the market value of other resources used to bring products to market, and thus may overstate benefits.

Pros:

  • Market efficiency ensures that trading values for comparable companies serve as a reasonably good indicator of value for the company being evaluated, if the comparable are chosen wisely. These comparable should reflect industry trends, business risk, market growth, etc.
  • Values obtained tend to be most reliable as an indicator of value of the company whenever a non-controlling (minority) investment scenario is being considered.

Cons:

  • No two companies are perfectly alike, and as such, their valuations generally should not be identical either. Thus, comparable valuation ratios are often an inexact match. Also, for some companies, finding a decent sample of comparables (or any at all!) can be very challenging. Thus, in Comparable Companies analysis are always running the risk of “comparing apples to oranges,” never being able to find a true comparable, or simply having an insufficient set of comparable valuations from which to draw.
  • Illiquid comparable stocks that are thinly traded or have a relatively small percentage of floated stock might have a price that does not reflect the fundamental value of that company.

The approach is best used when a minority (small, or non-controlling) stake in a company is being acquired or a new issuance of equity is being considered (this also does not cause a change in control). In these cases, there is no control premium, i.e., there is no value accrued by a change in control, wherein a new entity ends up owning all (or at least the majority) of the voting interests in the business, which allows the owner to control the company cleanly.