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India Got Independence 78 Years Ago, Its High Time We Give Our Businesses More Freedom: Analysis

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India Got Independence 78 Years Ago, Its High Time We Give Our Businesses More Freedom: Analysis


New Delhi: India’s entrepreneurial dream is facing a powerful barrier — its own regulatory machinery. A landmark report by Gautam Chikermane (Observer Research Foundation) and Rishi Agrawal, released in 2022, paints a striking picture of how excessive criminalization, outdated laws are stifling the country’s economic potential.

A Legal Maze That Can Put You Behind Bars

India’s business ecosystem is governed by 1,536 Acts at the union, state, and local levels, embedding 26,134 clauses that carry the possibility of imprisonment. These aren’t limited to serious fraud or environmental damage; even procedural lapses can send a businessperson to jail.

54 percent of all Acts—over 843 laws—contain criminal penalties. Of these, 29 percent are made at the Union level, while the remaining 71 percent come from the states.

The absurdity is often in the details. Some violations—like failing to whitewash walls, display a mandatory notice, or maintain a register—can result in up to three years in prison, a punishment on par with violent crimes.

 

Report Link: Jailed for Doing Business: The 26,134 Imprisonment Clauses in India’s Business Laws

Labour Laws: The Biggest Barricade

Labour-related regulations alone account for roughly half of all compliance obligations and contribute to 65 percent of imprisonment clauses. The Factories Act, 1948 is particularly stringent, making up 31 percent of these criminal provisions.


Transparency International Report

India ranks 96th out of 180 countries on Transparency International’s 2024 Corruption Perceptions Index, scoring just 38/100. KPMG estimates corruption costs India Rs 921 billion annually—over 1 percent of GDP.

Compliance Delay

Multiple studies have shown administrative lackluster in making approvals and compliance unnecessarily time-consuming.

Rent-Seeking Culture:

Complex procedures give officials discretionary powers. Instead of enabling business, extracting “fees” from entrepreneurs becomes the focal point.

The Economic Consequences

Such regulatory stranglehold has a direct impact on India’s growth trajectory:

Inhibits Business Formation – Fear of jail even for paperwork errors keeps many entrepreneurs from registering formally.

Discourages Investment – A hostile compliance climate pushes startups and investors toward friendlier jurisdictions.

Raises the Cost of Doing Business – Frequent inspections, legal risks, and “unofficial costs” eat into margins.

Limits Job Creation – Small businesses, the backbone of employment, suffer most—exacerbating India’s jobless growth challenge.

Modi Govt’s Reforms Implemented Since the Report

The 2022 Chikermane-Agrawal report has spurred notable changes:

Jan Vishwas (Amendment of Provisions) Act, 2023 – Decriminalized over 180 provisions across 42 central laws, replacing many jail terms with fines or compounding.

Jan Vishwas Bill 2.0 (Budget 2025) – Proposes decriminalizing 100+ additional minor provisions; aims to further reduce court burden and improve ease of doing business.

Companies Amendment Acts (2019 & 2020) – Decriminalized dozens of corporate offences and replaced imprisonment with administrative adjudication for minor violations.

Labour Law Overhaul – Four labour codes have replaced over 1,200 sections with only 22 carrying imprisonment, most for serious breaches.

State-Level Initiatives –

Telangana: Reforming 17 departments to replace minor offences with monetary penalties.

Uttar Pradesh: “Nivesh Mitra 3.0” aims to remove 98 percent of imprisonment clauses in state and concurrent laws by end-2025.

Kerala: Drafting legislation to decriminalize minor state-level offences.

What Needs to Change: Key Policy Priorities

If India is to truly unlock its economic potential, the country must move from a punishment-first regulatory mindset to one that fosters trust, efficiency, and enterprise. That requires targeted reforms in four critical areas.

First, India must end the criminalization of routine business compliance. Sending entrepreneurs to jail for failing to display a notice or update a register is not only disproportionate—it’s counterproductive. Imprisonment should be reserved for serious offences involving fraud, environmental damage, or willful harm. All other minor infractions should be addressed through monetary penalties, warnings, or compounding mechanisms.

Second, the state must tackle administrative inefficiency head-on. Endless paperwork, overlapping approvals, and outdated manual systems slow down business formation and expansion. Streamlining laws, introducing single-window clearance systems (which the government has incessantly focusing upon for the last 1.5 decades), and expanding end-to-end digital approvals can significantly reduce the time and cost of compliance.

Third, corruption and rent-seeking behaviours must be dismantled. Discretionary powers in the hands of inspectors and officials often create opportunities for bribes and harassment. Strong oversight, transparent processes, and reduced human intervention in approvals are essential to restoring fairness and trust in the system.

Finally, India must remove the fear factor from entrepreneurship. A regulatory environment built on intimidation discourages risk-taking, drives businesses into the informal sector, and deters investment. Instead, the state should position itself as a guide and facilitator—offering clear guidance, compliance support, and a business-friendly tone that encourages rather than punishes.

By addressing these four priorities, India can move decisively toward a more enabling, transparent, and growth-oriented business environment—one where entrepreneurship thrives and economic potential is fully realised.

The Chikermane report is a wake-up call. If India wants to become a global economic powerhouse, it must decriminalize routine business compliance, simplify its regulatory architecture, and restore trust between the state and its entrepreneurs.

Govt Reforms In Last Few Years Instilled Confidence Among Entreprenuers 

Reforms like the Jan Vishwas Acts and labour code simplification are steps in the right direction—but they must be implemented swiftly and uniformly across states. Without urgent reform, India risks smothering its own growth potential, driving innovation underground, and denying millions the opportunities they deserve.


(Opinion Expressed In The Article Are That Of The Author. Zee News Does Not Endorse)

 

 



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Dick’s Sporting Goods raises guidance after second-quarter earnings beat

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Dick’s Sporting Goods raises guidance after second-quarter earnings beat


A Dick’s Sporting Goods store is shown in Oceanside, California, U.S., May 15, 2025.

Mike Blake | Reuters

Dick’s Sporting Goods raised its full-year sales and earnings guidance after delivering fiscal second-quarter results that beat expectations.

The company is now expecting comparable sales to grow between 2% and 3.5%, up from a previous range of 1% and 3% and ahead of analyst estimates of 2.9%, according to StreetAccount. 

Dick’s said its earnings per share are now expected to be between $13.90 and $14.50, up from a previous range of $13.80 to $14.40. Analysts were expecting $14.39 per share, according to LSEG.

Here’s how the company performed compared with what Wall Street was anticipating, based on a survey of analysts by LSEG:

  • Earnings per share: $4.38 adjusted vs. $4.32 expected
  • Revenue: $3.65 billion vs. $3.63 billion expected

The company’s reported net income for the three-month period that ended Aug. 2 was $381 million, or $4.71 per share, compared with $362 million, or $4.37 per share, a year earlier. Excluding one-time items related to its acquisition of Foot Locker and other costs, Dick’s posted earnings per share of $4.38.

Sales rose to $3.65 billion, up about 5% from $3.47 billion a year earlier. During the quarter, comparable sales also grew 5%, well ahead of expectations of 3.2%, according to StreetAccount. 

“Our performance shows how well our long-term strategies are working, the strength and resilience of our operating model and the impact of our team’s consistent execution,” CEO Lauren Hobart said in a news release. “Our Q2 comps increased 5.0%, with growth in average ticket and transactions, and we drove second quarter gross margin expansion.”

While Dick’s comparable sales guidance came in ahead of expectations, its full-year revenue outlook was slightly below estimates. The company said it’s expecting revenue to be between $13.75 billion and $13.95 billion, below estimates of $14 billion, according to LSEG.

Dick’s said its raised profit guidance includes the impact of tariffs that are currently in effect. In an interview with CNBC’s Courtney Reagan, Dick’s executive chairman Ed Stack said the company has implemented some price increases to offset the impact of higher duties but has been “surgical” in its approach.

“We’ve been able to do what we need to from a pricing standpoint, whether that’s from the national brands or from our own brands, and then other places where we’ve held price, we’ve been able to do that, and we’ve offset it someplace else, which is what you have to do in these in these situations, and the team’s done a great job doing that,” Stack said.

Hobart said during Thursday’s call with analysts that the retailer hasn’t seen its shoppers balking at the “small-level” price increases that have gone into effect.

Hobart said broadly Dick’s hasn’t seen any signs of a consumer spending slowdown as a result of tariffs. She said Dick’s saw growth across all of its key segments during the quarter.

Foot Locker tie-up

The company said its guidance doesn’t include any potential impact from its acquisition of Foot Locker, such as costs or results from the planned takeover, which is expected to close on Sept. 8. 

In May, Dick’s announced it would be acquiring its longtime rival for $2.4 billion, giving it a competitive edge in the wholesale sneaker market, most importantly for Nike products, along with a bigger global presence.

Nike is a critical brand partner for both Dick’s and Foot Locker and, at times, their performance is reliant on how well the sneaker brand is doing. During the quarter, Stack said new drops from Nike’s revamped running portfolio, including the Pegasus Premium and the Vomero Plus, are performing so well, it can’t keep the shoes in stock.

“Anything that’s new, innovative and kind of the cool factor, is blowing out,” Stack said.

However, the acquisition also comes with risks. Foot Locker’s business has been in the midst of an ambitious turnaround under CEO Mary Dillon but the company is still struggling.

In the quarter ended Aug. 2, Foot Locker’s sales fell 2.4% and it posted a loss of $38 million. The company faces a range of existential challenges, including its heavy mall footprint, its small online business and a core consumer that often has less discretionary income than the core Dick’s consumer. 

Once the businesses are combined, Foot Locker’s struggles could ultimately weigh on Dick’s overall results. On the other hand, the combined company will become the No. 1 seller of athletic footwear in the U.S., which will allow it to better compete against its next biggest rival, JD Sports. 

Stack acknowledged to CNBC that Foot Locker’s earnings “were not great” but said the company has a strategy.

“We have a game plan of how to turn this around,” Stack told Reagan. “We think that we can return Foot Locker to its rightful place in the top of this industry and we’re excited to roll up our sleeves and get started with that.”

Dick’s plans to operate Foot Locker as a separate entity. Moving forward, Stack said the company plans to break out details on how each brand is performing when releasing quarterly results. It’ll provide separate details on how Dick’s performed and how Foot Locker performed so investors can get a sense of what’s going on in each part of the business.

Hobart said during Thursday’s earnings call that as part of the acquisition, Dick’s plans to invest in Foot Locker stores and marketing. She also said Dick’s sees opportunities in merchandising and bringing in a new assortment of products.

“As Foot Locker becomes part of the Dick’s family, we are an even more important brand to our wholesale partners, and that’s part of the thesis,” Hobart said.

Earlier this week, Dick’s said it had received all regulatory approvals associated with the transaction. It’s unclear if it had to divest any stores to satisfy the FTC’s requirements.

— CNBC’s Ali McCadden contributed to this report.



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Ex-WH Smith finance boss delays Greggs board appointment amid accounting probe

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Ex-WH Smith finance boss delays Greggs board appointment amid accounting probe



Greggs has delayed the appointment of incoming board director Robert Moorhead due to a review into a major accounting error at his previous firm, WH Smith.

The high street bakery chain said Mr Moorhead – the former finance chief at WH Smith – had asked to delay his appointment until a review by Deloitte into the blunder at WH Smith is completed.

He had been due to start at Greggs on October 1 as an independent non-executive director and chair of the audit committee.

Mr Moorhead left WH Smith in 2024 after more than 20 years at the chain.

The delay to his appointment comes after WH Smith saw nearly £600 million wiped off its stock market value last week when it revealed a review of its finances had discovered trading profits in North America had been overstated by about £30 million.

It warned that annual profits would be lower than expected as a result, sending shares down by more than 40% at one stage during the day.

WH Smith said it had found an issue in how it calculated the amount of supplier income it received – leading it to be recognised too early.

It means the group is now expecting a trading profit for the US of about £25 million for the year to August – a cut from the previous £55 million forecast.

As a result, the company lowered its outlook for annual pre-tax profits to around £110 million.

Greggs said Kate Ferry will remain as a non-executive director and will continue as chair of the audit committee in the interim.



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Electric cars eligible for £3,750 discount announced

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Electric cars eligible for £3,750 discount announced


Pritti MistryBusiness reporter, BBC News

Ford A bright yellow Ford Puma parked beside a street. A person in a red jacket, black shorts, and white sneakers walks on the pavement in front of a green building with horizontal white slats. The car faces right, and its license plate reads 'HOI108'.Ford

The first electric vehicles (EV) eligible for the £3,750 discount under the government’s grant scheme have been announced.

The Department for Transport confirmed Ford’s Puma Gen-E or e-Tourneo Courier would be discounted as part of plans to encourage drivers to move away from petrol and diesel vehicles.

Under the grant scheme, the discount applies to eligible car models costing up to £37,000, with the most environmentally friendly ones seeing the biggest reductions. Another 26 models have been cleared for discounts of £1,500.

Carmakers can apply for models to be eligible for grants, which are then automatically applied at the point of sale.

More vehicles are expected to be approved in the coming weeks and the DfT said the policy would bring down prices to “closely match their petrol and diesel counterparts”.

The government has pledged to ban the sale of new fully petrol or diesel cars from 2030.

But many drivers cite upfront costs as a key barrier to buying an EV and some have told the BBC that the UK needs more charging points.

According to Ford’s website, the recommended retail price (RRP) for a new Puma Gen-E starts from £29,905 while a petrol equivalent is upward of £26,060. With the reduction applied, buyers would be looking in the region of £26,155 for the EV version.

The grants to lower the cost of EVs will be funded through the £650m scheme, and will be available for three years.

There are around 1.3 million electric cars on Britain’s roads but currently only around 82,000 public charging points.

Full list of EVs eligible for the £1,500 discount

  • Citroën ë-C3 and Citroën ë-C3 Aircross
  • Citroën ë-C4 and Citroën ë-C4 X
  • Citroën ë-C5 Aircross
  • Citroën ë-Berlingo
  • Cupra Born
  • DS DS3
  • DS N°4
  • Nissan Ariya
  • Nissan Micra
  • Peugeot E-208
  • Peugeot E-2008
  • Peugeot E-308
  • Peugeot E-408
  • Peugeot E-Rifter
  • Renault 4
  • Renault 5
  • Renault Alpine A290
  • Renault Megane
  • Renault Scenic
  • Vauxhall Astra Electric
  • Vauxhall Combo Life Electric
  • Vauxhall Corsa Electric
  • Vauxhall Frontera Electric
  • Vauxhall Grandland Electric
  • Vauxhall Mokka Electric
  • Volkswagen ID.3

The up-front cost of EVs is higher on average than for petrol cars.

According to Autotrader, the average price of a new battery electric car was £49,790 in June 2025, based on manufacturers’ recommended prices for 148 models.

The equivalent for a petrol car was £34,225, but the average covers a broad range of prices.

Transport Secretary Heidi Alexander said the grant scheme was making it “easier and cheaper for families to make the switch to electric”.

Edmund King, president of the AA, said drivers “frequently tell us that the upfront costs of new EVs are a stumbling block to making the switch to electric”.

“It is great to see some of these more substantial £3,750 discounts coming online because for some drivers this might just bridge the financial gap to make these cars affordable.”



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