If you’ve spent any time looking at sustainable investment products lately, you’ve probably noticed something interesting: almost every mutual fund suddenly looks very  green. “Low carbon.” “Sustainable.” “Clean portfolio footprint.” The labels are everywhere, and they sound reassuring. After all, who doesn’t want their money to do a bit of good in the world? But here’s the uncomfortable truth: sometimes the picture you’re shown isn’t the full story. Imagine visiting someone’

If you sit in any boardroom today, or even skim a CEO’s LinkedIn feed, you’ll notice something: sustainability reporting is no longer treated as a side project. It’s a headline item. A pressure point. A source of pride… and sometimes anxiety. Over the past few years, companies have been trying to keep up with a confusing mix of reporting rules — GRI here, SASB there, TCFD somewhere in between. It felt like trying to follow a map with too many arrows pointing in different dire

If you sit in any boardroom today, or even skim a CEO’s LinkedIn feed, you’ll notice something: sustainability reporting is no longer treated as a side project. It’s a headline item. A pressure point. A source of pride… and sometimes anxiety. Over the past few years, companies have been trying to keep up with a confusing mix of reporting rules — GRI here, SASB there, TCFD somewhere in between. It felt like trying to follow a map with too many arrows pointing in different dire

Late last year, an EU bank board gathered for its routine quarterly risk review — the kind of meeting that usually revolves around familiar charts: capital buffers, loan exposures, liquidity positions. But this time, one of the board members paused over a new cluster of red indicators that hadn’t been on the dashboard a decade ago. Cyber intrusions. Geopolitical flashpoints. Sanctions volatility. A spike in operational disruptions tied to third-party technology providers. He

If you’ve followed Indian industry over the past decade, you’ve probably noticed a pattern: most companies talk about sustainability, but very few build  for it. Sustainability reports get published, targets get announced, and somewhere between “vision” and “execution,” the ambition quietly fades into spreadsheets, PowerPoints, and annual disclosures. But every once in a while, a company decides to treat sustainability not as an obligation, but as a genuine engine of innovati

Sustainability reporting has entered a new era — one where glossy PDF reports and feel-good messaging are no longer enough. What was once a marketing add-on has become a regulated, scrutinised, and audit-tested component of corporate accountability. Investors expect accuracy. Regulators demand transparency. Stakeholders want proof, not promises. Yet many organisations are discovering a difficult truth: the challenge isn’t the reporting itself — it’s the data behind it. ESG in

On October 1, 2025, there was a Statement on Developmental and Regulatory Policies issued by the Reserve Bank of India (RBI), which had profound implications despite being technical, for India’s mergers and acquisitions (M&A) ecosystem.  The RBI proposed a change in their guidelines under items 5 & 6 on capital market exposures. The central bank has opened the door for Indian banks to finance corporate acquisitions - reversing prior restrictions on credit supply to large borr

In 2025, the U.S. Department of Justice (DOJ) launched sweeping changes in its Foreign Corrupt Practices Act (FCPA) enforcement model, a watermark in the future direction of international businesses, especially Indian businesses, when it comes to compliance. The new policies, which strictly align with U.S. economic interests along with the battle against transnational criminal organizations (TCOs), bring about record shifts for Indian businesses operating in the global market

A few months ago, during a strategy offsite, a Fortune-500 board member shared an observation that made the entire room pause. “For the first time in twenty years,” she said, “I’m hearing CEOs quietly ask: Should we still be in Delaware? ” It wasn’t a dramatic statement. It wasn’t meant to provoke. But it captured something real—an undercurrent many governance professionals had sensed but hadn’t yet named. A subtle shift in the way companies were thinking about their legal ho