Page 77 - Index

Mission-Critical Decisions, Made with Confidence.
None of the Directors are related to any other Director on the
Board. Names of Crisil Board members and other details of
their directorship profile are presented in Table 1.1.
Criteria for Board membership
The Board has adopted a Nomination and Remuneration
Policy to ensure that the Board composition is well-balanced
in terms of requisite skillsets, so that the Company benefits
from new insights, guidance and challenges to business
proposals. The policy outlines the appointment criteria and
qualifications of the Directors on the Board and matters
related to Directors. Besides this, other considerations for
the Board’s composition are:
• Presence of at least one woman Independent Director
• Presence of at least one resident Director
• Independent Directors are expected not to serve on the
Boards of competing companies
• Maximum number of Director positions to be held: Not
more than 20 companies, of which not more than 10
shall be public companies and not more than 7 shall be
listed companies
Profiles of Directors
The profiles of Directors available at https://www.crisil.com/
content/crisilcom/en/home/our-organisation/leadership.
html give an insight into the education, expertise, skills and
experience of Crisil Board members, thus bringing diversity
to the Board’s deliberations.
Annual Report 2024
75
Statutory Reports
Matrix setting out the core skills/expertise/competence of the Board of Directors
The Board has identified the core skills/expertise/competencies of the Directors in the context of the Company’s business
for effective functioning, as follows:
Skills Icon Particulars
Strategic orientation Ability to think expansively, evaluate alternatives and make choices
Commercial orientation Understanding of the business model and how the business makes money
Customer orientation Creating compelling value propositions for customers as the differentiating attribute
People orientation Track record and understanding of what motivates and inspires people to deliver superior
performance
Technology and business
transformation
Knowledge and understanding of how technology can be leveraged to produce competitively
superior results and stay ahead
Experience in merger
and acquisition Ability to identify, value and coalesce acquisitions and mergers
Global business
experience
Experience of overseeing and managing businesses across multiple countries and
environments
Knowledge of financial
markets
Understanding of Indian and global trends and challenges across the banking and securities
markets, other credit rating agencies, asset management and advisory firms
Governance and
regulation
Experience of corporate governance; and understanding of the regulatory environment across
banking and securities laws, data protection and privacy, and cyber security for India and
countries where business is transacted
Stakeholder
management
Experience of dealing with government officials, regulators, customers, Boards, partners and
suppliers, employees, and broader community for corporate social responsibility agenda
The manner in which the current Board of Directors fulfils these skills, expertise and competencies has been outlined in
Table 1.1.