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A draft framework under consideration would expand the role of monitoring agencies, usually SEBI-registered credit rating firms, and give them a stronger channel to flag diversion, delays or non-cooperation in the deployment of funds raised through equity issues. The proposals cover initial public offerings, rights issues, preferential allotments and qualified institutional placements, widening the regulatory lens beyond conventional IPO scrutiny.

Central to the plan is a proposal to lower the threshold for mandatory monitoring of issue proceeds from ₹100 crore to ₹50 crore. That change would bring a larger number of mid-sized fundraisings under independent review, particularly at a time when companies are using public markets not only for expansion but also for debt repayment, acquisitions, working capital and general corporate purposes.

The proposed framework would also require monitoring agencies to report directly to stock exchanges, rather than depend mainly on issuers for the onward dissemination of their findings. This would mark a significant shift in the balance of responsibility, as exchanges would receive a clearer view of whether the stated objects of an issue match actual fund utilisation.

Companies that fail to cooperate with monitoring agencies could face penalties, including fines of ₹50,000 for each violation. The measure is intended to address a weakness in the current structure, where monitoring agencies review deployment but have limited power when issuers delay information, provide incomplete data or fail to explain deviations from stated plans.

SEBI’s initiative comes after a period of heavy fundraising through equity markets, followed by a more cautious phase shaped by global risk aversion, pressure on domestic stocks and foreign portfolio outflows. Large companies and new-age firms have kept IPO plans alive, but several issuers have deferred listings as valuations became harder to defend. The regulator’s draft reflects a view that investor confidence depends not only on disclosure before fundraising but also on verifiable use of proceeds after capital is raised.

Under existing rules, companies raising equity funds must disclose the objects of the issue in offer documents and provide periodic updates on utilisation. Monitoring agencies submit reports on whether the proceeds are being used as promised. These reports are placed before audit committees and submitted to stock exchanges, but the enforcement burden largely remains with the issuer and the regulator.

The proposed changes would make monitoring more active and less dependent on company-led disclosure. Rating firms would be expected to examine bank statements, payment trails, board approvals and project progress more closely. They may also need to identify whether funds have been parked for long periods, shifted to purposes not approved by investors, or routed through related-party arrangements.

For investors, the changes could improve visibility over post-issue conduct, especially in cases where companies raise money for broad purposes and later alter business plans. Fund diversion has long been a concern in equity markets because public shareholders bear the risk when proceeds are used for objectives that differ materially from those advertised during the fundraising process.

For issuers, the proposals may raise compliance costs and increase documentation burdens. Smaller companies crossing the proposed ₹50 crore threshold would have to engage monitoring agencies and respond to periodic queries. Market participants expect some pushback from companies that argue existing audit committee and exchange disclosure requirements already provide sufficient oversight.

The regulatory argument is that tougher monitoring could reduce the gap between promise and performance. When a company raises money to build capacity, buy assets or reduce debt, the market prices the issue partly on those declared plans. If funds are later diverted or left idle without adequate explanation, minority shareholders have limited ability to intervene.

Credit rating agencies would gain a more prominent governance role under the proposed structure. Their task would move beyond checking utilisation statements to becoming a stronger early-warning mechanism for exchanges and investors. That may also bring questions over capacity, liability and conflict management, since the same agencies operate across ratings, surveillance and advisory-linked functions.

SEBI has been refining capital-raising rules across public issues, preferential allotments, rights issues and qualified institutional placements as it seeks to balance ease of fundraising with protection for minority investors. The latest proposal fits into a broader regulatory push to make market access faster while demanding greater transparency after money is raised.

By Krishna Jha The entire origin and development of living world has led to the emergence of complicated natural environment of which human beings are part and parcel. Environment and society are inter-related and inter-dependent. Society has come to rely on the natural environment for its existence. Any destruction of environment is sure to pose […]

The article Supreme Court Bench Has To Give More Clarity To Their Views On Aravalli Hills appeared first on Latest India news, analysis and reports on Newspack by India Press Agency).

Over 80% Optimistic About Overseas Trade, Yet Tariffs and Costs Pose Key Hurdles

HONG KONG SAR – Media OutReach Newswire – 29 May 2026 – To support small and medium-sized enterprises (SMEs) in expanding into international markets, the Hong Kong Productivity Council (HKPC) and DHL Express Hong Kong (DHL) will co-host the “Blueprint for Global Expansion: Market Entry, Logistics & Risk Management” Forum on 12 June.

Amid an increasingly complex and rapidly evolving global supply chain landscape, the forum will delve into market strategies, logistics optimization, and risk management —equipping local businesses with the insights needed to navigate challenges and capture opportunities in global trade. As the first SME-focused forum jointly launched by HKPC and DHL, the initiative marks the beginning of a series of collaborative efforts to share practical expertise and support businesses in strengthening their international presence.

From Data to Strategy: Addressing the Three Key Barriers for SMEs Going Global
According to the latest quarterly “DHL Hong Kong Air Trade Leading Index (DTI)” survey, commissioned by DHL and conducted by HKPC, the primary challenges faced by enterprises expanding overseas are: “Complex tariff and customs clearance procedures” (23%), “High logistics and delivery costs” (20%) and “lack of local sales channels/ business partners” (12%). Despite these hurdles, over 85% of air traders remain neutral or positive about overseas trade prospects. In terms of readiness, 68% of respondents reported moderate confidence, while a further 18% showed high confidence, indicating a pragmatic and risk-aware approach among businesses pursuing global expansion.

In light of these findings, the forum will address the three critical dimensions of market, logistics, and risk management, offering professional guidance and targeted resources to help SMEs formulate immediate and actionable go-global strategies.

Andy Chiang, Senior Vice President and Managing Director, DHL Express Hong Kong and Macau, said, “DHL has long been committed to supporting SMEs in navigating the complexities of international trade. Through our GoTrade programme, we provide practical tools and expertise to help businesses manage cross-border logistics and customs processes more effectively. Our collaboration with HKPC focuses on equipping SMEs with actionable insights and strengthening their operational capabilities for global expansion. We look forward to continuing our partnership to deliver knowledge-sharing and networking opportunities that empower businesses to grow internationally with confidence.”

Three Thematic Sessions: A Comprehensive Global Expansion Blueprint for SMEs
The forum is specifically designed to address the pain points identified in the survey, featuring three expert speakers offering targeted insights:

￮ Professor Roy Liang TAN, Practitioner Professor of Management and Business Strategy at the HKU Business School will provide an in-depth analysis of how to assess target market maturity, avoid common pitfalls, and leverage government funding schemes to optimise financial planning — transforming the go-global vision into a concrete action plan.

￮ Ms Julian Tsoi, Director, Marketing Communications and Direct Sales, DHL Express Hong Kong, will share insights on how businesses can leverage global logistics networks and technology to enhance customs clearance efficiency and improve operational performance, while navigating the complexities of cross-border logistics and addressing common challenges in international expansion.

￮ Mr Kenneth POON, Assistant General Manager – Business Division at the Hong Kong Export Credit Insurance Corporation, will analyse export trade risks across different stages in emerging markets and guide enterprises on using credit insurance tools to guard against bad debts and strengthen financing capabilities.

Beyond expert presentations, the forum will feature interactive networking and Q&A sessions, allowing participants to exchange practical experiences directly with speakers and fellow SMEs, and explore business growth opportunities together.

Registration is now open. Seats are limited, first come first served!

“Blueprint for Global Expansion: Market Entry, Logistics & Risk Management” Forum

Date: 12 June 2026 (Friday)
Time: 3:00 PM – 5:00 PM
Venue: LG1, Future Manufacturing Hall, HKPC Building, 78 Tat Chee Avenue, Kowloon
Language: Cantonese and Putonghua
Registration Link: https://campaigns.hkpc.org/zh-hk/rsvp-blueprint-for-global-expansion

Hashtag: #HKPC

The issuer is solely responsible for the content of this announcement.

About Hong Kong Productivity Council

The Hong Kong Productivity Council (HKPC) is a statutory body established in 1967, dedicated to enhancing the productivity and competitiveness of Hong Kong enterprises through world-class applied R&D, innovative technology services, and integrated manufacturing solutions. As a market-oriented, international R&D organisation, HKPC leverages its deep expertise and extensive industry experience in key areas such as AI, advanced manufacturing, life and health technology, green technology and new energy to drive new industrialisation and support the growth of emerging and future industries.

HKPC focuses on addressing businesses challenges and industrial technology needs, promoting the full integration between technological and industrial innovation. Through technology transfer, product innovation, intellectual property protection and commercialisation of R&D outcomes, the Council fosters collaboration with the local business community as well as top global R&D institutions, delivering added value to industries and advancing the development of new productive forces. HKPC’s world-class R&D achievements have been widely recognised over the years, winning an array of local and overseas accolades, reinforcing Hong Kong’s role as an international innovation and technology centre and a smart city.

To help enterprises capitalise on Hong Kong’s strengths in international connectivity to expand into global markets, HKPC offers comprehensive overseas expansion services tailored to critical areas including product development, technology, manufacturing, and management, enabling businesses to successfully go global from Hong Kong.

HKPC is also committed to providing timely and practical support to SMEs and startups with timely and practical , assisting them in accessing Government funding programmes. Through its FutureSkills training initiatives, HKPC helps both industry and academia stay ahead in latest digital and STEM technologies, nurturing a future-ready talent pool for Hong Kong.

For more information, please visit HKPC’s website: www.hkpc.org/en.

DHL – The logistics company for the world

DHL is the leading global brand in the logistics industry. Our DHL divisions offer an unrivalled portfolio of logistics services ranging from national and international parcel delivery, e-commerce shipping and fulfillment solutions, international express, road, air and ocean transport to industrial supply chain management. With approximately 389,000 employees in more than 220 countries and territories worldwide, DHL connects people and businesses securely and reliably, enabling global sustainable trade flows. With specialized solutions for growth markets and industries including technology, life sciences and healthcare, engineering, manufacturing & energy, auto-mobility and retail, DHL is decisively positioned as “The logistics company for the world”.

DHL is part of DHL Group. The Group generated revenues of approximately 82.9 billion euros in 2025. With sustainable business practices and a commitment to society and the environment, the Group makes a positive contribution to the world. DHL Group aims to achieve net-zero emissions logistics by 2050.

The logistics company for the world.

Robert Walters Taiwan’s 15th anniversary report Reveals Structural Shift in the Local Talent Market

• Taiwan’s talent market has officially shifted from an employer-driven to a candidate-driven market, with critical skills increasingly replacing tenure and job titles as the core measure of talent value.
• AI adoption and global supply chain restructuring are accelerating salary polarisation. Professionals in semiconductors and high-tech industries are seeing salary increases of 15–20% when changing jobs, while those with AI, HPC and cross-border supply chain expertise can command increases of up to 30%.
• Career priorities are evolving beyond compensation. 54% of professionals cite learning and development opportunities as a key reason for staying with their current employer.
• By 2030, Gen Z is expected to account for 30–33% of Taiwan’s workforce, making flexibility, work-life balance and transparent workplace culture critical factors in talent attraction and retention.

TAIPEI, TAIWAN – Media OutReach Newswire – 29 May 2026 – Taiwan’s talent market has gradually shifted from an employer-driven to a candidate-driven market through globalisation, digital transformation and pandemic-driven disruption. Meanwhile, the rapid advancement of technology and AI is not only accelerating demand for critical skills, but also reshaping industry structures and redefining the rules of talent competition.

Robert Walters, the world’s most trusted talent solutions business, said in its latest 15th anniversary report, Taiwan’s Talent Market: The New Rules of Competition, that “critical skills” are increasingly replacing tenure and job titles as the primary indicators of talent value and compensation. Particularly as Taiwan’s semiconductor industry strengthens its strategic position within the global technology supply chain, professionals with in-demand capabilities are seeing salary growth significantly outpace the broader market, making salary polarisation an increasingly structural feature of Taiwan’s labour market.

As competition for high-skilled talent intensifies, candidates are placing greater emphasis not only on compensation, but also on Career Value Proposition (CVP), including career development, workplace flexibility and management culture. The report also highlights the rise of a candidate-driven market, where professionals are becoming increasingly selective about what they expect from employers.

In today’s market, growing uncertainty and increasing business complexity are shifting competition away from workforce scale towards the ability to secure critical capabilities and high-value talent. John Winter, Country Manager of Robert Walters Taiwan, noted: “Since entering the Taiwan market in 2011, we have seen talent strategy evolve into a core business strategy. Organisations that can identify critical capabilities early, integrate talent effectively and continuously strengthen organisational resilience will be best positioned for long-term success.”

Global Supply Chain Restructuring Accelerates the Shift Towards a Skills-Based Talent Market and Salary Polarisation

Amid geopolitical uncertainty and ongoing global supply chain restructuring, organisations are increasingly reshaping their structures and global workforce strategies to strengthen resilience and competitiveness. As a result, hiring priorities are shifting away from narrow technical expertise towards cross-functional integration, strategic thinking and problem-solving capabilities. At the same time, talent assessment is moving beyond tenure and job titles, with greater emphasis placed on practical capability, skill scarcity and immediate business impact.

Rapid AI adoption is further accelerating demand for critical skills, driving increasingly concentrated salary growth across the market.

In semiconductor and high-tech industries, professionals changing jobs may see salary increases of 15–20%, while talent with expertise in AI, High-Performance Computing (HPC), Edge Computing and cross-border supply chain management may achieve salary growth of up to 30% reinforcing the growing shift towards a labour market increasingly defined by “skills value”. In contrast, salary growth among execution-focused roles has remained relatively moderate. According to Taiwan’s Directorate-General of Budget, Accounting and Statistics (DGBAS), nearly 70% of employees in 2025 earned below the average salary level — the highest proportion on record — highlighting widening salary polarisation across the labour market.

Candidate-Driven Market Takes Shape:

Career Value Proposition Emerges Alongside Salary as a Key Driver of Employer Attractiveness

The rise of in-demand skills is accelerating Taiwan’s shift towards a candidate-driven labour market, with professionals becoming increasingly selective about what they expect from employers. According to Robert Walters Taiwan’s 15th Anniversary Report, candidates are moving beyond a compensation-led mindset and placing greater emphasis on Career Value Proposition (CVP), including career growth, workplace flexibility and management culture.

As AI adoption and industry transformation continue to reshape the workforce, professionals are placing greater importance on long-term career development and employability. Robert Walters Taiwan’s research found that 54% of professionals view continuous learning and development opportunities as a key reason for staying with their current employer.

Expectations around workplace culture and working models are also evolving. The report shows that beyond salary and benefits (75%), professionals increasingly prioritise flexible working arrangements (36%) and an open, effective management culture (32%) when evaluating employers. Meanwhile, Taiwan’s National Development Council projects that Gen Z will account for approximately 30–33% of the labour force by 2030. As the influence of this generation continues to grow, priorities such as work-life balance, workplace flexibility and transparent organisational culture are becoming defining factors in employer attractiveness.

Reflecting on the findings, John Winter noted: “The rise of a candidate-driven market reflects a broader shift in how professionals evaluate employers. Beyond compensation, talent is increasingly prioritising long-term growth, flexibility and organisational culture. Companies that can provide meaningful career development and adaptability will be better positioned to attract and retain top talent.”

Five Strategies Reshaping Talent Competition:

Building Organisational Resilience Through Critical Capabilities and Skills Value

As geopolitical uncertainty, global supply chain restructuring and rapid AI adoption continue to reshape business environments, organisations are increasingly competing on critical capabilities and organisational resilience rather than scale alone. In this context, talent strategy is no longer a back-office HR function, but a core driver of transformation, competitiveness and long-term business sustainability.

Robert Walters Taiwan’s report identifies five key strategies organisations should focus on to remain competitive in a rapidly evolving market:

1. Shift from workforce expansion to critical capability planning
Hiring success will increasingly depend on the ability to identify and secure high-value talent with in-demand, business-critical skills.

2. Build compensation strategies around skills value
As skills replace tenure as the key measure of talent value, organisations must redesign salary structures and talent evaluation frameworks to remain competitive.

3. Strengthen long-term learning and capability development
AI-driven transformation will require organisations to proactively build reskilling and upskilling cultures to reduce future capability gaps.

4. Redesign workplaces around flexibility and employee experience
Beyond compensation, organisations must strengthen career development, flexibility and workplace culture to attract and retain high-performing talent.

5. Elevate talent strategy to a core business priority
Future talent competition will increasingly shape organisational agility, transformation capability and long-term competitiveness.

Reflecting on the evolving talent landscape, John Winter said: “In the past, talent strategies were largely designed to address immediate hiring needs. Today, the nature of talent strategy has fundamentally changed. Organisations must shift from asking ‘Who do we need now?’ to ‘What capabilities will we need in the future?’ The businesses that can continuously build adaptable talent and resilient organisations will be the ones best positioned for long-term success.”

-END-

About Taiwan’s Talent Market: The New Rules of Competition

Published as Robert Walters Taiwan’s 15th anniversary report, Taiwan’s Talent Market: The New Rules of Competition explores how globalisation, digital transformation, the pandemic, AI adoption and geopolitical uncertainty have structurally reshaped Taiwan’s labour market over the past 15 years.

The report combines Robert Walters Taiwan’s long-term market observations, talent insights and findings from the Salary Survey 2026, covering key sectors including semiconductors, high technology, manufacturing, digital transformation and cross-border operations. It also examines the major workforce trends redefining talent competition, salary structures and employer attractiveness in Taiwan’s evolving labour market.

To access the full report, please visit: https://reurl.cc/9W97bn

Hashtag: #RobertWalters

The issuer is solely responsible for the content of this announcement.

About Robert Walters

Robert Walters is the world’s most trusted talent solutions business. Across the globe, we deliver recruitment, recruitment process outsourcing and advisory services for businesses of all shapes and sizes, opening doors for people with diverse skills, ambitions, and backgrounds. We help organisations find the skills and solutions to reach their goals and assist talented professionals to power their unique potential.

The Taipei office specialises in placing candidates in the following specialities: accounting & finance, electronics & industrial, healthcare, human resources, IT & digital transformation, marketing, manufacturing, sales, semiconductors, software, supply chain, logistics & procurement.

The arrangement makes BlockShoals the approved local intermediary under the SEC’s StratBox framework, while Binance supplies technology, security systems, operational support and compliance expertise developed across regulated markets. The sandbox phase is expected to begin in the second half of 2026 and run for at least two years, giving regulators direct oversight of product testing before any wider rollout to users.

The move marks a notable shift in Binance’s strategy in the Philippines. Rather than seeking to restore access through an offshore model, the exchange is now pursuing market participation through a domestic company operating under SEC supervision. BlockShoals, a Philippine-incorporated fintech firm, secured approval under the crypto asset intermediary framework after a multi-year process involving regulatory conditions, compliance checks and investor-protection requirements.

Binance’s online presence in the Philippines was blocked in 2024 after the SEC said the platform had offered investment and trading services without the necessary licence. The regulator had warned the public about the exchange in November 2023, then moved to restrict website access through telecommunications authorities the following year. The action became one of the clearest signals that Manila intended to bring offshore digital-asset platforms under local rules.

That enforcement drive has since widened. The SEC’s crypto-asset service provider rules, issued in 2025, require firms serving Philippine users to register, maintain sufficient capital, observe marketing standards, and meet operational and reporting obligations. The framework is intended to protect retail investors while allowing controlled innovation in a market where crypto use remains high by regional and global standards.

The Philippines ranked ninth in the 2025 global crypto adoption index, reflecting strong activity across retail centralised services and digital-asset platforms. Usage has been driven by a young, mobile-first population, remittance demand, online work, gaming-linked crypto activity and a broad appetite for alternative financial products. That adoption has also heightened regulatory concern over fraud, weak disclosures, market volatility and the risks of foreign platforms serving users without domestic accountability.

Seker, Binance’s head of Asia-Pacific, described the Philippines as one of Southeast Asia’s most dynamic digital economies, saying frameworks such as StratBox create a channel for regulators and industry participants to work together while maintaining user protection and market integrity. The company has presented the BlockShoals partnership as part of a compliance-first approach rather than a conventional market relaunch.

BlockShoals has framed its role around local accountability. A company representative said the partnership was an opportunity to show that global digital-asset platforms and domestic regulatory frameworks could operate constructively together, adding that the firm would work under direct SEC supervision while building a secure platform for users.

The sandbox structure gives the SEC room to monitor how products are configured, how customer onboarding is handled, how risks are disclosed, and how safeguards such as know-your-customer checks, anti-money-laundering controls and transaction monitoring are applied. It also gives Binance a pathway to rebuild trust after a period in which its Philippine operations were defined by access restrictions and licensing concerns.

The Philippine approach mirrors a broader shift across Asia, where regulators are moving away from informal tolerance of offshore crypto activity and towards domestic licensing regimes. Singapore, Hong Kong, Thailand, Indonesia and Japan have tightened rules for exchanges, stablecoin activity, custody, marketing and investor suitability. The result is a more fragmented operating environment for global platforms, with access increasingly dependent on local registration, capital commitments and regulator-facing governance.

For Binance, the Philippine partnership carries strategic value beyond one market. The exchange has spent the past several years seeking to repair relations with regulators after facing scrutiny in multiple jurisdictions. A successful sandbox test in Manila would support its argument that global crypto platforms can adapt to local rules through partnerships, product controls and supervised deployment.