Page 3 - Amit Tandon

When less is more

As investors sit outside the board room looking in, they do not really know which of the directors has been constructive or how much each individual director has contributed

A future without promoters

India's corporate landscape is changing, and the economy is set to change with it, notes Amit Tandon

Europe's fund managers get a green makeover

ESG or sustainable Environmental, Social and Governance investment has grown exponentially in recent times

The coming surge in chairpersons emeritus

Since no part of the Companies Act deals with chairperson emeritus, these appointments will have to be governed by a formal contract between the company and the individual or under its articles

A woke board for India

Are Indian boards too docile when dealing with the State? Should they be more vocal regarding policy?

Having your cake and eating it

The relative underperformance of PSU shares in the market reflects all that is wrong with the current ownership and governance structure

Preparing for the next crisis

The last two decades have been peppered with events like 9/11, the financial crisis, the taper tantrum and now Covid-19, with many regional and consequently less calamitous occurrences

Virtual shareholder meetings are here to stay

Virtual meetings have no doubt preserved the form of AGM's but have also provided us with a window to rethink their substance

Shouldn't pay be for performance?

Compensation is payment for what has been done. Performance is all about what has been achieved. Both can be measured. Surely, it cannot be so difficult to link the two

Extending the board's reach

The governance of group companies will increasingly be an area of focus for the Sebi

Independent directors: Underpaid & unappreciated

Independent directors have been in the eye of the storm for their inability to guide companies or being able to stand up to controlling shareholders

Five trends that will shape governance in 2020s

Governance is a journey, not a destination

Who owns listed companies?

Institutional investors hold 41 per cent of the global market cap, with close to half of it as part of a passive strategy

The elephant in the board room

The separation of the roles of the chairman and MD/CEO was bound to be contentious from the time it was mooted. Surprisingly, it took two years for industry to formally raise this issue

Selling less while raising more

Clearer commercial focus and tighter financial discipline may yield a steady steam of dividends

Can a broken songbird sing?

From principles of prudence and conservatism, which enabled auditors to certify that the numbers are "true and fair", there is a shift to "fair value"

Boards and political funding

In a perfect world, business and political parties need to maintain a respectful distance. But given the influence policy has on the fortunes of a business, it is naïve to expect this

How to benefit from cross-border listing

While Indian companies want to list off-shore, the country's strategic interests are better served if it encourages companies incorporated outside India to list on Indian exchanges

Amit Tandon: A way out of the cash hoarding problem

If companies paid out large amount of earnings as dividends, cash accumulation would not be an issue

Amit Tandon: The case for an Indian stewardship code

Company need to understand the investor's perspective to act in best interest of investors