Modi's Navnirman Board of Directors
Get the latest insights into the leadership at Modi's Navnirman. Learn about the experienced professionals guiding the company's strategy and governance.
| Name | Position |
|---|---|
| Nishi Modi | Company Secretary & Compliance Office |
| Dinesh Modi | Chairman & Managing Director |
| Mahek Modi | Whole Time Director & Chief Financial Officer |
| Rashmi Modi | Whole Time Director |
| Payal Sheth | Non Executive Director |
| Hiren Rupani | Non Executive Independent Director |
| Vinit Mehta | Non Executive Independent Director |
| Chintan Shah | Non Executive Independent Director |
| Anil Kapasi | Non Executive Independent Director |
Modi's Navnirman FAQs
The board at Modi's Navnirman consists of experienced professionals, including Nishi Modi, Dinesh Modi, and others, overseeing the company’s strategic and corporate governance.
Directors at Modi's Navnirman are typically nominated by the Nomination and Remuneration Committee and approved by shareholders, adhering to regulatory and governance standards. While this is the standard procedure, the exact process may differ depending on the company’s internal policies and governance framework.
As of the latest update, Nishi Modi is the current chairman at Modi's Navnirman.
Executive directors at Modi's Navnirman are involved in day-to-day operations, while non-executive directors, including independents, provide oversight and strategic input. While this distinction is generally followed, the specific responsibilities of executive and non-executive directors may vary based on the company’s organisational structure and governance practices.
Yes, Modi's Navnirman adheres to all applicable SEBI and Companies Act provisions related to board structure, diversity, and independence.
At Modi's Navnirman, board members usually serve fixed terms as outlined in the company’s charter or governance policy, commonly ranging between three to five years, with the possibility of renewal based on performance, shareholder approval, and regulatory norms.
