301 articles on Corporate & Company Law, authored by the Finin2min editorial team. Page 7 of 8.
A drawing-power reconciliation covering eligible stock, receivables, creditors, margins, ageing, insurance and lender methodology. The objective is to convert…
A monthly bank-reporting control aligning inventory, receivables, creditors, ageing, GST, insurance and drawing power. The objective is to convert a financing…
A CGTMSE guide covering lender appraisal, eligible credit, collateral rules, guarantee ceiling, fees, borrower cost and claim misconceptions. The objective is…
A PMMY loan guide covering Shishu, Kishor, Tarun, Tarun Plus, eligible micro-enterprise purpose, lender appraisal and repayment. The objective is to convert a…
A GeM onboarding control covering authorised users, business credentials, bank and GST records, catalogue evidence and internal access. The objective is to…
A government-order evidence file covering the electronic contract, delivery, inspection, acceptance, CRAC, invoice, deductions and payment follow-up. The…
A lender-ready data room covering promoter KYC, Udyam, GST, tax, bank, financials, projections, security, licences and customer evidence. The objective is to…
An early-warning dashboard covering overdue days, excess drawings, stock statements, cheque returns, statutory dues and lender engagement. The objective is to…
A distressed-credit comparison covering restructuring, regularisation, one-time settlement, security, guarantees, tax and credit reporting. The objective is to…
A GST cash-flow control linking time of supply, invoicing, customer credit, output liability, input credit, credit notes and collection forecasting. The…
An e-invoice control covering the ₹5 crore threshold, historical turnover test, IRN, QR code, covered documents, ERP and customer ledger. The objective is to…
An export-finance file covering order or LC, packing credit, production, shipping documents, bill negotiation, realisation and insurance terms. The objective…
A trade-finance control covering instrument wording, applicant risk, margin, commission, expiry, claim, devolvement and contingent liability. The objective is…
A monthly founder dashboard connecting liquidity, margin, receivables, inventory, GST, bank limits, debt service and customer concentration. The objective is…
A cap table may tell management who it believes owns the company. The register of members is the company’s statutory ownership record. Similar differences…
A cap table is not just a percentage chart. It is a financial model, a legal reconciliation and an investor-rights map. A founder may still own 60% of issued…
A director’s name on the MCA portal is not the complete compliance position. The company must track DIN status, KYC, consent, disclosures, disqualification…
Audit delay usually begins long before the auditor asks the first question. It starts with unreconciled ledgers, missing contracts, poor cut-off, unresolved…
A payment can be perfectly approved and still be wrong if the vendor was fake, the bank account was changed by a compromised email or the goods were never…
A bank reconciliation is often treated as a month-end accounting task. In reality it is one of the cheapest anti-fraud controls available. It detects duplicate…
The most expensive contract clause is often not the one lawyers argue about. It is a vague scope, an impossible SLA, a payment condition controlled entirely by…
Companies often focus on interest and repayment and overlook the rest of the facility agreement. A delayed stock statement, expired insurance, unreported…
Foreign investment is not complete when the wire arrives. The company must confirm entry route, sectoral conditions, instrument eligibility, pricing, receipt…
Trade compliance fails when each function keeps only its own document: logistics has the bill of lading, finance has the invoice, tax has the LUT and the bank…
POSH compliance is not complete because a policy PDF exists. Employees must know where to report, the Internal Committee must be properly constituted and…
Before 2016, a defaulting company's promoters could often keep running it — and keep delaying creditors — for years through overlapping, slow-moving legal proce
Two creditors owed money by the same company file under different sections of the IBC depending on what kind of debt they're owed — and the operational creditor
A supplier owed a genuinely large, seemingly undisputed amount can still lose a Section 9 IBC application entirely — because the debtor doesn't need to prove th
IBC was designed around a strict clock — resolve the company within 180 days, or move toward liquidation. In practice, the clock has proven far more flexible th
Promoters who personally guaranteed their company's loans used to treat that guarantee as a formality banks rarely enforced in practice. IBC's personal guaranto
When a company is liquidated under IBC, there is a strict, statutorily fixed order in which claims are paid — and understanding exactly where your claim ranks i
Regular CIRP can be too slow and too disruptive for a small business — losing management control for months while a resolution process plays out can itself dest
Employees at a company entering CIRP face genuine uncertainty — but the law treats different categories of what they're owed very differently, and the distincti
Listed company compliance isn't one annual exercise — it's a recurring quarterly cycle with its own deadlines for each filing, and missing even one of them (not
Insider trading law doesn't just prohibit trading on secret information — it defines a specific category of information (UPSI) and a specific category of people
Not every related party transaction needs shareholders to weigh in — but once a transaction crosses a specific materiality threshold, approval isn't optional, a
A company can leave the stock exchange in two very different ways — one initiated by its own promoters wanting to take it private, the other forced on it by the
A functioning whistle-blower mechanism isn't just a policy document sitting on a company website — SEBI and the Companies Act both require a real, operational e
A company can't simply decide to buy back shares in whatever quantity and however it likes — SEBI's buyback framework caps the size relative to the company's ow
Buying a large stake in a listed company isn't just a private transaction between buyer and seller — cross certain thresholds, and SEBI's Takeover Code obligate