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Paper ID:IJSREM65749

MANDATORY WOMEN DIRECTORS IN CORPORATE GOVERNANCE

Stream/Area:

-

Subject:

-

Paper ID:

IJSREM65749

Volume:

10 |

7 |

Jul 2026

Pages:

1-18

Publication Frequency:

Monthly (12 issues per year)

DOI
Digital Object Identifier
10.55041/IJSREM65749

License:International Journal of Scientific Research in Engineering and Management follows the Creative Commons Attribution 4.0 (CC BY 4.0) License, allowing free use and distribution with proper attribution.

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Authors

Sajid Ahamed R

Sajid Ahamed R

Amity Law School

Amity University Bengaluru

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Hithaishree D.N

Hithaishree D.N

Amity Law School

Amity University Bengaluru

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Vaishnavi .P

Vaishnavi .P

Amity Law School

Amity University Bengaluru

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Pruthvi Raj M

Pruthvi Raj M

Amity Law School

Amity University Bengaluru

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TK Raghava

TK Raghava

Amity Law School

Amity University Bengaluru

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Abstract

The board of directors sits at the apex of corporate governance, yet boardrooms have historically been an almost exclusively male preserve. Beginning with Norway in 2003, jurisdictions across the world have responded by legislating gender on to the board—either through hard quotas or softer comply-or-explain disclosure regimes. India joined this movement through the second proviso to Section 149(1) of the Companies Act 2013, read with Rule 3 of the Companies (Appointment and Qualification of Directors) Rules 2014, and through Regulation 17(1) of the SEBI (Listing Obligations and Disclosure Requirements) Regulations 2015, later strengthened on the recommendation of the Uday Kotak Committee to require an independent woman director in the largest listed entities. This dissertation undertakes a doctrinal, analytical and comparative study of these mandates. It locates the Indian requirement within its constitutional foundations (Articles 14, 15 and 39), maps the statutory and regulatory architecture, and tests it against the comparative experience of Norway, the European Union’s Women on Boards Directive 2022, the United Kingdom’s comply-or-explain model, and the constitutionally contested American experiments in California and on the Nasdaq. The central argument is that while the Indian mandate has produced a fourfold rise in women’s board representation—from roughly five per cent in 2013 to about twenty-one per cent in 2025—the design of the rule, a single woman director with no critical-mass or independence floor for most companies, has invited widespread tokenism, including the appointment of promoter relatives and the recycling of a small pool of women across many boards. Drawing on critical-mass theory and the empirical literature on board gender diversity, the study concludes that numerical compliance has outpaced substantive inclusion, and recommends a graduated quota, tighter independence and disclosure norms, restrictions on promoter-relative counting, and stronger, more proportionate enforcement.

KEYWORDS

women directors; board gender diversity; corporate governance; Companies Act 2013; SEBI LODR; tokenism; gender quota; critical mass.

Cite This Article

Sajid Ahamed R, Hithaishree D.N, Vaishnavi .P, Pruthvi Raj M, TK Raghava, "MANDATORY WOMEN DIRECTORS IN CORPORATE GOVERNANCE," International Journal of Scientific Research in Engineering and Management, vol. 10, no. 7, pp. 1-18, Jul 2026. https://doi.org/10.55041/IJSREM65749

Full Article/Conclusion

The mandatory appointment of women directors is among the most significant corporate-governance reforms of the Companies Act 2013. It gave statutory form to a constitutional promise of equal participation, and it worked the change it was most directly designed to achieve: women are now present in Indian boardrooms in numbers that would have been unimaginable a decade ago. To that extent the reform deserves the description ‘watershed’. But this study’s central finding is that numerical compliance has outpaced substantive inclusion. By pitching the mandate at a single director, by tolerating promoter-relative appointments, by confining the independence requirement to the largest companies, and by enforcing through fines too modest to deter, the law secured the form of board gender diversity while forfeiting much of its substance. Critical-mass theory and the empirical record agree that it is proportion, independence and active engagement—not the bare presence of one woman—that make diversity matter. The comparative experience of Norway and the European Union shows that more ambitious thresholds, backed by sanctions that bite, can move boardrooms decisively beyond tokenism; and India’s own Article 15(3) gives it the constitutional freedom to be that ambitious, a freedom the United States conspicuously lacks. The task for the next phase of reform, therefore, is not to retreat from the mandate but to mature it: from one woman to a critical mass, from related to independent, from token to voice, and from symbolic compliance to genuine accountability. Only then will the seat in the boardroom become a seat at the table.

References

Companies Act 2013 (India). Companies Act 1956 (India). Companies (Appointment and Qualification of Directors) Rules 2014 (India). Constitution of India 1950. Securities and Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations 2015. Directive (EU) 2022/2381 of the European Parliament and of the Council of 23 November 2022 on improving the gender balance among directors of listed companies [2022] OJ L315/44. Allmennaksjeloven (Public Limited Liability Companies Act) 2003 (Norway). Loi n° 2011-103 du 27 janvier 2011 relative à la représentation équilibrée des femmes et des hommes (Copé–Zimmermann Law) (France). Legge 12 luglio 2011, n. 120 (Golfo–Mosca Law) (Italy). Gesetz für die gleichberechtigte Teilhabe von Frauen und Männern an Führungspositionen (FüPoG 2015; FüPoG II 2021) (Germany). California Senate Bill 826 (2018), California Corporations Code § 301.3; Assembly Bill 979 (2020). Financial Conduct Authority, Listing Rules (LR 9.8.6R) (United Kingdom).

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Publication Date

7/2/2026

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Double-Blind Peer Review

Review Rounds: 2

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