If you sit on a board, advise one, or are hoping to sit on one someday, you’ve probably heard some version of this sentence lately: “There’s a new corporate governance bill, and it’s going to change how boards operate.” True. But most of what’s floating around is either too legal to be useful or too vague to act on. So let’s fix that. This piece walks through what the corporate governance bill amendments actually say, why they exist, and — more importantly — what they mean fo

Executive Summary The IndusInd Bank whistleblower allegations are not really a story about a rogue trade or one bad quarter. They are a story about timing. A bank knew, or had very good reason to know, that something was wrong with its books long before it told anyone. By the time it spoke up, the damage was done and a regulator had to push it into the open. Now, in mid-2026, a fresh whistleblower complaint has landed with the Prime Minister's Office and four regulators, alle

Here's something that doesn't get said often enough in corporate governance circles: the proxy season is no longer a quiet, procedural ritual that the legal team handles in the background while the rest of the company gets on with actual business. It hasn't been that for a while now. But in 2026, the stakes feel different. The room feels different. Shareholders are showing up with sharper questions, better data, and in some cases, a genuine appetite to make noise. Activist in

Directors and Officers Insurance (D&O Insurance) has evolved from being a simple financial safeguard to becoming a fundamental pillar of modern corporate governance. As ESG expectations, BRSR compliance requirements, and sustainability-related risks continue to grow in India, directors and officers are facing greater personal accountability for the decisions they make in the boardroom. For decades, environmental and social challenges were often viewed as operational issues ha

I was speaking with a sustainability head at a mid-sized listed company in Mumbai last month. She laughed when I asked how her BRSR filing was going. Not a happy laugh — the kind of laugh you give when something has stopped being funny a while ago. "We've got the report done," she said. "It's 180 pages. Our actual emissions data? That's in an Excel sheet someone updated in March. We haven't measured half of it properly in two years." This, I've come to believe, is the real st

Introduction: The New Reality of Board Diversity Something significant is happening in boardrooms across the world. Over the past decade, board diversity and inclusion has moved from being a governance aspiration to a strategic necessity. Companies have made measurable progress in bringing more women, professionals from varied backgrounds, and diverse experiences into their boardrooms. However, recent years have also witnessed a growing debate around DEI initiatives. A global

Picture this. You're a shareholder of a listed company. The person who runs the business day to day — sets the strategy, manages the team, controls what information flows to the board — is also the person chairing the very board that is supposed to hold them accountable. Who, exactly, is watching whom? That is the heart of the CEO duality corporate governance debate. It's been running for decades. Not because the governance logic is unclear — it isn't — but because the answer

Here's a scenario that should bother anyone who takes sustainable investment seriously. Two analysts at different fund houses are both trying to evaluate the same global manufacturing company's environmental performance. They both pull ESG ratings from established, widely-used providers. One gets a score that places the company in the top tier for its sector. The other gets a score that puts the same company near the bottom. Same company. Same time period. Same stated methodo

Let me tell you something that most DEI conversations get wrong from the very first sentence. They frame DEI in leadership as something a company does for its people. A goodwill gesture. An HR initiative. Something you announce in a press release and then measure once a year in an employee satisfaction survey. That framing is the problem. Diversity, equity, and inclusion in the workplace are not something you do for people. It is something you build with people — and when you