Home > Expertise > Practice Areas > Restructuring & Insolvency
OUR
PRACTICE
AZB’s Restructuring & Insolvency practice is possibly the only Indian practice whose team offers advice to a wide range of stakeholders on interconnected issues. This includes highly complex domestic and cross–border structured finance and high–yield transactions, pre–IBC restructuring and formulation of legislative policy and devising regulations.
AZB has played a critical role in advising the central government and the Reserve Bank of India on devising regulations around NPA resolution and liquidity in the market for distressed assets. Our thought leadership in devising regulatory change, coupled with an established Restructuring & Insolvency and structured finance practice, gives us a unique perspective in delivering incisive advice in an evolving area of law, which few, if any, Indian firms possess.
Our partners benefit immensely from their close association with advising the government on policy changes while advising clients on challenging situations. We also draw extensively from legal principles and developments in foreign jurisdictions through our close association with leading law firms and practitioners across the globe.
Our clients include resolution professionals, committees of creditors, bidders and dissenting creditors. We have also advised banks and foreign distressed assets funds on pre–insolvency situations involving intricate cross border issues. We are able to extend this advice through allied practice areas including general corporate, regulatory, litigation and intellectual property, which are relevant in any restructuring.
GET IN TOUCH
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Bahram N. Vakil
Co–Founder
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Nilang Desai
Senior Partner
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Suharsh Sinha
Partner
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Avinash Subramanian
Partner
Top–tier practice especially noted for its strong regulatory knowledge relating to IBC legislation. Possesses extensive experience on landmark IBC cases, frequently acting for resolution professionals on major restructurings as well as the bidders on stressed asset deals. Also offers experience acting for creditors on restructurings, as well as advising foreign distressed asset funds on debt acquisitions. Clients include major Indian conglomerates, international accounting firms and major domestic banks, among others.
Chambers & Partners Asia–Pacific (2022) on our Restructuring & Insolvency TeamWHAT
WE DO
Many partners specialising in insolvency at AZB are dual qualified (in India and the US and/or the UK) and can successfully leverage their prior experience in novel situations emerging under Indian insolvency law. Our partners take pride in maintaining one of the highest ratios for ‘partner:associate time’ spent on restructuring matters across Tier 1 firms.
We engage with our clients on new and impending regulatory changes and commercial developments and identify where these changes impact their business and strategy. We provide tailored training and update sessions for our clients and sometimes, our clients’ clients. We also enable access to senior market participants for advice on macro developments and potential in various sectors.
RECENT WORK HIGHLIGHTS
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On (i) Its 24% acquisition in Holcim (India) (ii) Its USD 2.18 billion merger with Holcim
-
In relation to the merger of Telenor with Bharti (ii) Before the New Delhi Bench of the NCLT, on the demerger of Tata’s consumer wireless mobile business into Bharti (iii) Indus Towers before the Chandigarh Bench of the NCLT, on Indus’ merger into Bharti
-
GlaxoSmithKline Consumer Health before the Chandigarh Bench of the NCLT in relation to its USD 3.1 billion merger with Hindustan Unilever, amongst the largest in the consumer goods space
-
On Gruh’s merger, through a scheme of amalgamation, with Bandhan Bank
-
On the demerger of its homes business into Kings Safetywear (India), before the New Delhi Bench of the NCLT and Com Dev Services India, before the Bengaluru Bench of the NCLT
-
On its merger with Capital First, Capital First Home Finance and Capital First Securities (controlled by Warburg Pincus) through a composite scheme of amalgamation
-
On its merger with Kotak Mahindra Bank, through a scheme of amalgamation
-
On its internal restructuring through a composite scheme of arrangement, before the Jaipur Bench of the Rajasthan High Court and subsequently, the New Delhi Bench of the NCLT
-
On KKR’s (i) 49.7% acquisition, through Radiant, of Max Healthcare Institute (ii) Majority acquisition of Max India’s allied health business (iii) 4.99% acquisition, through Kayak Investments Holdings, of Max Ventures Investment Holdings
-
In relation to their USD 211.8 million merger
-
Advised State Bank of India, State Bank of Mysore, State Bank of Travancore, State Bank of Bikaner and Jaipur, State Bank of Hyderabad, State Bank of Patiala and Bharatiya Mahila Bank on the State Bank of India’s USD 120 billion acquisition of the Merging Entities
-
On its cross–border amalgamation involving both foreign group companies (in the British Virgin Islands and the United Arab Emirates) and Indian group companies
-
On (i) The USD 418 million sale of its urea business to Yara Fertilisers India, pursuant to a scheme of arrangement (ii) The demerger of its consumer products business into Tata Global Beverages
-
On their merger with Bhushan Steel through a composite scheme of amalgamation, creating an enterprise worth USD 8.5 billion
-
On its merger with Mahindra Satyam and certain Mahindra Satyam subsidiaries
-
On (i) Its 66% acquisition in Sterling Holiday Resorts (India) (ii) Its composite scheme of arrangement with Quess Corp, Travel Corporation (India), TC Forex Services, TC Travel Services and SOTC Travel Management
-
On (i) Its 24% acquisition in Holcim (India) (ii) Its USD 2.18 billion merger with Holcim
-
In relation to the merger of Telenor with Bharti (ii) Before the New Delhi Bench of the NCLT, on the demerger of Tata’s consumer wireless mobile business into Bharti (iii) Indus Towers before the Chandigarh Bench of the NCLT, on Indus’ merger into Bharti
-
GlaxoSmithKline Consumer Health before the Chandigarh Bench of the NCLT in relation to its USD 3.1 billion merger with Hindustan Unilever, amongst the largest in the consumer goods space
-
On Gruh’s merger, through a scheme of amalgamation, with Bandhan Bank
-
On the demerger of its homes business into Kings Safetywear (India), before the New Delhi Bench of the NCLT and Com Dev Services India, before the Bengaluru Bench of the NCLT
-
On its merger with Capital First, Capital First Home Finance and Capital First Securities (controlled by Warburg Pincus) through a composite scheme of amalgamation
-
On its merger with Kotak Mahindra Bank, through a scheme of amalgamation
-
On its internal restructuring through a composite scheme of arrangement, before the Jaipur Bench of the Rajasthan High Court and subsequently, the New Delhi Bench of the NCLT
-
On KKR’s (i) 49.7% acquisition, through Radiant, of Max Healthcare Institute (ii) Majority acquisition of Max India’s allied health business (iii) 4.99% acquisition, through Kayak Investments Holdings, of Max Ventures Investment Holdings
-
In relation to their USD 211.8 million merger
-
Advised State Bank of India, State Bank of Mysore, State Bank of Travancore, State Bank of Bikaner and Jaipur, State Bank of Hyderabad, State Bank of Patiala and Bharatiya Mahila Bank on the State Bank of India’s USD 120 billion acquisition of the Merging Entities
-
On its cross–border amalgamation involving both foreign group companies (in the British Virgin Islands and the United Arab Emirates) and Indian group companies
-
On (i) The USD 418 million sale of its urea business to Yara Fertilisers India, pursuant to a scheme of arrangement (ii) The demerger of its consumer products business into Tata Global Beverages
-
On their merger with Bhushan Steel through a composite scheme of amalgamation, creating an enterprise worth USD 8.5 billion
-
On its merger with Mahindra Satyam and certain Mahindra Satyam subsidiaries
-
On (i) Its 66% acquisition in Sterling Holiday Resorts (India) (ii) Its composite scheme of arrangement with Quess Corp, Travel Corporation (India), TC Forex Services, TC Travel Services and SOTC Travel Management
-
On (i) Its 24% acquisition in Holcim (India) (ii) Its USD 2.18 billion merger with Holcim
-
In relation to the merger of Telenor with Bharti (ii) Before the New Delhi Bench of the NCLT, on the demerger of Tata’s consumer wireless mobile business into Bharti (iii) Indus Towers before the Chandigarh Bench of the NCLT, on Indus’ merger into Bharti
-
GlaxoSmithKline Consumer Health before the Chandigarh Bench of the NCLT in relation to its USD 3.1 billion merger with Hindustan Unilever, amongst the largest in the consumer goods space
-
On Gruh’s merger, through a scheme of amalgamation, with Bandhan Bank
-
On the demerger of its homes business into Kings Safetywear (India), before the New Delhi Bench of the NCLT and Com Dev Services India, before the Bengaluru Bench of the NCLT
-
On its merger with Capital First, Capital First Home Finance and Capital First Securities (controlled by Warburg Pincus) through a composite scheme of amalgamation
-
On its merger with Kotak Mahindra Bank, through a scheme of amalgamation
-
On its internal restructuring through a composite scheme of arrangement, before the Jaipur Bench of the Rajasthan High Court and subsequently, the New Delhi Bench of the NCLT
-
On KKR’s (i) 49.7% acquisition, through Radiant, of Max Healthcare Institute (ii) Majority acquisition of Max India’s allied health business (iii) 4.99% acquisition, through Kayak Investments Holdings, of Max Ventures Investment Holdings
-
In relation to their USD 211.8 million merger
-
Advised State Bank of India, State Bank of Mysore, State Bank of Travancore, State Bank of Bikaner and Jaipur, State Bank of Hyderabad, State Bank of Patiala and Bharatiya Mahila Bank on the State Bank of India’s USD 120 billion acquisition of the Merging Entities
-
On its cross–border amalgamation involving both foreign group companies (in the British Virgin Islands and the United Arab Emirates) and Indian group companies
-
On (i) The USD 418 million sale of its urea business to Yara Fertilisers India, pursuant to a scheme of arrangement (ii) The demerger of its consumer products business into Tata Global Beverages
-
On their merger with Bhushan Steel through a composite scheme of amalgamation, creating an enterprise worth USD 8.5 billion
-
On its merger with Mahindra Satyam and certain Mahindra Satyam subsidiaries
-
On (i) Its 66% acquisition in Sterling Holiday Resorts (India) (ii) Its composite scheme of arrangement with Quess Corp, Travel Corporation (India), TC Forex Services, TC Travel Services and SOTC Travel Management
-
On (i) Its 24% acquisition in Holcim (India) (ii) Its USD 2.18 billion merger with Holcim
-
In relation to the merger of Telenor with Bharti (ii) Before the New Delhi Bench of the NCLT, on the demerger of Tata’s consumer wireless mobile business into Bharti (iii) Indus Towers before the Chandigarh Bench of the NCLT, on Indus’ merger into Bharti
-
GlaxoSmithKline Consumer Health before the Chandigarh Bench of the NCLT in relation to its USD 3.1 billion merger with Hindustan Unilever, amongst the largest in the consumer goods space
-
On Gruh’s merger, through a scheme of amalgamation, with Bandhan Bank
-
On the demerger of its homes business into Kings Safetywear (India), before the New Delhi Bench of the NCLT and Com Dev Services India, before the Bengaluru Bench of the NCLT
-
On its merger with Capital First, Capital First Home Finance and Capital First Securities (controlled by Warburg Pincus) through a composite scheme of amalgamation
-
On its merger with Kotak Mahindra Bank, through a scheme of amalgamation
-
On its internal restructuring through a composite scheme of arrangement, before the Jaipur Bench of the Rajasthan High Court and subsequently, the New Delhi Bench of the NCLT
-
On KKR’s (i) 49.7% acquisition, through Radiant, of Max Healthcare Institute (ii) Majority acquisition of Max India’s allied health business (iii) 4.99% acquisition, through Kayak Investments Holdings, of Max Ventures Investment Holdings
-
In relation to their USD 211.8 million merger
-
Advised State Bank of India, State Bank of Mysore, State Bank of Travancore, State Bank of Bikaner and Jaipur, State Bank of Hyderabad, State Bank of Patiala and Bharatiya Mahila Bank on the State Bank of India’s USD 120 billion acquisition of the Merging Entities
-
On its cross–border amalgamation involving both foreign group companies (in the British Virgin Islands and the United Arab Emirates) and Indian group companies
-
On (i) The USD 418 million sale of its urea business to Yara Fertilisers India, pursuant to a scheme of arrangement (ii) The demerger of its consumer products business into Tata Global Beverages
-
On their merger with Bhushan Steel through a composite scheme of amalgamation, creating an enterprise worth USD 8.5 billion
-
On its merger with Mahindra Satyam and certain Mahindra Satyam subsidiaries
-
On (i) Its 66% acquisition in Sterling Holiday Resorts (India) (ii) Its composite scheme of arrangement with Quess Corp, Travel Corporation (India), TC Forex Services, TC Travel Services and SOTC Travel Management
-
On (i) Its 24% acquisition in Holcim (India) (ii) Its USD 2.18 billion merger with Holcim
-
In relation to the merger of Telenor with Bharti (ii) Before the New Delhi Bench of the NCLT, on the demerger of Tata’s consumer wireless mobile business into Bharti (iii) Indus Towers before the Chandigarh Bench of the NCLT, on Indus’ merger into Bharti
-
GlaxoSmithKline Consumer Health before the Chandigarh Bench of the NCLT in relation to its USD 3.1 billion merger with Hindustan Unilever, amongst the largest in the consumer goods space
-
On Gruh’s merger, through a scheme of amalgamation, with Bandhan Bank
-
On the demerger of its homes business into Kings Safetywear (India), before the New Delhi Bench of the NCLT and Com Dev Services India, before the Bengaluru Bench of the NCLT
-
On its merger with Capital First, Capital First Home Finance and Capital First Securities (controlled by Warburg Pincus) through a composite scheme of amalgamation
-
On its merger with Kotak Mahindra Bank, through a scheme of amalgamation
-
On its internal restructuring through a composite scheme of arrangement, before the Jaipur Bench of the Rajasthan High Court and subsequently, the New Delhi Bench of the NCLT
-
On KKR’s (i) 49.7% acquisition, through Radiant, of Max Healthcare Institute (ii) Majority acquisition of Max India’s allied health business (iii) 4.99% acquisition, through Kayak Investments Holdings, of Max Ventures Investment Holdings
-
In relation to their USD 211.8 million merger
-
Advised State Bank of India, State Bank of Mysore, State Bank of Travancore, State Bank of Bikaner and Jaipur, State Bank of Hyderabad, State Bank of Patiala and Bharatiya Mahila Bank on the State Bank of India’s USD 120 billion acquisition of the Merging Entities
-
On its cross–border amalgamation involving both foreign group companies (in the British Virgin Islands and the United Arab Emirates) and Indian group companies
-
On (i) The USD 418 million sale of its urea business to Yara Fertilisers India, pursuant to a scheme of arrangement (ii) The demerger of its consumer products business into Tata Global Beverages
-
On their merger with Bhushan Steel through a composite scheme of amalgamation, creating an enterprise worth USD 8.5 billion
-
On its merger with Mahindra Satyam and certain Mahindra Satyam subsidiaries
-
On (i) Its 66% acquisition in Sterling Holiday Resorts (India) (ii) Its composite scheme of arrangement with Quess Corp, Travel Corporation (India), TC Forex Services, TC Travel Services and SOTC Travel Management
-
On (i) Its 24% acquisition in Holcim (India) (ii) Its USD 2.18 billion merger with Holcim
-
In relation to the merger of Telenor with Bharti (ii) Before the New Delhi Bench of the NCLT, on the demerger of Tata’s consumer wireless mobile business into Bharti (iii) Indus Towers before the Chandigarh Bench of the NCLT, on Indus’ merger into Bharti
-
GlaxoSmithKline Consumer Health before the Chandigarh Bench of the NCLT in relation to its USD 3.1 billion merger with Hindustan Unilever, amongst the largest in the consumer goods space
-
On Gruh’s merger, through a scheme of amalgamation, with Bandhan Bank
-
On the demerger of its homes business into Kings Safetywear (India), before the New Delhi Bench of the NCLT and Com Dev Services India, before the Bengaluru Bench of the NCLT
-
On its merger with Capital First, Capital First Home Finance and Capital First Securities (controlled by Warburg Pincus) through a composite scheme of amalgamation
-
On its merger with Kotak Mahindra Bank, through a scheme of amalgamation
-
On its internal restructuring through a composite scheme of arrangement, before the Jaipur Bench of the Rajasthan High Court and subsequently, the New Delhi Bench of the NCLT
-
On KKR’s (i) 49.7% acquisition, through Radiant, of Max Healthcare Institute (ii) Majority acquisition of Max India’s allied health business (iii) 4.99% acquisition, through Kayak Investments Holdings, of Max Ventures Investment Holdings
-
In relation to their USD 211.8 million merger
-
Advised State Bank of India, State Bank of Mysore, State Bank of Travancore, State Bank of Bikaner and Jaipur, State Bank of Hyderabad, State Bank of Patiala and Bharatiya Mahila Bank on the State Bank of India’s USD 120 billion acquisition of the Merging Entities
-
On its cross–border amalgamation involving both foreign group companies (in the British Virgin Islands and the United Arab Emirates) and Indian group companies
-
On (i) The USD 418 million sale of its urea business to Yara Fertilisers India, pursuant to a scheme of arrangement (ii) The demerger of its consumer products business into Tata Global Beverages
-
On their merger with Bhushan Steel through a composite scheme of amalgamation, creating an enterprise worth USD 8.5 billion
-
On its merger with Mahindra Satyam and certain Mahindra Satyam subsidiaries
-
On (i) Its 66% acquisition in Sterling Holiday Resorts (India) (ii) Its composite scheme of arrangement with Quess Corp, Travel Corporation (India), TC Forex Services, TC Travel Services and SOTC Travel Management
-
On (i) Its 24% acquisition in Holcim (India) (ii) Its USD 2.18 billion merger with Holcim
-
In relation to the merger of Telenor with Bharti (ii) Before the New Delhi Bench of the NCLT, on the demerger of Tata’s consumer wireless mobile business into Bharti (iii) Indus Towers before the Chandigarh Bench of the NCLT, on Indus’ merger into Bharti
-
GlaxoSmithKline Consumer Health before the Chandigarh Bench of the NCLT in relation to its USD 3.1 billion merger with Hindustan Unilever, amongst the largest in the consumer goods space
-
On Gruh’s merger, through a scheme of amalgamation, with Bandhan Bank
-
On the demerger of its homes business into Kings Safetywear (India), before the New Delhi Bench of the NCLT and Com Dev Services India, before the Bengaluru Bench of the NCLT
-
On its merger with Capital First, Capital First Home Finance and Capital First Securities (controlled by Warburg Pincus) through a composite scheme of amalgamation
-
On its merger with Kotak Mahindra Bank, through a scheme of amalgamation
-
On its internal restructuring through a composite scheme of arrangement, before the Jaipur Bench of the Rajasthan High Court and subsequently, the New Delhi Bench of the NCLT
-
On KKR’s (i) 49.7% acquisition, through Radiant, of Max Healthcare Institute (ii) Majority acquisition of Max India’s allied health business (iii) 4.99% acquisition, through Kayak Investments Holdings, of Max Ventures Investment Holdings
-
In relation to their USD 211.8 million merger
-
Advised State Bank of India, State Bank of Mysore, State Bank of Travancore, State Bank of Bikaner and Jaipur, State Bank of Hyderabad, State Bank of Patiala and Bharatiya Mahila Bank on the State Bank of India’s USD 120 billion acquisition of the Merging Entities
-
On its cross–border amalgamation involving both foreign group companies (in the British Virgin Islands and the United Arab Emirates) and Indian group companies
-
On (i) The USD 418 million sale of its urea business to Yara Fertilisers India, pursuant to a scheme of arrangement (ii) The demerger of its consumer products business into Tata Global Beverages
-
On their merger with Bhushan Steel through a composite scheme of amalgamation, creating an enterprise worth USD 8.5 billion
-
On its merger with Mahindra Satyam and certain Mahindra Satyam subsidiaries
-
On (i) Its 66% acquisition in Sterling Holiday Resorts (India) (ii) Its composite scheme of arrangement with Quess Corp, Travel Corporation (India), TC Forex Services, TC Travel Services and SOTC Travel Management
-
On (i) Its 24% acquisition in Holcim (India) (ii) Its USD 2.18 billion merger with Holcim
-
In relation to the merger of Telenor with Bharti (ii) Before the New Delhi Bench of the NCLT, on the demerger of Tata’s consumer wireless mobile business into Bharti (iii) Indus Towers before the Chandigarh Bench of the NCLT, on Indus’ merger into Bharti
-
GlaxoSmithKline Consumer Health before the Chandigarh Bench of the NCLT in relation to its USD 3.1 billion merger with Hindustan Unilever, amongst the largest in the consumer goods space
-
On Gruh’s merger, through a scheme of amalgamation, with Bandhan Bank
-
On the demerger of its homes business into Kings Safetywear (India), before the New Delhi Bench of the NCLT and Com Dev Services India, before the Bengaluru Bench of the NCLT
-
On its merger with Capital First, Capital First Home Finance and Capital First Securities (controlled by Warburg Pincus) through a composite scheme of amalgamation
-
On its merger with Kotak Mahindra Bank, through a scheme of amalgamation
-
On its internal restructuring through a composite scheme of arrangement, before the Jaipur Bench of the Rajasthan High Court and subsequently, the New Delhi Bench of the NCLT
-
On KKR’s (i) 49.7% acquisition, through Radiant, of Max Healthcare Institute (ii) Majority acquisition of Max India’s allied health business (iii) 4.99% acquisition, through Kayak Investments Holdings, of Max Ventures Investment Holdings
-
In relation to their USD 211.8 million merger
-
Advised State Bank of India, State Bank of Mysore, State Bank of Travancore, State Bank of Bikaner and Jaipur, State Bank of Hyderabad, State Bank of Patiala and Bharatiya Mahila Bank on the State Bank of India’s USD 120 billion acquisition of the Merging Entities
-
On its cross–border amalgamation involving both foreign group companies (in the British Virgin Islands and the United Arab Emirates) and Indian group companies
-
On (i) The USD 418 million sale of its urea business to Yara Fertilisers India, pursuant to a scheme of arrangement (ii) The demerger of its consumer products business into Tata Global Beverages
-
On their merger with Bhushan Steel through a composite scheme of amalgamation, creating an enterprise worth USD 8.5 billion
-
On its merger with Mahindra Satyam and certain Mahindra Satyam subsidiaries
-
On (i) Its 66% acquisition in Sterling Holiday Resorts (India) (ii) Its composite scheme of arrangement with Quess Corp, Travel Corporation (India), TC Forex Services, TC Travel Services and SOTC Travel Management
-
On (i) Its 24% acquisition in Holcim (India) (ii) Its USD 2.18 billion merger with Holcim
-
In relation to the merger of Telenor with Bharti (ii) Before the New Delhi Bench of the NCLT, on the demerger of Tata’s consumer wireless mobile business into Bharti (iii) Indus Towers before the Chandigarh Bench of the NCLT, on Indus’ merger into Bharti
-
GlaxoSmithKline Consumer Health before the Chandigarh Bench of the NCLT in relation to its USD 3.1 billion merger with Hindustan Unilever, amongst the largest in the consumer goods space
-
On Gruh’s merger, through a scheme of amalgamation, with Bandhan Bank
-
On the demerger of its homes business into Kings Safetywear (India), before the New Delhi Bench of the NCLT and Com Dev Services India, before the Bengaluru Bench of the NCLT
-
On its merger with Capital First, Capital First Home Finance and Capital First Securities (controlled by Warburg Pincus) through a composite scheme of amalgamation
-
On its merger with Kotak Mahindra Bank, through a scheme of amalgamation
-
On its internal restructuring through a composite scheme of arrangement, before the Jaipur Bench of the Rajasthan High Court and subsequently, the New Delhi Bench of the NCLT
-
On KKR’s (i) 49.7% acquisition, through Radiant, of Max Healthcare Institute (ii) Majority acquisition of Max India’s allied health business (iii) 4.99% acquisition, through Kayak Investments Holdings, of Max Ventures Investment Holdings
-
In relation to their USD 211.8 million merger
-
Advised State Bank of India, State Bank of Mysore, State Bank of Travancore, State Bank of Bikaner and Jaipur, State Bank of Hyderabad, State Bank of Patiala and Bharatiya Mahila Bank on the State Bank of India’s USD 120 billion acquisition of the Merging Entities
-
On its cross–border amalgamation involving both foreign group companies (in the British Virgin Islands and the United Arab Emirates) and Indian group companies
-
On (i) The USD 418 million sale of its urea business to Yara Fertilisers India, pursuant to a scheme of arrangement (ii) The demerger of its consumer products business into Tata Global Beverages
-
On their merger with Bhushan Steel through a composite scheme of amalgamation, creating an enterprise worth USD 8.5 billion
-
On its merger with Mahindra Satyam and certain Mahindra Satyam subsidiaries
-
On (i) Its 66% acquisition in Sterling Holiday Resorts (India) (ii) Its composite scheme of arrangement with Quess Corp, Travel Corporation (India), TC Forex Services, TC Travel Services and SOTC Travel Management
-
On (i) Its 24% acquisition in Holcim (India) (ii) Its USD 2.18 billion merger with Holcim
-
In relation to the merger of Telenor with Bharti (ii) Before the New Delhi Bench of the NCLT, on the demerger of Tata’s consumer wireless mobile business into Bharti (iii) Indus Towers before the Chandigarh Bench of the NCLT, on Indus’ merger into Bharti
-
GlaxoSmithKline Consumer Health before the Chandigarh Bench of the NCLT in relation to its USD 3.1 billion merger with Hindustan Unilever, amongst the largest in the consumer goods space
-
On Gruh’s merger, through a scheme of amalgamation, with Bandhan Bank
-
On the demerger of its homes business into Kings Safetywear (India), before the New Delhi Bench of the NCLT and Com Dev Services India, before the Bengaluru Bench of the NCLT
-
On its merger with Capital First, Capital First Home Finance and Capital First Securities (controlled by Warburg Pincus) through a composite scheme of amalgamation
-
On its merger with Kotak Mahindra Bank, through a scheme of amalgamation
-
On its internal restructuring through a composite scheme of arrangement, before the Jaipur Bench of the Rajasthan High Court and subsequently, the New Delhi Bench of the NCLT
-
On KKR’s (i) 49.7% acquisition, through Radiant, of Max Healthcare Institute (ii) Majority acquisition of Max India’s allied health business (iii) 4.99% acquisition, through Kayak Investments Holdings, of Max Ventures Investment Holdings
-
In relation to their USD 211.8 million merger
-
Advised State Bank of India, State Bank of Mysore, State Bank of Travancore, State Bank of Bikaner and Jaipur, State Bank of Hyderabad, State Bank of Patiala and Bharatiya Mahila Bank on the State Bank of India’s USD 120 billion acquisition of the Merging Entities
-
On its cross–border amalgamation involving both foreign group companies (in the British Virgin Islands and the United Arab Emirates) and Indian group companies
-
On (i) The USD 418 million sale of its urea business to Yara Fertilisers India, pursuant to a scheme of arrangement (ii) The demerger of its consumer products business into Tata Global Beverages
-
On their merger with Bhushan Steel through a composite scheme of amalgamation, creating an enterprise worth USD 8.5 billion
-
On its merger with Mahindra Satyam and certain Mahindra Satyam subsidiaries
-
On (i) Its 66% acquisition in Sterling Holiday Resorts (India) (ii) Its composite scheme of arrangement with Quess Corp, Travel Corporation (India), TC Forex Services, TC Travel Services and SOTC Travel Management
