Are Indian boards too docile when dealing with the State? Should they be more vocal regarding policy?
The debate resurfaced last month after JP Morgan's board rejected the switch to become a shareholder-focused entity
The relative underperformance of PSU shares in the market reflects all that is wrong with the current ownership and governance structure
From the PM, to regulators, to those setting global standards, to investors, to the communities companies operate in, to the millennials who will be their future customers, the drumbeat is changing
Digital governance concerns itself with establishing a framework or rules for laying down or smoothening a company's digital presence
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 meetings have no doubt preserved the form of AGM's but have also provided us with a window to rethink their substance
Forget the health of the banks, what should be worrying the regulators is just the number of banks through which such financial intermediation can take place
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
The governance of group companies will increasingly be an area of focus for the Sebi
The need to present investors with meaningful business commentary is greater during periods of extreme disruption like the one we are going through than when it's business as usual
Only after business has stabilised and there is visibility ahead should companies look at paying their shareholders
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
While the stewardship codes were first rolled out in 2017, India's experience with stewardship began earlier with Sebi's March 2010 circular.
Governance is a journey, not a destination