Sanjay Shah at centre of Denmark’s failed £1.4bn tax fraud claim
He was the most prominent name in the eight-year legal battle brought by Denmark’s tax authority
FILE PHOTO: A court drawing made by Jesper Andkjaer shows British businessman Sanjay Shah during a constitutional hearing at the Glostrup Court in Glostrup, Denmark, on December 7, 2023. (Photo by JESPER ANDKJAER/Ritzau Scanpix/AFP via Getty Images)
Pramod Thomas is a senior correspondent with Asian Media Group since 2020, bringing 19 years of journalism experience across business, politics, sports, communities, and international relations. His career spans both traditional and digital media platforms, with eight years specifically focused on digital journalism. This blend of experience positions him well to navigate the evolving media landscape and deliver content across various formats. He has worked with national and international media organisations, giving him a broad perspective on global news trends and reporting standards.
DENMARK has lost a landmark £1.4 billion tax fraud case at London’s High Court, in a ruling that placed the spotlight once again on Asian financier Sanjay Shah, the man once described as the “mastermind” of complex dividend schemes that cost European governments billions.
Shah, a British Indian trader and hedge fund manager, was the most prominent name in the eight-year legal battle brought by Denmark’s tax authority, Skatteforvaltningen (Skat).
At the centre was his company, Solo Capital Partners, which played a major role in so-called cum-ex schemes – a method of exploiting tax loopholes to generate multiple refunds of dividend taxes that had only been paid once.
Justice Andrew Baker, delivering his decision after an 18-month trial, said Skat had not proved that it was deceived into paying out the refunds. He was scathing about Shah’s evidence, calling him “not a trustworthy individual” who gave “implausible claims and obvious lies”.
“I do not consider it safe, in general, to treat anything Shah says for himself or about the Danish dividend tax refund factory he created as reliable evidence of fact,” the judge said.
Despite those words, the court found the Danish tax authority’s controls were “so flimsy as to be almost non-existent”. Of 4,170 refund claims examined between 2012 and 2015, none were valid under Danish law – yet all could have been rejected if proper checks had been in place.
Born to Indian parents and raised in London, Shah founded Solo Capital in 2009, building it into a hedge fund known for high-risk, high-reward strategies. By the early 2010s, it had become a key player in refining cum-ex trades, focusing particularly on Denmark.
In 2016, amid growing scrutiny, Solo Capital was shut down. Shah moved to Dubai, where he lived in luxury until Danish prosecutors secured his extradition in 2023. A year later, he was convicted of fraud in Denmark and handed the country’s toughest sentence in such a case.
The London ruling represents a major setback for Denmark, which had sought to recover billions through the English courts. “We strongly disagree with the premises of the judgment and are now seeking to appeal it,” the Danish government said in a statement.
The case, originally involving over 100 defendants, has been one of the most expensive civil proceedings ever brought in Britain. Legal sources suggest costs could reach hundreds of millions of pounds.
The court also cleared Jas Bains, a British lawyer of Indian heritage who worked at Solo Capital from 2010 to 2013. Bains later turned whistleblower, warning Danish authorities about the volume of trades. He said the long legal fight had cost him eight years of his life.
“I’m grateful to the justice system for exonerating me,” Bains told the BBC.
For Sanjay Shah, the judgment underlines his notoriety. Though Denmark failed in London, his name is now firmly associated with one of Europe’s biggest financial scandals. For many, the case highlights not only individual greed, but also the systemic failings that allowed billions to flow out of public coffers unchecked.
A TOP London hotelier has said integrity forms the foundation of his work, stressing the importance of strong moral principles in guiding business decisions.
At the Eastern Eye Property Awards last Thursday (25), Tony Matharu revealed that success comes from staying true to values, taking calculated risks, and seeing opportunities where others see obstacles.
He also spoke about the importance of London to the country’s economy and the difference between first- and secondgeneration entrepreneurs.
Matharu, founder and chairman of Integrity International Group, won the top honour at the annual awards ceremony in London last week.
The British Asian entrepreneur, whose firm acquired some of London’s iconic buildings, said during a masterclass, “If you are true to yourself and true to others, you don’t compromise. You hold on to your moral philosophy. That is integrity.
“You can be flexible in different aspects of your life, but your moral principles should remain steadfast.
“Your values should stay with you – they are your guiding light. It’s not easy to attain, but it is essential. That is why calling my company Integrity International carries great responsibility.
“If everyone in your group, employees, associates, suppliers, understands that, you create a better world.”
Reflecting on his upbringing, Matharu said, “Your domestic environment, school, university, work — all shape your thinking as you age. The early years are critical, and a mother plays a significant part in that.
“My mother instilled values that stick with me to this day. We were like many Asian families. I was born in the UK, but my parents came from Kenya. My father was an engineer and hoped we would choose professions like medicine, law, and accountancy. My mother was more entrepreneurial. We didn’t have a family business, so I guess that inspired me to start one.”
Asked what values are needed both to recognise the potential and to have the courage to commit to ambitious projects, Matharu said, “First and second‑generation immigrants often have a different set of priorities. Typically, particularly for first‑generation immigrants, they are not surrounded by a protective support network from the local population.
“If they are going to succeed, they have to do it themselves. They live and die by their performance and how others view their work, and their achievements are self‑made. This, I believe, gives them resilience and the ability to overcome obstacles and challenges that perhaps third‑ and fourth‑generation immigrants or indigenous populations do not experience.
“It also becomes part of their outlook to look for opportunities. That process requires courage, sacrifice, investment and a willingness to back yourself to bring an idea to fruition.
“Not everybody takes such risks. They have been prepared to fail, sometimes have failed, but got up and tried again. That, I believe, is the essence of these kinds of property acquisitions.”
The businessman added, “You need courage and a feasible plan. You must assess whether there is value to be obtained through investment, secure the right planning permissions, overcome challenges, and seize the opportunity. But above all, you must be prepared to invest time, effort, travel, and money to achieve success.”
Matharu said he “owes a lot to London” as he started and grew his business in the city.
He said, “I think younger people today might have a different view. Particularly after Covid, there is a lot of anxiety about where the world is heading and whether the capital city is fulfilling its potential.
“Yet, London still has the foundation of something exceptional, much like a heritage building that holds all the greatest qualities you might want. It offers culture, heritage, the arts, education, strong systems, and the rule of law, along with opportunities for personal growth.
“Many Londoners in this room would have taken advantage of these opportunities, but it is becoming increasingly difficult. Political choices have, in effect, treated London as though it should be diminished or ignored. That is no longer part of the public discourse, and I think this is dangerous. London and the southeast are the only two areas in the country that contribute more to the Treasury than they receive.
“In purely economic terms, London is the beating heart of the British economy.” He added, “Beyond economics, London’s diversity and the opportunities it offers for visitors and workers alike are unmatched in any city I have been to. It remains a place where obstacles to progression can be removed, allowing people to thrive. Long live London — we must retain it, enhance it, improve it, and restore its vitality. This is the purpose behind the Central London Alliance.
Matharu recalled how the CLA was created to fill a gap.
“In the post‑Covid lockdown world, no one was speaking up for London. In response, I set up this community interest company. Initially, I thought we would need just 50 supporters to join forces to promote London and encourage people to return to workplaces, theatres, green spaces, and cultural life.
“Six years later, the alliance has grown to over 20,000 members, and it continues to connect people and businesses. We now host events such as the London Sports Festival and fashion shows in iconic locations, driving footfall and global attention to London’s heritage.”
Matharu also shared his views on the balance between instinct and data.
The experienced entrepreneur said, “When it comes to decision‑making, I am a strong believer in instinct. It does not come from nowhere - it comes from years of observing, listening and learning. You might not be able to immediately explain why something feels right, but experience tells you when an opportunity has value.”
He cited examples from sport and business where instinct guided success, stressing its continuing importance even in a world which is not embracing artificial intelligence (AI).
Matharu expressed caution about AI, stressing that “intelligence left on its own can be dangerous” and arguing for moral constraints on its use.
He recalled a Cambridge University initiative combining mathematics, theology and computing to explore the ethics of AI, suggesting that moral frameworks should guide its development. Matharu also stressed the need for “integrity and honesty” in political decision‑making. He argued that economic growth should underpin public spending across the country, not just London.
“The good of the country comes from good economic conditions,” he said.
“We need to ensure policies encourage investment, growth and jobs, not disincentivise them.”
Matharu pointed to recent measures affecting the property sector, particularly the removal of business property tax relief, as damaging to long‑term investment.
“This tax disincentivises growth,” he said. “Many family businesses face a heavy tax burden on succession, forcing them to sell or close. That harms employment and reduces investment.” He warned that such measures erode confidence and could undermine the property market and wider economy.
Matharu also reflected on what keeps him awake at night. “It’s the obstacles that stand in the way of long‑term investment and legacy,” he said. “If policies undermine that, it questions the worth of years of hard work and risks. We must encourage those who create value, rather than penalise them.”
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Sanjay has been with the Group for more than ten years and was involved in major deals including the purchase of St John’s Wood Care Home during the pandemic. (Photo credit: Arora Group)
ARORA Group has appointed Sanjay Arora as its new Chief Executive Officer.
Sanjay has been with the Group for more than ten years and was involved in major deals including the purchase of St John’s Wood Care Home during the pandemic, the acquisition of two large shopping centres, the creation of a property team and the delivery of Buckinghamshire Golf Club.
Surinder Arora, Founder and Executive Chairman of the Group, said: “Watching Sanjay’s journey from his earliest days in the business has been one of my proudest privileges. His ability to blend innovation with a deep respect for our values means the Group is in safe hands. The stage now belongs to the next generation, one that honours our roots while reaching boldly toward new horizons. We step into the future with a modern leadership that understands both the numbers and the narrative of an evolving world.”
Sanjay Arora said: “It is a privilege to take on the role of CEO at such an exciting time in the Group’s journey. I look forward to working with our talented teams across the business to continue building on our legacy, delivering exceptional experiences, and pursuing new opportunities for sustainable growth.”
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Employees of Indian IT services exporter LTIMindtree work inside its office in Bengaluru, India, September 24, 2025. (Photo credit: Reuters)
US PRESIDENT Donald Trump’s decision to sharply increase H-1B visa application costs is expected to accelerate American companies’ move to shift more high-value work to India. Economists and industry experts say this will further boost the growth of global capability centres (GCCs), which manage operations ranging from finance to research and development.
India hosts about 1,700 GCCs, more than half of the global total. These centres, which began with a focus on tech support, have expanded into innovation-driven work, including car dashboard design and drug discovery.
Analysts say growing use of artificial intelligence and tightening visa rules are leading US companies to reassess labour strategies, with India-based GCCs emerging as key hubs combining global expertise with local leadership.
“GCCs are uniquely positioned for this moment. They serve as a ready in-house engine,” said Rohan Lobo, partner and GCC industry leader at Deloitte India. He said he was aware of several US firms currently reassessing workforce plans. “Plans are already underway,” he added, citing increased activity in financial services and technology, especially among firms connected to US federal contracts.
Lobo said he expected GCCs to “take on more strategic, innovation-led mandates” going forward.
Earlier this month, Trump raised the cost of new H-1B visa applications to $100,000, up from the earlier range of $2,000 to $5,000. The increase adds pressure on US companies that rely on skilled foreign workers to fill critical roles.
On Monday, US senators reintroduced a bill seeking tighter rules on H-1B and L-1 visa programmes, aimed at closing what they described as loopholes and misuse by major employers.
Industry experts say that if visa restrictions remain in place, US firms are likely to shift advanced work in artificial intelligence, product development, cybersecurity and analytics to their GCCs in India, while retaining more strategic functions in-house rather than outsourcing.
Lalit Ahuja, founder and CEO of ANSR, which has helped companies such as FedEx, Bristol-Myers Squibb, Target and Lowe’s set up GCCs, said, “There is a sense of urgency.”
Reassessing India strategies
Ramkumar Ramamoorthy, former managing director of Cognizant India, said the trend could even lead to “extreme offshoring” in some cases. He pointed out that the Covid-19 pandemic had already shown that critical technology work could be done remotely.
US government data shows that Amazon, Microsoft, Apple, Alphabet (Google’s parent), JPMorgan Chase and Walmart were among the biggest sponsors of H-1B visas. All of them have significant operations in India but declined to comment, given the political sensitivity of the issue.
“Either more roles will move to India, or corporations will near-shore them to Mexico or Colombia. Canada could also take advantage,” said the India head of a retail GCC.
Even before the latest visa fee hike and plans for a new selection process favouring higher-paid roles, India was projected to host the GCCs of more than 2,200 companies by 2030, with the market size nearing $100 billion. “This whole ‘gold rush’ will only get accelerated,” Ahuja said.
Implications for India
Some remain cautious, noting the risks of new legislation. If the proposed HIRE Act is passed, US companies could face a 25 per cent tax on outsourcing work overseas, a move that could disrupt India’s services exports.
“For now, we are observing and studying, and being ready for outcomes,” said the India head of a US drugmaker’s GCC.
Trade tensions between the two countries have extended into services, with visa curbs and the HIRE Act proposal threatening India’s cost advantage and cross-border service flows.
India’s $283 billion IT industry, which contributes nearly 8 per cent of GDP, may come under pressure. However, rising demand for GCC services could offset part of the impact.
“Lost revenues from H-1B visa reliant businesses could be somewhat supplanted by higher services exports through GCCs, as US-based firms look to bypass immigration restrictions to outsource talent,” Nomura analysts said in a research note last week.
(With inputs from Reuters)
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He will also receive an on-target yearly bonus of 150 per cent and a long-term incentive grant equal to 7.25 times his salary.
BRITISH drugmaker GSK on Monday named Luke Miels as its CEO designate. He will take over from Emma Walmsley, who steps down after nine years leading the company.
Miels will formally assume the role on January 1. He will be responsible for steering GSK towards its target of generating more than 40 billion pounds ($53.78 billion) in annual sales by 2031.
Remuneration
Miels’ annual base salary will start at 1.38 million pounds, lower than Walmsley’s 2025 salary of 1.43 million pounds, according to GSK’s annual report.
He will also receive an on-target yearly bonus of 150 per cent and a long-term incentive grant equal to 7.25 times his salary.
Who is Miels?
Miels, 50, joined GSK in 2017 as chief commercial officer. He has overseen the company’s global medicines and vaccines portfolio, which generates annual sales of over 20 billion pounds across more than 100 countries.
He is an Australian national, holding a biology degree from Flinders University and an MBA from Macquarie University. He began his career as a sales representative at AstraZeneca before moving into senior roles at Sanofi and Roche.
Career path
AstraZeneca 1995 – 2000: Sales and marketing roles
Sanofi-Aventis 2004 – 2006: Vice President, Sales Metabolism, New Jersey, USA 2004: Integration Officer, North America, Sanofi/Aventis merger 2003 – 2004: General Manager & Managing Director, Aventis Thailand 2002 – 2003: General Manager & Managing Director (Acting) 2000 – 2001: Head, Strategic Planning and Portfolio Management
Roche Pharmaceuticals 2009 – 2014: Regional Head, Asia Pacific (Shanghai, then Singapore) 2006 – 2009: VP/Head of Metabolism & Anemia Global Marketing, Switzerland
AstraZeneca May 2014 – August 2017: Executive Vice President, European business Earlier: Executive Vice President, Global Product and Portfolio Strategy, Global Medical Affairs, and Corporate Affairs
GSK September 2017 – Present: Chief Commercial Officer
(With inputs from Reuters)
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Many of the apps appeared legitimate when installed directly from the Google Play Store
More than 38 million downloads across 228 countries and territories
Cybersecurity firm HUMAN uncovered large-scale fraud campaign dubbed SlopAds
Apps disguised on Google Play Store and fake ad pages
US, India and Brazil hardest hit by fraudulent traffic
Google continues crackdown following recent security breaches
38 million downloads linked to fraudulent apps
Google has removed 224 Android apps after investigators uncovered a vast advertising fraud scheme. The operation, named SlopAds, involved apps that had been downloaded more than 38 million times across 228 countries and territories.
The discovery was made by the Satori Threat Intelligence and Research Team at cybersecurity company HUMAN, which confirmed that the apps were designed to manipulate online advertising systems by generating fake ad views and clicks.
How the scam worked
Many of the apps appeared legitimate when installed directly from the Google Play Store. Others were distributed via ads that led to fake download pages. Once installed, the apps carried out hidden instructions.
According to HUMAN’s report, the apps used steganography to conceal malicious code within images and then created hidden web views to open scam-controlled sites. These sites generated fraudulent ad impressions and clicks, tricking advertisers into paying for traffic that never existed.
Global impact of SlopAds
At its peak, the campaign accounted for 2.3 billion ad bid requests each day. The United States was the worst affected, with 30 per cent of fraudulent traffic, followed by India at 10 per cent and Brazil at 7 per cent.
Investigators also found hundreds of promotional domains and servers linked to the scheme, suggesting that those behind it intended to expand the operation even further.
Google under pressure
This crackdown comes during a challenging period for Google’s security teams. Earlier this month, the company confirmed a major data breach affecting Gmail users and issued a critical update to patch an Android vulnerability that allowed hackers to seize control of devices.
With services spanning 219 countries and territories, Google’s global reach makes it an attractive target for fraudsters seeking to exploit its platforms and users.