1.10 Director's Duties of Skill, Care and Diligence

The competence duty: the historical low bar (the "moron's" toleration — the old subjective indulgence: the director need only bring the skill he actually has) to the modern objectivestandard (the reasonably-diligent director's measure — the knowledge-skill-and-experience's blend; the Companies Act's-and-the-comparative law's objective faces); the non-executive's calibrated reliance (the delegation's-and-information's rights — the right to trust the officers' reports unless the red flags demand more); the oversight duty's modern growth (the Caremark- type liability's lore — the board's failure to monitor: the systems' duty); and the breach's consequences (the negligence's compensation; the D&O insurance's interface). The Nepali face: the Act's diligence provisions (the standard's codified level) + the SOE-and-listed practice's scrutiny cases (the Nepal Airlines' procurement era's lessons — the oversight's political faces).