August 2026 Newsletter
Executive Pay:
- FMCG’s hunt for talent drives executive pay
During FY26, several of India’s largest FMCG companies changed leadership and gave a higher pay to CEOs.
- Market Regulator proposes consolidated disclosure norms for executive pay at AMCs
The regulator has proposed enhanced remuneration disclosure norms for mutual fund asset management companies, including consolidated disclosure of executive pay and employee count.
Board Independence:
- Independent Directors Key To Fixing Governance Gaps
Companies need to move beyond mere compliance and foster diverse views and constructive dissent. The focus should be on improving board engagement quality, not adding more regulations.
Board Composition:
- Building the Board
How strong director recruitment and onboarding shape board performance.
Read More: https://www.directorsandboards.com/articles/building-the-board/
- Five Things The Strongest Boards Do Differently
Best-in-class boards don’t wait for the next crisis, activist letter, CEO transition, technology shock, or geopolitical disruption to discover whether they can operate differently. They are practicing these behaviors now.
Read More: https://corpgov.law.harvard.edu/2026/07/07/five-things-the-strongest-boards-do-differently/
Board Effectiveness:
- Making Board Assessments Count
The optimal board uses evaluations not to measure past performance, but to strengthen composition, culture and effectiveness for the future.
Read More: https://www.directorsandboards.com/articles/making-board-assessments-count/
- The Effective Board: A Guide to Drive Board Performance
By strengthening the fundamental drivers of board effectiveness, boards can stay relevant and ready to guide their companies through a rapidly changing business landscape.
Read More: https://corpgov.law.harvard.edu/2026/06/30/the-effective-board-a-guide-to-drive-board-performance/
Corporate Governance:
- How Corporate Governance Is Adapting to a Rapidly Changing World
Geopolitical developments, economic volatility, rapid digitalisation, cyber threats and emerging technologies like artificial intelligence are reshaping the global risk landscape for organisations, posing new challenges for traditional governance and control systems.
- What Will Ai Do To Corporate Governance?
AI could reshape corporate governance by influencing shareholder activism, strengthening board decision making and potentially shifting the balance of power between investors and corporate leadership.
Read More: https://www.forbes.com/sites/johnwerner/2026/07/25/what-will-ai-do-to-corporate-governance/
- Corporate governance for the value era
Stronger corporate governance and transparent, meaningful disclosures can enhance shareholder value, investor engagement and long term corporate performance.
Read More: https://www.businesstimes.com.sg/companies-markets/corporate-governance-value-era
AI in Boardroom:
- AI In The Boardroom? What Directors Need To Know
Board directors can effectively oversee AI by understanding its strategic opportunities, governance risks and the need for informed human judgment in AI driven decision making.
Read More: https://www.forbes.com/sites/lutzfinger/2026/04/27/ai-in-the-boardroom-what-directors-need-to-know/
- AI hype to business value; the CFO’s defining role
As AI becomes central to enterprise growth, CFOs are emerging as key drivers of responsible adoption and value creation.