India ID Exchange · Board Seats

Risk Committee Chair Roles in Healthcare and Pharma Industry in India

The national healthcare risk-chair hub—live RMC roles, patient and quality risk tests, incumbent evidence, city mix and pay bands.

Across India, healthcare resilience depends on sites, suppliers, clinical evidence, data and accountable expert functions. The chair must examine transmission paths without flattening different businesses into one heat map.

Seats on this page: 6
Open now: 2
Forecast to open: 38
Boards read daily: 3,790

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Company identity, per-firm fees, deadline and the full brief remain Foresight-only.

The seats

What is live now, what the filings suggest is approaching, and what changed on tracked boards.

Open risk committee chair seats—healthcare and pharma across India

The national route uses the verified RMC key and all mandate locations. It publishes no named-company forecast and no proxy when data is missing.

Open now

(2)

Appointment expected within 30 days.

Hospitals — Independent Director, Clinical Capacity and Capital Accountability
Urgent — Priority appointment
Independent Director · Women's, Children's & Family Hospital Services · Jaipur · Initial term subject to applicable law, appointment process and shareholder approval where required
RiskClinical Quality & EthicsInvestment
View seat & apply
Direct Gladwin mandate · 26–32 days annually
Healthcare Technology — Independent Director, Medication Safety and Clinical Pharmacy Systems
Urgent — Priority appointment
Independent Director · Medication Safety, Clinical Pharmacy Systems & Health Informatics · Hyderabad · Initial term subject to applicable law, appointment process and shareholder approval where required
AuditRiskClinical Technology
View seat & apply
Direct Gladwin mandate · Approximately 24–30 days annually

Next 90 days

(3)

Appointment expected in 31–90 days.

Independent Director — Institutional Medicines Supply and Distribution | Finance Function, Inventory Integrity and Credit Governance
Medium Term — seat in ~3 months
Independent Director · Pharmaceutical Distribution & Institutional Medicine Supply · Kolkata · Initial term subject to applicable law, appointment process and shareholder approval where required
Audit (Chair)Finance & Risk
View seat & apply
Direct Gladwin mandate · 24–30 days annually, including warehouse and distribution reviews
Non-Executive Director — Biomedical Waste Treatment and Healthcare Environmental Services Company | Chain of Custody, Infection Risk and Environmental Compliance
Medium Term — seat in ~3 months
Non-Executive Director · Biomedical-Waste Collection, Treatment & Healthcare Environmental Services · Kochi · Subject to the company's Articles, shareholder process, applicable permissions and Board approval
AuditRiskSafety, Environment & Operations
View seat & apply
Direct Gladwin mandate · 22–28 days annually, including collection-route, treatment-facility and downstream-destination visits
Independent Director — PE-Backed Occupational Health and Workforce Medical Services | Clinical Independence, Employer Contracts and Integration
Medium Term — seat in ~3 months
Independent Director · Occupational Health, Workforce Medical Services & Employer Wellness · Hyderabad · Three years, subject to shareholder approval and annual independence review
AuditRiskClinical Quality & Ethics
View seat & apply
Direct Gladwin mandate · Approximately 24–30 days annually, including clinical and workplace-service visits

On the horizon

(1)

Appointment expected in 91–180 days.

Board Advisor — PE-Backed Women’s Health Platform
Long Term — seat in ~6 months
Board Advisor · Healthcare & Life Sciences · Bengaluru · Initial 24 months, renewable by mutual agreement
Clinical QualityRiskInvestment
View seat & apply
Direct Gladwin mandate · 22–28 days a year, including clinical-quality reviews, acquisition assessments and operating visits

How applying works

01
Open the seat
The full brief, committee load and term sit on the seat's own page.
02
Apply
One click from the seat page. No cover letter, no chasing an intermediary.
03
Create your profile
Register if you are new, then add your CV and directorship details once.
04
Applied — and matched
Your profile stays live, so the next matching seat reaches you first.

Other committees in India (2)

Open seats on the same sector’s boards in India, on committees other than the risk committee chair.

Independent Director — IPO-Stage Companion Animal Care Network | Clinical Quality, Ethical Growth and Network Integration
Medium Term — seat in ~3 months
Independent Director · Companion-Animal Hospitals, Clinics & Care Services · Bengaluru · Initial term subject to applicable law, appointment process and shareholder approval where required
AuditClinical Quality & Ethics
View seat & apply
Direct Gladwin mandate · Approximately 28–34 days annually through IPO readiness and the first listed reporting cycle
Independent Director — Veterinary Biologics | PE-Backed Quality & Global Expansion
Medium Term — seat in ~3 months
Independent Director · Healthcare · Hyderabad
View seat & apply
Direct Gladwin mandate

What is hidden on the 8 seats above

· The company behind each mandate, where it has authorised disclosure
· Sitting fees, committee fees and annual retainer — always members-only
· The application deadline and the full mandate brief
· Direct application, without waiting for a seat to open to free members

Risk Committee Chair Roles in Healthcare and Pharma Industry in India is a narrow, high-competition shape. Foresight members apply the day a seat is posted, up to ten a day; free members wait for the deadline window and a cap of one application a week. On a shortlist of five, that timing is the contest.

Unlock with Foresight

Seats forecast to reach a term boundary

The latest filings record 168 sitting chairs in this cohort. The counts below are term-boundary signals, not announced vacancies; reappointments and early exits can move the date.

First term completing

Four to five years served; the board can renew or reopen the skills question.

Second term completing

Nine to ten years served; a further consecutive term is unavailable.

Past ten years

A succession signal that requires examination, not a claim about any named director.

Board movements in the latest filing period

Exchange filings for Jun 2026 recorded 62 appointments and 54 departures in this page’s measured market. These are filed movements, not inferred vacancies.

Movement	Board	Director	Filed category
Appointed	Cipla Limited	Achin Gupta	Executive Director
Departed	Cipla Limited	Umang Vohra	Executive Director
Appointed	Sun Pharmaceutical Industries Limited	Satyavati Berera	Non-Executive - Independent Director
Appointed	Sun Pharmaceutical Industries Limited	Andreas Busch	Non-Executive - Independent Director
Appointed	Abbott India Limited	Neeraj Jain	Non-Executive - Independent Director
Appointed	Abbott India Limited	James Wenner	Non-Executive - Non Independent Director
Appointed	GlaxoSmithkline Pharmaceticuals Limited	Ronojit Biswas	Executive Director
Appointed	SANOFI INDIA LIMITED	Siraj Chaudhry	Non-Executive - Independent Director
Appointed	SANOFI INDIA LIMITED	Rajani Kesari	Non-Executive - Independent Director
Appointed	NEULAND LABORATORIES LIMITED	Mauricio Futran	Non-Executive - Non Independent Director

Monitor movements with Foresight

The market

The incumbent pool, term pattern, concentration, committee resilience, representation and disclosed pay.

Who holds this seat today

This is the direct national healthcare RMC cohort, suitable for aggregate tenure, capacity, committee-floor and representation analysis.

168

Sitting chairs

Median listed boards

18%

Holding 3+ boards

4.4 : 1

Incumbents / boundary

Tenure profile

Under 2 years38 · 22.6%

2 to 5 years61 · 36.3%

5 to 8 years50 · 29.8%

8 to 10 years2 · 1.2%

Over 10 years17 · 10.1%

Appointments in 12 months

Filed arrivals only; cessation data is not populated well enough to publish reasons for departure.

8.9%

Observed arrival rate

This is not converted into an implied tenure; that inference conflicts with the measured histogram.

66.7%

Newcomers on one board

Capacity, not an already-large portfolio, is visible in the newly appointed cohort.

Where the live seats are

National pages act as hubs. This distribution uses the location recorded on each live Exchange seat, rather than assuming that every mandate sits in a metro.

Hyderabad2 · 33.3%

Jaipur1 · 16.7%

Kolkata1 · 16.7%

Kochi1 · 16.7%

Bengaluru1 · 16.7%

Committee floor and representation

33.3%

At the three-member floor

Below three members in the filing

20%

Women among recorded chairs, versus 25.1% of members

What the seat pays

Public bands answer the market question without exposing the company-specific figure. The rows below are computed from 234 annual-report records; each denominator is shown.

Benchmark	P25	Median	P75	P90
Board meeting n=50	₹25,000	₹50,000	₹1 lakh	₹1 lakh
Committee meeting n=43	₹25,000	₹50,000	₹1 lakh	₹1 lakh
Annual per ID n=58	₹1.5 lakh	₹4 lakh	₹12.8 lakh	₹30 lakh
Highest-paid ID n=58	₹2 lakh	₹5.2 lakh	₹18 lakh	₹30 lakh

Ranges across companies, not offers. Per-company fees remain gated on each seat’s own detail page.

Open the ID salary benchmark

The seat itself

The work behind the title, the sector-specific judgement it requires, and the evidence a nomination committee will test.

What the role actually owns

Appetite

Risk appetite

Turn the board's strategy into explicit tolerances, triggers and escalation rights that management can actually operate.

Resilience

Stress and scenario testing

Choose severe but plausible scenarios, test management action and expose where liquidity, operations or trust fail first.

Foresight

Emerging-risk radar

Bring cyber, third-party, model, regulatory and concentration risks onto one decision agenda before they become incident reports.

Response

Crisis governance

Pre-agree who decides, what reaches the board and how facts are verified when minutes matter more than presentation polish.

Why healthcare risk begins with patient consequence

Quality, clinical, supply, pharmacovigilance, data and market-access risks converge on patients before they converge on a financial dashboard. The chair must make weak signals visible without turning technical experts into presenters of false certainty.

Quality

Quality risk is systemic

A deviation can expose supplier, batch, site, data-integrity and culture failures together.

Continuity

Supply resilience has clinical impact

Single-source ingredients, cold chain and specialist capacity can turn an operating disruption into interrupted care.

Signals

Evidence changes over time

Trial, safety and real-world signals require escalation rules that tolerate uncertainty while protecting patients.

Do you qualify for this seat?

The board needs a chair who can ask decision-grade questions of scientists, clinicians, quality leaders and operators without diluting their accountability.

01 · Purpose
Patient-first risk judgement
Frame appetite and escalation around safety and continuity before financial recovery.
02 · Quality
Quality-system literacy
Understand deviation, investigation, CAPA, change control and data-integrity evidence.
03 · Clinical
Clinical and safety governance
Challenge signal detection, protocol deviation and decision authority under uncertainty.
04 · Supply
Supply-chain resilience
Test concentration, cold chain, alternate qualification and stock strategy for critical products.
05 · Trust
Regulatory communication
Show transparent escalation with CDSCO or global regulators while facts are still developing.
06 · Capacity
Crisis capacity
Be available for recall, safety, cyber or facility events between planned meetings.

Doing the job

The dated obligations, the first hundred days, and a practical checklist for the work behind the appointment.

The regulatory year

Healthcare risk oversight replaces the RBI row with product-quality, clinical, safety and data obligations under the applicable Indian framework.

First board meeting of the year

Companies Act s.149(7)

Record each independent director's declaration and test conflicts against the current group structure, not last year's chart.

At least once each financial year

Applicable LODR committee regulation

Meet the statutory minimum, but schedule decisions when the evidence is available; an annual formality is not active oversight.

Annual independent-director meeting

LODR Reg. 25(3)

Use the session without management to surface information gaps and agree what must return to the full board.

Before the annual evaluation

LODR Schedule II

Set evaluation criteria before scoring begins and preserve the evidence behind difficult conclusions.

By 30 September

MCA DIR-3 KYC

Confirm every DIN remains active. Administrative lapse can disable a director at the point a committee most needs continuity.

At annual product-quality and enterprise-risk review

Drugs and Cosmetics / CDSCO quality framework

Connect recurring deviations, supplier risk, data integrity and CAPA effectiveness to appetite and investment.

On a material safety, quality or trial signal

NDCTR and pharmacovigilance obligations

Verify patient protection, accountable decision rights, regulator communication, evidence preservation and independent closure.

Provision summaries are orientation, not legal advice. Verify the current Act, Listing Regulations and sector direction before relying on an item.

Your first hundred days

The opening agenda should establish which weak signals reach the board, who may stop activity and how recovery is independently proven.

Days 1–15
Map patient-critical processes
Identify sites, products, trials, data and suppliers whose failure creates immediate patient consequence.
Days 15–30
Read repeat deviations
Look past closure counts to recurring root causes, overdue CAPA and management overrides.
Days 30–45
Test stop authority
Confirm who can halt release, manufacturing, enrolment or promotion and how escalation bypasses commercial pressure.
Days 45–60
Stress the supply chain
Model loss of a critical input, site, cold-chain lane or specialist service with realistic qualification time.
Days 60–80
Run a safety escalation
Trace a changing signal from detection through medical judgement, regulator contact and board decision.
Days 80–100
Reset risk indicators
Lead with recurrence, ageing, patient exposure, control reliability and recovery evidence—not activity volume.

Questions directors actually ask

Must a healthcare risk chair be a clinician?

No. Clinical experience can help, but the chair must govern expert evidence, patient consequence, escalation and resilience across the enterprise.

How is quality risk different from compliance?

Compliance asks whether requirements are met. Quality risk asks how process, data, culture and supplier weaknesses can harm a patient or invalidate evidence.

What replaces the RBI regulatory row?

CDSCO, drugs-and-cosmetics, clinical-trial and pharmacovigilance duties create the relevant sector layer.

Does supply risk belong at board level?

It does when concentration, qualification time or cold-chain failure can interrupt critical products or materially affect patients and the business.

Are forecast counts guaranteed openings?

No. They are aggregate term-boundary signals, labelled as forecasts and never attributed to a named board.

How should an India-wide healthcare risk chair compare businesses?

Begin with patient consequence, regulated activity and critical dependencies. A hospital network, manufacturer and diagnostics platform require different scenarios and indicators.

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Before you apply

What this committee is accountable for, what the seat pays, and how much capacity it will take.