Independent Directors · For Companies
Board skills matrix for an Indian listed company: turn strategy and risk into appointment evidence
For building a board skills matrix for a listed company, a matrix earns its place only when it changes who the NRC seeks, what candidates must prove and how the Board explains its composition.
For building a board skills matrix for a listed company, most matrices become grids of universal virtues: leadership, strategy, finance and governance. In the building a board skills matrix for a listed company record, because every director scores well, the document cannot reveal a gap or resist a favoured nomination. When the company handles building a board skills matrix for a listed company, a decision-grade matrix begins with the company’s forward risks, distinguishes exposure from demonstrated judgement, and links each claimed capability to committee work, succession timing and the shareholder notice. For building a board skills matrix for a listed company, Gladwin treats the mandate, evidence, approval sequence and post-appointment controls as one governance system, with the company retaining responsibility for every statutory conclusion. The context is building a board skills matrix for a listed.
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This for companies guide answers one decision inside Gladwin’s source-backed framework for eligibility, IICA readiness, board discovery, appointment, pay, liability and responsible service.
Questions independent directors ask
Board skills matrix for an Indian listed company: turn strategy and risk into appointment evidence: 12 questions an appointing company should answer
These answers separate the legal minimum from the governance judgement required for building a board skills matrix for a listed company. In the building a board skills matrix for a listed company record, each response is.
- 1
How should our NRC assess a technology CTO for a cyber or risk mandate when it comes to building a board skills matrix for a listed company?
For building a board skills matrix for a listed company, test sector evidence before title prestige. In the building a board skills matrix for a listed company record, ask for material-incident governance, resilience testing, customer-data controls and a board-level decision on technical debt; then map that proof to which capabilities the Board genuinely needs over the next strategy.
Sector-true test - 2
How should our NRC assess a hospital CEO for a quality and ethics mandate when it comes to building a board skills matrix for a listed company?
For building a board skills matrix for a listed company, test sector evidence before title prestige. In the building a board skills matrix for a listed company record, ask for clinical-governance dashboards, sentinel-event review, patient-safety escalation and doctor-credentialing controls; then map that proof to which capabilities the Board genuinely needs over the next strategy cycle and what evidence.
Sector-true test - 3
How should our NRC assess an infrastructure COO for a project-risk board when it comes to building a board skills matrix for a listed company?
For building a board skills matrix for a listed company, test sector evidence before title prestige. In the building a board skills matrix for a listed company record, ask for land and concession diligence, contractor claims, safety leading indicators and a delayed-project recovery decision; then map that proof to which capabilities the Board genuinely needs over the next.
Sector-true test - 4
Can the company rely only on a databank profile for building a board skills matrix for a listed company?
For building a board skills matrix for a listed company, no. In the building a board skills matrix for a listed company record, a databank entry can support discovery or a statutory step, but it does not discharge company-side diligence. When the company handles building a board skills matrix for a listed company, the NRC with challenge from.
Due diligence - 5
What happens if every incumbent receiving a high score or a skill being defined only after a candidate is chosen is discovered after the recommendation?
For building a board skills matrix for a listed company, pause the decision and reopen the relevant diligence step. In the building a board skills matrix for a listed company record, the company should establish when the fact arose, whether it changes eligibility or judgement, and what disclosure is required. For building a board skills matrix for a.
Failure response - 6
Who owns the final decision on building a board skills matrix for a listed company?
For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by Board approval owns the governance recommendation, but the formal approval route can also require the Board and shareholders. In the building a board skills matrix for a listed company record, management may coordinate documents; it should not predetermine independence..
Decision rights - 7
How long should a company allow for building a board skills matrix for a listed company?
For building a board skills matrix for a listed company, allow enough time to complete the rule map, candidate evidence, conflicts review, approvals and disclosures without compressing challenge. In the building a board skills matrix for a listed company record, there is no safe universal duration because SEBI LODR Regulation 36 requires the shareholder notice for an independent.
Critical path - 8
How much evidence is enough for building a board skills matrix for a listed company?
For building a board skills matrix for a listed company, enough evidence lets a later reviewer reconstruct the decision without oral context. In the building a board skills matrix for a listed company record, for this issue, retain the rule map, candidate declarations, independent checks, reasons, dissent and approvals in the strategy-to-risk map, capability definitions, evidence rubric, director.
Evidence standard - 9
Should the NRC rely on counsel for building a board skills matrix for a listed company?
For building a board skills matrix for a listed company, use counsel for interpretation and difficult facts, but do not outsource the nomination judgement. In the building a board skills matrix for a listed company record, counsel can explain SEBI LODR Regulation 36; the NRC with challenge from committee chairs, followed by Board approval must decide whether the.
Judgement retained - 10
What should be recorded first for building a board skills matrix for a listed company?
For building a board skills matrix for a listed company, start with the mandate and the applicable rule set, not the preferred person. In the building a board skills matrix for a listed company record, state which capabilities the Board genuinely needs over the next strategy cycle and what evidence counts as proficiency, the threshold SEBI LODR Regulation.
Mandate first - 11
Which primary source should the company open before acting?
For building a board skills matrix for a listed company, begin with SEBI LODR Regulation 36, then layer the current Companies Rules, SEBI LODR, articles and sector directions that apply to the entity. In the building a board skills matrix for a listed company record, do not rely on an undated web summary. When the company handles building.
Primary source - 12
How does timing change the answer on building a board skills matrix for a listed company?
For building a board skills matrix for a listed company, timing can change the available route, approvals and disclosure sequence. In the building a board skills matrix for a listed company record, a planned appointment allows mandate design and full referencing; an urgent vacancy may require parallel work and a tighter board calendar. When the company handles building.
Timing matters
Translate the strategy horizon into board work
For building a board skills matrix for a listed company, three-year strategic choices should be converted into decisions the Board will oversee—capital, technology, regulation, talent, market entry and resilience—not broad executive competencies. For building a board skills matrix for a listed company, the practical decision is which capabilities the Board genuinely needs over the next strategy cycle and what evidence counts as proficiency. When the company handles building a board.
SEBI LODR Regulation 36 is the primary anchor for this part of building a board skills matrix for a listed company. In the building a board skills matrix for a listed company record, read it with the latest subordinate rules and the company articles rather than relying on an old checklist. When the company handles building a board skills matrix for a listed company, the operative threshold is SEBI LODR Regulation 36.
For building a board skills matrix for a listed company, the failure signal for translate the strategy horizon into board work is every incumbent receiving a high score or a skill being defined only after a candidate is chosen. In the building a board skills matrix for a listed company record, a strong chair asks what fact would reverse the recommendation, who owns the remaining verification, and whether a reasonable shareholder could.
- Confirm SEBI LODR Regulation 36 requires the shareholder notice for an independent director to state the required skills and capabilities and how the candidate meets them against the current instrument and the company articles.
- Name the accountable owner in the NRC with challenge from committee chairs, followed by Board approval before the next decision gate.
- File the evidence in the strategy-to-risk map, capability definitions, evidence rubric, director self-assessments, gap heatmap and disclosed appointment rationale, including exceptions and contrary indicators.
- Escalate every incumbent receiving a high score or a skill being defined only after a candidate is chosen instead of curing it through optimistic drafting.
Separate literacy, oversight experience and deep expertise
For building a board skills matrix for a listed company, a director who can ask informed questions is different from a committee member able to lead scrutiny during a crisis. In the building a board skills matrix for a listed company record, the matrix should show these levels rather than a binary tick. For building a board skills matrix for a listed company, the practical decision is which capabilities the.
SEBI LODR Regulation 17 is the primary anchor for this part of building a board skills matrix for a listed company. In the building a board skills matrix for a listed company record, read it with the latest subordinate rules and the company articles rather than relying on an old checklist. When the company handles building a board skills matrix for a listed company, the operative threshold is SEBI LODR Regulation 36.
For building a board skills matrix for a listed company, the failure signal for separate literacy, oversight experience and deep expertise is every incumbent receiving a high score or a skill being defined only after a candidate is chosen. In the building a board skills matrix for a listed company record, a strong chair asks what fact would reverse the recommendation, who owns the remaining verification, and whether a reasonable shareholder could.
Bind every score to observable evidence
For building a board skills matrix for a listed company, career titles, course certificates and self-description are weak proxies. In the building a board skills matrix for a listed company record, evidence should describe a consequential decision, the candidate’s personal role and the outcome or learning. For building a board skills matrix for a listed company, the practical decision is which capabilities the Board genuinely needs over the next strategy.
Companies Act 2013 Section 178 is the primary anchor for this part of building a board skills matrix for a listed company. In the building a board skills matrix for a listed company record, read it with the latest subordinate rules and the company articles rather than relying on an old checklist. When the company handles building a board skills matrix for a listed company, the operative threshold is SEBI LODR Regulation.
For building a board skills matrix for a listed company, the failure signal for bind every score to observable evidence is every incumbent receiving a high score or a skill being defined only after a candidate is chosen. In the building a board skills matrix for a listed company record, a strong chair asks what fact would reverse the recommendation, who owns the remaining verification, and whether a reasonable shareholder could reconstruct.
- Confirm SEBI LODR Regulation 36 requires the shareholder notice for an independent director to state the required skills and capabilities and how the candidate meets them against the current instrument and the company articles.
- Name the accountable owner in the NRC with challenge from committee chairs, followed by Board approval before the next decision gate.
- File the evidence in the strategy-to-risk map, capability definitions, evidence rubric, director self-assessments, gap heatmap and disclosed appointment rationale, including exceptions and contrary indicators.
- Escalate every incumbent receiving a high score or a skill being defined only after a candidate is chosen instead of curing it through optimistic drafting.
Decision test: would the NRC with challenge from committee chairs, followed by Board approval reach the same conclusion if the candidate name, promoter preference and timetable pressure were removed from the paper?
Make committee capacity visible
For building a board skills matrix for a listed company, the Board can appear balanced overall while audit, risk or NRC leadership depends on one overloaded person. In the building a board skills matrix for a listed company record, committee chair succession belongs inside the matrix. For building a board skills matrix for a listed company, the practical decision is which capabilities the Board genuinely needs over the next strategy.
Companies Act 2013 Schedule IV is the primary anchor for this part of building a board skills matrix for a listed company. In the building a board skills matrix for a listed company record, read it with the latest subordinate rules and the company articles rather than relying on an old checklist. When the company handles building a board skills matrix for a listed company, the operative threshold is SEBI LODR Regulation.
For building a board skills matrix for a listed company, the failure signal for make committee capacity visible is every incumbent receiving a high score or a skill being defined only after a candidate is chosen. In the building a board skills matrix for a listed company record, a strong chair asks what fact would reverse the recommendation, who owns the remaining verification, and whether a reasonable shareholder could reconstruct the logic.
Account for independence and availability
For building a board skills matrix for a listed company, a perfect technical fit may be unusable because of relationships, listed-board limits, time capacity or a planned cooling-off period. In the building a board skills matrix for a listed company record, the gap view must reflect deployable capability. For building a board skills matrix for a listed company, the practical decision is which capabilities the Board genuinely needs over the.
Companies Act 2013 Section 149(6) is the primary anchor for this part of building a board skills matrix for a listed company. In the building a board skills matrix for a listed company record, read it with the latest subordinate rules and the company articles rather than relying on an old checklist. When the company handles building a board skills matrix for a listed company, the operative threshold is SEBI LODR Regulation.
For building a board skills matrix for a listed company, the failure signal for account for independence and availability is every incumbent receiving a high score or a skill being defined only after a candidate is chosen. In the building a board skills matrix for a listed company record, a strong chair asks what fact would reverse the recommendation, who owns the remaining verification, and whether a reasonable shareholder could reconstruct the.
- Confirm SEBI LODR Regulation 36 requires the shareholder notice for an independent director to state the required skills and capabilities and how the candidate meets them against the current instrument and the company articles.
- Name the accountable owner in the NRC with challenge from committee chairs, followed by Board approval before the next decision gate.
- File the evidence in the strategy-to-risk map, capability definitions, evidence rubric, director self-assessments, gap heatmap and disclosed appointment rationale, including exceptions and contrary indicators.
- Escalate every incumbent receiving a high score or a skill being defined only after a candidate is chosen instead of curing it through optimistic drafting.
Use scoring without manufacturing precision
For building a board skills matrix for a listed company, weighted scales help comparison only when definitions are stable and assessors calibrate examples. In the building a board skills matrix for a listed company record, decimal totals should not conceal judgement about consequence and context. For building a board skills matrix for a listed company, the practical decision is which capabilities the Board genuinely needs over the next strategy cycle.
SEBI LODR Regulation 36 is the primary anchor for this part of building a board skills matrix for a listed company. In the building a board skills matrix for a listed company record, read it with the latest subordinate rules and the company articles rather than relying on an old checklist. When the company handles building a board skills matrix for a listed company, the operative threshold is SEBI LODR Regulation 36.
For building a board skills matrix for a listed company, the failure signal for use scoring without manufacturing precision is every incumbent receiving a high score or a skill being defined only after a candidate is chosen. In the building a board skills matrix for a listed company record, a strong chair asks what fact would reverse the recommendation, who owns the remaining verification, and whether a reasonable shareholder could reconstruct the.
Explain the gap without disclosing a weakness map
For building a board skills matrix for a listed company, shareholder communication should state the capability sought and evidence obtained while avoiding sensitive detail that creates security or succession risk. For building a board skills matrix for a listed company, the practical decision is which capabilities the Board genuinely needs over the next strategy cycle and what evidence counts as proficiency. When the company handles building a board skills matrix.
SEBI LODR Regulation 17 is the primary anchor for this part of building a board skills matrix for a listed company. In the building a board skills matrix for a listed company record, read it with the latest subordinate rules and the company articles rather than relying on an old checklist. When the company handles building a board skills matrix for a listed company, the operative threshold is SEBI LODR Regulation 36.
For building a board skills matrix for a listed company, the failure signal for explain the gap without disclosing a weakness map is every incumbent receiving a high score or a skill being defined only after a candidate is chosen. In the building a board skills matrix for a listed company record, a strong chair asks what fact would reverse the recommendation, who owns the remaining verification, and whether a reasonable shareholder.
- Confirm SEBI LODR Regulation 36 requires the shareholder notice for an independent director to state the required skills and capabilities and how the candidate meets them against the current instrument and the company articles.
- Name the accountable owner in the NRC with challenge from committee chairs, followed by Board approval before the next decision gate.
- File the evidence in the strategy-to-risk map, capability definitions, evidence rubric, director self-assessments, gap heatmap and disclosed appointment rationale, including exceptions and contrary indicators.
- Escalate every incumbent receiving a high score or a skill being defined only after a candidate is chosen instead of curing it through optimistic drafting.
Decision test: would the NRC with challenge from committee chairs, followed by Board approval reach the same conclusion if the candidate name, promoter preference and timetable pressure were removed from the paper?
Refresh the matrix when the risk system changes
For building a board skills matrix for a listed company, acquisitions, listing plans, regulator findings, new technology and committee-chair exits should trigger a matrix review rather than waiting for the annual governance calendar. For building a board skills matrix for a listed company, the practical decision is which capabilities the Board genuinely needs over the next strategy cycle and what evidence counts as proficiency. When the company handles building a.
Companies Act 2013 Section 178 is the primary anchor for this part of building a board skills matrix for a listed company. In the building a board skills matrix for a listed company record, read it with the latest subordinate rules and the company articles rather than relying on an old checklist. When the company handles building a board skills matrix for a listed company, the operative threshold is SEBI LODR Regulation.
For building a board skills matrix for a listed company, the failure signal for refresh the matrix when the risk system changes is every incumbent receiving a high score or a skill being defined only after a candidate is chosen. In the building a board skills matrix for a listed company record, a strong chair asks what fact would reverse the recommendation, who owns the remaining verification, and whether a reasonable shareholder.
Practical sequence
Steps to become board-consideration ready
Freeze the mandate before names
Write the business, committee and independence need for building a board skills matrix for a listed company. In the building a board skills matrix for a listed company record, approve the criteria, exclusions, evidence standard and decision owners before any preferred candidate is discussed, so the process can expose rather than rationalise trade-offs.
Map every applicable instrument
In the building a board skills matrix for a listed company record, start with SEBI LODR Regulation 36, then add the Companies Rules, SEBI LODR, articles and sector directions. When the company handles building a board skills matrix for a listed company, mark each requirement as mandatory, conditional or voluntary and name the person verifying it.
Build the evidence dossier
When the company handles building a board skills matrix for a listed company, collect declarations, relationship data, capacity, references and sector proof into the strategy-to-risk map, capability definitions, evidence rubric, director self-assessments, gap heatmap and disclosed appointment rationale. Before the company commits to building a board skills matrix for a listed company, separate candidate assertions from independently checked evidence and keep an open-issues log with.
Run a red-team committee review
Before the company commits to building a board skills matrix for a listed company, ask what would invalidate the recommendation, whether every incumbent receiving a high score or a skill being defined only after a candidate is chosen is present, and what a sceptical shareholder would challenge. Within the governance of building a board skills matrix for a listed company, resolve or disclose each issue.
Sequence approvals and disclosures
Within the governance of building a board skills matrix for a listed company, calendar the NRC with challenge from committee chairs, followed by Board approval, board, shareholder and filing steps against SEBI LODR Regulation 36 requires the shareholder notice for an independent director to state the required skills and capabilities and how the candidate meets them. For building a board skills matrix for a listed.
Induct against the original thesis
For building a board skills matrix for a listed company, after appointment, give the director the mandate, unresolved risks, committee calendar and evidence behind which capabilities the Board genuinely needs over the next strategy cycle and what evidence counts as proficiency. In the building a board skills matrix for a listed company record, review whether a composition thesis that guides search, succession, committee allocation and.
How it plays out
A listed consumer company discovers that its green matrix hides a cyber gap: a realistic decision on building a board skills matrix for a listed company
For building a board skills matrix for a listed company, the Board reports strong technology capability because two directors ran large businesses with IT departments. In the building a board skills matrix for a listed company record, after a ransomware event, the risk committee cannot challenge recovery architecture, third-party concentration or customer-data exposure. When the company handles building a board skills matrix for a listed company, the NRC must rebuild the matrix without humiliating incumbents or overcorrecting toward a narrow specialist. Before the company commits to building a board skills matrix for a listed company, the NRC with challenge from.
When the company handles building a board skills matrix for a listed company, the revised paper cites SEBI LODR Regulation 36, SEBI LODR Regulation 17, Companies Act 2013 Section 178, Companies Act 2013 Schedule IV, Companies Act 2013 Section 149(6), explains which capabilities the Board genuinely needs over the next strategy cycle and what evidence counts as proficiency, and states why the evidence supports a composition thesis that guides search, succession, committee allocation and credible shareholder explanation. Before the company commits to building a board skills matrix for a listed company, where every incumbent receiving a high score or a.
Regulatory basis
SEBI LODR Regulation 36
Requires specified information about a proposed director in the notice to shareholders, including the skills and capabilities required for an independent director.
SEBI LODR Regulation 17
Sets listed-entity board composition, meeting, governance and vacancy requirements, read with the latest consolidated amendments.
Companies Act 2013 Section 178
Defines the Nomination and Remuneration Committee and Stakeholders Relationship Committee mandates, composition and evaluation responsibilities.
Companies Act 2013 Schedule IV
Sets the Code for Independent Directors, including guidelines for professional conduct, role, functions and evaluation.
Companies Act 2013 Section 149(6)
Sets the core independence criteria, including relationships and pecuniary interests that can compromise independent judgment.
Last reviewed 2026-07-20. General information only, not legal advice.
Why Gladwin
Turn building a board skills matrix for a listed company into a defensible board decision
Gladwin works with chairs, NRCs, promoters and company secretaries on the search and decision architecture behind building a board skills matrix for a listed company. The objective is a mandate that attracts credible people, a diligence record that tests independence rather than assumes it, and an appointment case that connects sector evidence with the Board’s actual risk agenda.
India ID Exchange, Gladwin's marketplace for certified independent directors, supports discovery, while specialist readiness and IPO practices address adjacent needs. Registration or search does not transfer the appointing company’s statutory responsibility. Gladwin’s role is to make the decision process sharper, more evidence-led and easier to defend.
- Mandate and skills-matrix design before candidate outreach
- Evidence-led longlisting, referencing and conflict surfacing
- Committee-ready decision papers and approval sequencing
- Cross-practice routes for board readiness and IPO governance
The Gladwin Independent Directors network is a confidential marketplace, not a placement service. Registering creates a profile that companies may discover; it does not guarantee any board seat, shortlisting, interview or introduction. Whether an opportunity follows is decided solely by the companies searching.
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These adjacent resources answer a different intent from this guide. They extend the governance journey without creating a competing Independent Directors page.
Independent-director FAQs
Practical answers for senior leaders evaluating eligibility, readiness and the path into credible board consideration.
For building a board skills matrix for a listed company, the answer is no when a statutory disqualification, failed independence test or uncured conflict makes the proposed route unavailable. For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by Board approval should test the fact against SEBI LODR Regulation 36 requires the shareholder notice for an independent director to state the.
For building a board skills matrix for a listed company, before approval, the committee can pause, re-diligence or redesign the recommendation without unwinding a public decision. In the building a board skills matrix for a listed company record, after approval, the company must examine corrective approvals, disclosures and potential vacancy consequences. For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by.
For building a board skills matrix for a listed company, use the pre-approved mandate and skills matrix as the control. In the building a board skills matrix for a listed company record, a promoter may propose a candidate, but the NRC must test that person on the same evidence and independence criteria used for the wider slate. For building a board skills matrix for a listed company, the NRC with.
For building a board skills matrix for a listed company, retain the mandate, skills matrix, longlist logic, declarations, conflict checks, reference notes, legal interpretation, committee and Board papers, minutes, shareholder material and filed forms. For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by Board approval should test the fact against SEBI LODR Regulation 36 requires the shareholder notice for an.
For building a board skills matrix for a listed company, not necessarily. In the building a board skills matrix for a listed company record, RBI fit-and-proper or layer-specific governance directions, and IRDAI’s 2024 insurer governance framework, can add suitability, committee, disclosure or composition requirements beyond the Companies Act and SEBI baseline. For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by.
For building a board skills matrix for a listed company, it is commonly believed that a well-known candidate, a databank entry or a legal declaration shifts responsibility away from the company. In the building a board skills matrix for a listed company record, it does not. For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by Board approval should test the.
For building a board skills matrix for a listed company, no. In the building a board skills matrix for a listed company record, unanimity can evidence agreement; it cannot replace a missing mandate, inadequate diligence or an incorrect legal route. For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by Board approval should test the fact against SEBI LODR Regulation 36.
For building a board skills matrix for a listed company, treat rejection as a governance event, not a communications inconvenience. In the building a board skills matrix for a listed company record, the company should analyse the stated objections, continuing composition compliance, vacancy implications and whether a different candidate or a better-evidenced case is required. For building a board skills matrix for a listed company, the NRC with challenge from.
For building a board skills matrix for a listed company, no. In the building a board skills matrix for a listed company record, a search firm can source, reference and surface risks, but legal independence is assessed against facts and applicable instruments by the company and its advisers. For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by Board approval should.
For building a board skills matrix for a listed company, record the dissenting member’s concern, evidence requested, response received and effect on the recommendation. For building a board skills matrix for a listed company, avoid minutes that reduce a substantive objection to a generic “discussion followed.” For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by Board approval should test the.
For building a board skills matrix for a listed company, no. In the building a board skills matrix for a listed company record, D&O insurance transfers specified financial risk subject to terms, exclusions and limits; it does not legalise a defective appointment or replace director and company diligence. For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by Board approval should.
For building a board skills matrix for a listed company, re-check on the annual independence declaration, any change in relationships or role, committee reassignment, material transaction involving the director, and before reappointment. For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by Board approval should test the fact against SEBI LODR Regulation 36 requires the shareholder notice for an independent director.
For building a board skills matrix for a listed company, no. In the building a board skills matrix for a listed company record, core consent, eligibility, independence and conflict evidence must support the decision before the appointment becomes effective. For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by Board approval should test the fact against SEBI LODR Regulation 36 requires.
For building a board skills matrix for a listed company, a private company can borrow the listed-company disciplines of a written mandate, independent NRC-style challenge, skills evidence, structured references and transparent minutes even when every rule is not mandatory. For building a board skills matrix for a listed company, the NRC with challenge from committee chairs, followed by Board approval should test the fact against SEBI LODR Regulation 36 requires.