Last Updated: 10th Sept, 2026
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Earlier this month, NCLT barred Essel Group chairman Subhash Chandra from selling his assets, while the tribunal examines a proposed repayment plan involving admitted claims of about ₹22,006 cr against his personal guarantees. The proposed repayment is reportedly of ₹6.5 cr. The numbers are rather baffling. At one point, Chandra and the promoter group held about 42% of Zee Entertainment. Today, that holding is a mere 4%.
A significant part of Essel’s expansion beyond media over the years to businesses like roads, solar and packaging was funded by borrowing against Zee shares. Banks, NBFCs and MFs lent against pledged shares, with personal guarantees from Chandra providing an additional layer of security. The structure worked well as long as two things were in place: a healthy Zee share price, and seamless access to refinancing.
Then came the IL&FS crisis in late 2018, which triggered a broader liquidity squeeze. Refinancing now became a sticky challenge. Zee’s share price fell, and lenders began enforcing their rights over pledged shares. Selling pressure pushed the stock lower, which pressurised the remaining collateral and created a vicious cycle. The same debt that had helped finance Essel’s expansion was now threatening the promoter’s ownership of the very business that had generated the collateral.
Chandra took steps to address the crisis. He sold an 11% stake in Zee to Invesco and the Openheimer for about ₹4,224 cr, and the solar business to Adani Group for around ₹1,300 cr. Essel repaid about ₹4,450 cr within months of the crisis emerging. By end-2019, Chandra had sold most of his remaining stake and stepped down as Zee Entertainment chairman.
But there’s a key distinction that must be made between losing ownership and losing liability. Selling shares, or stepping down from a company chairmanship, doesn’t automatically extinguish a personal guarantee. Guarantee is an obligation of the individual until the underlying liability is settled, or the guarantee is released. This cautionary tale is about promoter leverage gone wrong.
For promoters, pledging shares is effectively borrowing against the future value of an asset, whose price can change dramatically. Risk becomes acute when the flagship company’s shares are used to finance unrelated, capital-intensive businesses. The company may have strong fundamentals, but its share price can still become vulnerable to events completely outside its operating performance, and a personal guarantee worsens the equation further. The promoter may ultimately become the last line of repayment when corporate assets and pledged shares are no longer sufficient.
For investors, there’s another crucial lesson. Promoter share-pledging is not hidden information. Listed companies disclose such details periodically, allowing investors to measure the extent of promoter’s ownership pledge. Sadly, this actionable information remains one of the least-watched indicators in equity investing.
A promoter may own 40% of a company. But if a large part of that stake is pledged, headline ownership can be misleading. The real question is: how much of that ownership is truly free, and how much is supporting someone else’s debt? Leverage rarely looks dangerous when markets are rising. It is only when the tide turns that you discover who had been swimming without a life jacket all along.
The lesson for promoters from this episode is: don’t mortgage tomorrow’s ownership to finance today’s ambition. For investors, the lesson is: before buying the company’s growth story, check whether the promoter has borrowed against it. You’ll get clues that may save you the effort to look for clues in hindsight.
About the Author
Amar K Ambani is Executive Director at YES SECURITIES
