Indofil Industries Limited (Indofil), We Constantly Strive to Create a Greener Future Every Day for Those Who Feed the World
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28Th Annual Report 2020-21 Mr
28th Annual Report 2020-21 Mr. K K Modi August 27, 1940 – November 2, 2019 Business is about expanding your reach, touching more and more lives, creating meaningful relationships. 02-40 41-97 Corporate Overview Statutory Reports 04 Indofil at a Glance 24 Adapting to Change - with a 41 Notice Renewed Approach 06 Our Presence 52 Management Discussion 28 Achieving Success - across and Analysis 08 Product Portfolio Geographies and Markets 62 Director’s Report 12 Message from Chairperson 30 Achieving Success - in 69 Annexures to 14 Message from COO Manufacturing and Supply Director’s Report 16 Financial Highlights Chain Management 89 Corporate 32 Aspiring for Sustainable 18 Business Model Governance Report Growth 20 Strategic Priorities 34 Environment, Health & 22 Adapting to Challenges - Safety Emerging Stronger 98-226 36 Social Responsibility Financial Statements 38 Board of Directors 99 Standalone 160 Consolidated “Intelligence is the ability to adapt to change” STEPHEN HAWKING While challenges present themselves in unique ways, we at Indofil realise the value of perseverance and prudence. It guides us to Adapt to change, Achieve phenomenal success and Aspire for sustainable progress - keeping our long-term vision intact, without losing sight of our goals. Keeping pace work culture amidst on our robust R&D with the evolving a pandemic, we are capabilities, we now market dynamics aligning our priorities aspire to fulfil goals and the changing and leveraging our with a clear and user demands, strengths to deliver concerted roadmap for we are constantly exceptional solutions. success. Our ability to restructuring our consistently develop practices and With an ardent sustainable and processes, protecting focus on a value- innovative solutions the very essence of accretive product that prioritise the sustainability in all pipeline, we are needs of our end users, our endeavours. -
Lalit Modi Was Born in a Wealthy and Successful Business Family
Lalit Modi was born in a wealthy and successful business family. His father Krishan Kumar Modi is Chairman of Modi Enterprises, a Rs.40 billion business empire which was founded by his grandfather, Raj Bahadur Gujarmal Modi [8] (Founder of town Modinagar ). He attended boarding schools like Bishop Cotton School in Shimla and others in Nainital . He disliked school, and often ran away. After his schooling, he was determined to continue with his studies in the United States . He scored well in the SAT and chose to skip the school-leaving examinations, which were required for entrance to colleges and universities in India. Subsequently, he gained a place at Duke University in Durham , North Carolina , United States .[9] Modi had claimed the top slot as the highest tax payer in the country for the 2009- 2010 fiscal. He paid Rs 8 crore in the first half of the current fiscal. [10] Personal and family life He is currently married to Minal, who he met while he was a student in the US and she was already married and a friend of his mother. She was nine years his senior and was then living in London with her family. Minal got a divorce, and she and Lalit were married in Mumbai despite his family’s initial disapproval. [9] Modi has had two children named Ruchir and Aliya from his marriage with Minal. Son Ruchir lives in Mumbai with Modi and studies at the American School of Bombay. Aliya currently studies in Switzerland. Minal has a daughter named Karima from her earlier marriage. -
INDOFIL INDUSTRIES LIMITED / ANNUAL REPORT 2019-20 Sowing Seeds of Sustainability
27th Annual Report 2019-20 Sowing Seeds of Sustainability Business works best when all the players have skin in the game. Distribute the risks, share the profits, let everybody win. Mr. K K Modi August 27, 1940 – November 2, 2019 Contents PAGE 2-47 Corporate Overview About Indofil ...............................................4 Business at a Glance .................................6 Global Context ...........................................8 Product Portfolio ....................................10 Chairperson’s Message ..........................14 Message from COO .................................16 Financial Highlights ................................18 Operational Highlights .......................... 20 Our Value Creation Model .....................22 At Indofil, we resolutely Deriving Synergies from Collaboration ............................................ 24 uphold the essence of People First .............................................. 26 Exploring Opportunities ....................... 28 sustainability – right Empowering Farmers ........................... 30 Enhancing Capabilities ............................32 from farms, farmers to Research & Development ......................36 Risk Management ................................... 38 our investors. With a Environment, Health and Safety .......40 Towards a Greener Future ................... 42 zeal to deliver innovative Consciously Giving Back ........................ 43 Board of Directors .................................. 44 and sustainable agro- Awards and Recognition ........................47 -
Forcing “Good” and the Legitimation of Informal Power Philanthrocapitalism and Artistic NationAlism Among the Indian Business Elites
IQAS Vol. 48 / 2017 1–2, pp. 55–75 Forcing “Good” and the Legitimation of Informal Power Philanthrocapitalism and Artistic Nation alism among the Indian Business Elites Tereza Kuldova Abstract Until recently, India’s wealthy were held in contempt and perceived with suspicion both by the general public and the media; newspaper articles about the greedy rich and their excesses pro- liferated. However, following the global financial crisis of 2008, magazines likeForbes India began aggressively pushing the idea of the generous and caring Indian business elites, a “force of good”; annual events such as the Forbes sponsored Philanthropy Awards and art and fashion galas for a good cause became popular and the notion of philanthrocapitalism was embraced by the elite. It is argued here that behind this development is a particular convergence of underly- ing legitimation crises, the first within the realm of business and the second within the realm of fashion and the arts. These then force the two realms into collaboration in a pursuit of the com- mon goal of social legitimacy, accumulation of symbolic capital and (re)production of the pow- er mystique of the elite. The article is grounded in extensive ethnographic fieldwork among the North Indian business and fashion elite, from 2008–2013. Keywords: India, elite, fashion, art, symbolic capital, philanthropy, business In 2003, a journalist covering an elite fashion show at the Hyatt Regency, the famous five star hotel in New Delhi, proudly proclaimed that “Om Shanti, a charity event by designers and artists, represents a new chapter in the trend of cre- ating luxury products for the wealthy with the aim of making life comfortable for the less privileged” (Tankha 2003). -
Directors' Report
DIRECTORS' REPORT DIRECTORS’ REPORT & MANAGEMENT DISCUSSION AND ANALYSIS Your Directors feel privileged to present the 80th Annual Report on the business and operations of the Company along with the Audited Accounts for the financial year, ended March 31, 2017. ECONOMIC ENVIRONMENT In 2016, the growth in global economy was better but not good enough to turnaround the global economy. IMF estimated the global growth at 3.1% in 2016 and forecasts it to be 3.5% in 2017. Economic activity increased in the US as consumer spending and exports increased over last year. All European economies had slow but consistent growth in 2016. Within the developing economies, China’s slowdown stabilized at 6.7%, due to policy support, unlike the slowdown expected last year. Russia and Brazil also appear to be coming out of the doldrums. India continues to remain the poster boy of economic growth globally. Most of the global central banks are expected to hold on to interest rates, thereby keeping inflation under control and accelerate consumer spending. India is one of the fastest growing key economies in the world and is expected to grow at 7.4% in 2017-18. The current government has successfully introduced structural reforms such as demonetisation and GST to boost the Indian economy. Demonetisation had a mixed impact on the economy, however it promises to be a big step towards a digital economy. The most significant reform is GST that has amalgamated the different tax markets in India into one single tax market. It is the most fundamental and far reaching indirect tax reforms that have happened in decades. -
Cultural Elites and Elite Cultures in South Asia ISSN 2566-686X (Print) ISSN 2566-6878 (Online)
Volume 48, Spring 2017 Cultural Elites and Elite Cultures in South Asia ISSN 2566-686x (print) ISSN 2566-6878 (online) Cultural Elites and Elite Cultures in South Asia 5 Editorial – Uwe Skoda, Jyotirmaya Tripathy 15 Elites and Aristocracy in Colonial and Postcolonial Sri Lanka – Jakob Rösel Articles 33 How to Dress a National Elite: The Case of the Kalakshetra Sari – Kaamya Sharma 55 Forcing “Good” and the Legitimation of Informal Power. Philanthro- capitalism and Artistic Nation alism among the Indian Business Elites – Tereza Kuldova 77 The Broom, the Muffler and the agonW R: Aam Aadmi Party and the Politics of De-elitisation – Jyotirmaya Tripathy 97 Gender Gap, Gender Trap: Negotiations of Intersectionality and Patriarchy amongst Women Elites in Nepal – Stefanie Lotter 117 Theory as Elite: The Phenomenological Dilemma of Dalit Critique – Sudarsan Padmanabhan 137 Book Reviews 155 Conference Reports 165 Authors This journal is available in an open access version. For further information please go to the website at: asianstudies.arnold-bergstraesser.de Editors Claudia Derichs, Jörn Dosch, Conrad Schetter, Uwe Skoda Editorial Advisory Board Hans-Dieter Evers, Andrea Fleschenberg, Tilmann Frasch, Solvay Gerke, Michael von Hauff Thomas Heberer, Patrick Heinrich, Anna-Katharina Hornidge, Hermann Kulke, Gudula Linck, Magnus Marsden, Madeleine Reeves, Jakob Rösel Editorial Manager Ann-Elisabeth Philipp Volume 48, Number 1–2, Spring 2017 Cultural Elites and Elite Cultures in South Asia Special Issue edited by Jyotirmaya Tripathy and Uwe Skoda Editorial 5 Jyotirmaya Tripathy, Uwe Skoda Elites and Aristocracy in Colonial and Postcolonial Sri Lanka 15 Jakob Rösel How to Dress a National Elite: The Case of the Kalakshetra Sari 33 Kaamya Sharma Forcing “Good” and the Legitimation of Informal Power.