Introduction Corporate governance in the UAE has been evolving steadily over the last few years. Regulators are no longer focused only on company formation and licensing. There is now a clear shift towards how companies are managed, how decisions are taken, and how accountability is ensured at the board and senior management level. For founders,...
Background A long-established UAE exchange house regulated by the Central Bank of the UAE planned to bring in a well-known US based financial services company as a strategic investor. The exchange house intended to sell 40 percent of its shares to the US investor in return for a significant capital infusion. This partnership was expected...
The digital economy has transformed how personal information flows across borders, making data protection legislation a critical component of modern governance. As businesses expand their operations across jurisdictions, understanding the nuances of data protection frameworks becomes essential for compliance and maintaining consumer trust. India and the United Arab Emirates, two significant economic powerhouses with growing...
The Ministry of Corporate Affairs notified the Companies (Compromises, Arrangements and Amalgamations) Amendment Rules, 2025, on September 4, 2025, marking a watershed moment in India’s corporate restructuring framework. This comprehensive amendment significantly expands the scope of fast-track mergers under Section 233 of the Companies Act, 2013, addressing long-standing limitations that restricted corporate reorganization opportunities for...
The Ministry of Corporate Affairs notified the Companies (Compromises, Arrangements and Amalgamations) Amendment Rules, 2025, on September 4, 2025, marking a watershed moment in India’s corporate restructuring framework. This comprehensive amendment significantly expands the scope of fast-track mergers under Section 233 of the Companies Act, 2013, addressing long-standing limitations that restricted corporate reorganization opportunities for...
Cross-border mergers and acquisitions (M&A) between India and the UAE have surged as businesses in both jurisdictions seek new markets, technologies, and diversification avenues. However, these deals require navigating a sophisticated legal and regulatory landscape shaped by continual reform, policy priorities, and international best practices. Drivers and Trends in India-UAE Cross-Border M&A India and the...
Introduction The relationship between the United Arab Emirates (UAE) and India has grown into one of the most dynamic trade and investment partnerships in recent years. Businesses from both countries are increasingly collaborating in sectors such as infrastructure, renewable energy, fintech, healthcare, logistics, and technology. For Indian companies, the UAE serves as a gateway to...
The United Arab Emirates (UAE) presents a sophisticated banking and investment ecosystem that serves as a strategic gateway for Indian businesses seeking international expansion. With its robust regulatory framework, liberal ownership policies, and comprehensive financial infrastructure, the UAE has established itself as the preferred destination for Indian enterprises targeting Middle Eastern, African, and South Asian...
Introduction Corporate restructuring in India can be achieved through both private and statutory arrangements. Previously, under the Companies Act of 1956, all mergers and restructurings were required to undergo lengthy procedures, with mandatory intervention from the High Court. This made the process time-consuming and expensive, creating various challenges and obstacles in the M&A landscape, particularly...
The National Company Law Tribunal (NCLT) serves as India’s primary quasi-judicial body for adjudicating corporate disputes under the Companies Act, 2013, and the Insolvency and Bankruptcy Code, 2016. Understanding the evidence, documentation, and procedural requirements for NCLT proceedings is crucial for legal practitioners, corporate professionals, and litigants seeking effective resolution of corporate disputes. The tribunal...
