Veteran finance expert, Pankaj Vasani mulls over the COVID-19 crisis at this point of time, its impact on the Indian economy, the complexities of a revival and the changing definition of success for the corporation
As the Indian market regulator Securities and Exchange Board of India (SEBI) builds precedents on disgorgement, the US Supreme Court in the month of June placed curbs on the ability of the US capital market regulator to disgorge.
Sebi's investigation into insider trading of the shares of Divi's Laboratories leads the market regulator to impose a disgorgement order on its CFO & associates.
Directors need to deal with a virtual meeting as earnestly as a physical board meeting. They need to organize, do the reading, come prepared to dialogue and be extra engaged and focused.
When an organisation wins against severe odds, often the CFO and CEO partake of the sunshine equally. Both the winning strategy and its superior execution gain from the CFO’s vision and insights.
For ambitious renewable energy targets to be realised in the real world, appropriate focus needs to be laid on the funding side. Here is a blueprint for vibrant financing of the sector through purchase obligations and tradable certificates.
In the post-pandemic world, the basics of the business have changed and the lens has shifted from a backward glance at the results to a more futuristic look at how the business will be rebuilt and reconfigured for the next few years.
India cannot replace Chinese imports overnight nor even in a year or two. The self-reliance that India aspires to can only be achieved over the next decade, starting now.
As China boards up its capital at home on suspicion of new coronavirus cases, here is an inside look at how it is trying to kick-start its faltering economic engine.
The new normal needs relevant and uniform corporate disclosures like those advanced by the Sustainability Accounting Standards Board, the Global Reporting Initiative, and the Task Force on Climate-related Financial Disclosures.
Sustainable leverage is the touchstone for incremental fundraising at Nayara Energy says CFO Anup Vikal
Covid-19 presents an unparalleled opportunity for companies to clean up balance sheets, reduce borrowings and exit loss-making and non-core businesses. It is also the right time to identify adjacencies, new markets, opportunities and efficiencies.
An inability to recycle capital is one of the most important issues to hobble the renewable energy infrastructure in India. A few fixes could enhance the attractiveness of the sector for investors.
As India and indeed the rest of the world unlocks tentatively, the customer could surprise. Agility and responsiveness are essential items in the CFO's toolkit to cope with this flux.
In times of easy money, buybacks have been an attractive option for capital allocation. The coronavirus pandemic, however, calls into question the intrinsic worth of the buyback option if it leaves you with fewer strategic choices
COVID-19 has spawned numerous stories of professionals stuck in different parts of the world away from their families. Here is Akash Ohri's story, who is the global head of financial control for the industry sector at John Cockerill.
At a time when everyone is right and wrong at the same time and all relationships are being tested, finance heads can rely on a few time-tested principles.
If India manages to overcome its long-pending issues around multiple approvals, licenses, permits, an overload of documentation and reporting, then India has a chance to leave an indelible mark on global trade in the coming decade.
Meaningful networking can be highly beneficial for personal and professional growth for finance executives. Hence, networking intelligently is important. Even in a lockdown.
There has to be an optimal mix of strategy for sheer survival and ambitious growth in these unusual times of lockdowns, demand collapse and destroyed cash flows. Here is a brief overview of what is on the mind of the CFO as they help their businesses navigate this crisis.
Even if we limit ourselves to economic activity, a plethora of changes are discussed against the backdrop of the so-called 'new normal'.
Despite the stress, entities in the financial services industry can look for opportunities to grow through strong risk management, robust collection, effective cost control and increased use of technology.
Even as the coronavirus steadily claims more lives across the world, there has been talk of a trade impact in terms of a diversification of the supply chains away from China.
Immaculate risk assessment is essential to judge how much risk to avoid, share, transfer, mitigate or retain. That decision comes straight from the top. Risk management, thus, is a corporate governance function.
Efficiency planning for the next year needs to start now. The new normal of business will need a fresh approach and a hard look at how costs can be rebuilt, assuming constancy in the revenue model.