우리나라는 2016년 8월 1일부터 은행법, 자본시장법, 보험업법 등 개별 금융법에 따라 실시되던 각종 금융회사의 지배구조에 관한 규제를 ‘금융사지배구조법’에서 통합 운영하고 있다. 이 글은 금융사지배구조법의 시행 3년에 즈음하여 그 성과를 평가하고 개선방안을 제시한 것이다. 공정하고 투명성이 더욱 중시되는 경영환경을 고려하면 금융사지배구조법은 아래와 같은 방향으로 개선할 필요가 있다. 첫째, 대주주의 변경승인이나 주기적 자격심사제도는 금융사지배구조법에서 규제하기 보다는 개별 금융업법에서 규제하는 것이 타당하다. 같은 내용을 진입단계에서는 개별 금융업법에서 인·허가 등으로 규제하고, 유지단계에서는 금융사지배구조법에서 대주주의 변경승인 등으로 따로 규제하는 것이 혼란스럽기 때문이다. 둘째, 금융회사의 이사회는 사외이사 위주로 구성하되, 과중한 업무부담을 줄이기 위해서는 1명의 사외이사는 3개 이상의 위원회 소속을 금지하는 것이 바람직하다. 이를 위해서는 법정 사외이사의 숫자를 3명에서 5명으로 늘릴 필요가 있다. 견제와 균형을 위해서는 이사회 의장과 최고경영자(CEO)는 분리할 필요가 있다. 이사회 구성원인 대표이사가 최고경영자를 겸직하는 경우에는 이사회의 기능이 유명무실해질 우려가 있기 때문이다. 사외이사회의를 실제 운영하려면 사외이사회의의 권한을 법률에서 분명하게 규정하여야 한다. 셋째, 감사위원의 독립성을 확보하려면 후보추천위원회 위원 전원을 사외이사로 구성할 필요가 있다. 지금처럼 감사위원 중 1명이 아니라 감사위원 전부를 주주총회에서 분리 선출할 필요가 있다. 감사위원의 자기감사를 방지하고 감사업무에 집중하려면, 경영과 감독을 분리하는 이원적 이사회나 집행임원 제도의 실시가 필요하다. 넷째, 효과적인 감독을 위해서는 다양한 재제수단과 충분한 재정 및 인력지원이 필요하다. 감독당국은 관치금융의 강화로 오해받지 않도록 금융회사와 국민경제를 위해 감독이 이루어지고 있다고 느낄 수 있도록 하여야 한다.

Since August 1, 2016, Korea has integrated and regulated the governance regulation of various financial companies, which has been enforced under individual financial laws such as the Banking Act, Capital Markets Act and Insurance Business Act into Act on Financial Corporate Governance Act(FCGA). This article evaluates the results of FCGA 3 years and suggests ways to improve them. Given the fair and transparent management environment, the FCGA needs to be improved in the following directions. First, it is reasonable to regulate the approval of changes in large shareholders and/or the periodic examination of qualification for largest shareholders in the individual financial industry law rather than in FCGA. This is because it is confusing to regulate the same contents as the approval and permission in individual financial law at the entry stage, and to separately approve major shareholders in the financial and governance law at the maintenance stage. Second, the board of directors of financial companies should be mainly focused on outside directors. However, to reduce the heavy work burden, it is recommended that one outside director is prohibited from belonging to more than three committees. To this end, it is necessary to increase the number of statutory outside directors from three to five. For checks and balances, the chairman of the board and the CEO need to be separated. If the CEO, who is a member of the board of directors, also acts as the chief executive officer, the board's function may become obsolete. In order to actually operate an external board of directors, the power of the board of directors must be clearly defined in the law. Third, to secure the independence of the audit committee, all members of the nomination committee need to be outside directors. As of now, not all of the auditors need to be elected separately at the general shareholders' meeting. In order to prevent the auditors' self-audit and to focus on audit work, it is necessary to implement a dual board or executive system that separates management and supervision. Fourth, effective supervision requires a variety of financial instruments and sufficient financial and human resources support. Supervisors should ensure that supervision is being done for financial companies and the national economy so as not to be mistaken for strengthening government finance. three committees. To this end, it is necessary to increase the number of statutory outside directors from three to five. For checks and balances, the chairman of the board and the CEO need to be separated. If the CEO, who is a member of the board of directors, also acts as the chief executive officer, the board's function may become obsolete. In order to actually operate an external board of directors, the power of the board of directors must be clearly defined in the law. Third, to secure the independence of the audit committee, all members of the nomination committee need to be outside directors. As of now, not all of the auditors need to be elected separately at the general shareholders' meeting. In order to prevent the auditors' self-audit and to focus on audit work, it is necessary to implement a dual board or executive system that separates management and supervision. Fourth, effective supervision requires a variety of financial instruments and sufficient financial and human resources support. Supervisors should ensure that supervision is being done for financial companies and the national economy so as not to be mistaken for strengthening government finance.