Tata Network Forums Global Updates April 2020 - March 2021
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
TCS Annual Report 2010-2011
Awards and Recognitions Global Media Awards Leadership Awards nNo. 1 Employer in India (Dataquest) N. Chandrasekaran nBest CEO in India – 2010 (Finance Asia) nNo. 1 IT firm (Dataquest) nBusiness Leader of the Year – 2010 nBest IT-Software Company (NDTV Business (All India Management Association) Leadership Awards 2010) nBest Executive in India – 2010 (Asiamoney) nMost Admired IT Company of the Year S. Mahalingam (Bloomberg-UTV) nBest CFO in India – 2010 (Finance Asia) nBest Performing CFO in IT and ITeS sector – 2010 nIndia’s ‘Best Managed Company’ (Finance Asia) (CNBC TV18) nNo. 5 in Bloomberg Businessweek's Tech 100 nInducted to CFO India Hall of Fame – 2010 nListed among Forbes Asia's Fabulous 50 companies nTop 3 consulting companies in Belgium (Data News Awards for Excellence) Cover image: TCS Siruseri, Chennai, India The Annual General Meeting will be held on Friday, July 1, 2011, at Birla Matushri Sabhagar, Sir V. T. Marg, New Marine Lines, Mumbai 400020, at 3.30 p.m. As a measure of economy, copies of the Annual Report will not be distributed at the Annual General Meeting. Members are requested to bring their copies to the meeting. Board of Directors As of March 31, 2011 (Standing - left to right) R Sommer S Mahalingam I Hussain V Kelkar P A Vandrevala A Mehta V Thyagarajan Director Chief Financial Officer Director Director Executive Director and Head, Director Director and Executive Director Global Corporate Affairs 02 I TCS Annual Report 2010-11 (Sitting - left to right) Laura Cha S Ramadorai R N Tata N Chandrasekaran C M Christensen -
Presentation Title ( Arial, Font Size 28 )
PresentationThe Tata Power Title (Company Arial, Font size Ltd. 28 ) Date, Venue, etc ..( Arial, January Font size 18 2013 ) …Message Box ( Arial, Font size 18 Bold) Disclaimer •Certain statements made in this presentation may not be based on historical information or facts and may be “forward looking statements”, including those relating to The Tata Power Company Limited’s general business plans and strategy, its future outlook and growth prospects, and future developments in its industry and its competitive and regulatory environment. Actual results may differ materially from these forward-looking statements due to a number of factors, including future changes or developments in The Tata Power Company Limited’s business, its competitive environment, its ability to implement its strategies and initiatives and respond to technological changes and political, economic, regulatory and social conditions in India. •This presentation does not constitute a prospectus, offering circular or offering memorandum or an offer to acquire any Shares and should not be considered as a recommendation that any investor should subscribe for or purchase any of The Tata Power Company Limited’s Shares. Neither this presentation nor any other documentation or information (or any part thereof) delivered or supplied under or in relation to the Shares shall be deemed to constitute an offer of or an invitation by or on behalf of The Tata Power Company Limited. •The Company, as such, makes no representation or warranty, express or implied, as to, and do not accept any responsibility or liability with respect to, the fairness, accuracy, completeness or correctness of any information or opinions contained herein. -
OTC TCS 2005.Pdf
1 Annual Report 2004-05 Contents Board of Directors ............................................................................................................................................................................................................................... 3 Management Team ............................................................................................................................................................................................................................. 4 Message from the CEO...................................................................................................................................................................................................................... 6 Notice........................................................................................................................................................................................................................................................ 8 Directors' Report ............................................................................................................................................................................................................................... 15 Management Discussion and Analysis ................................................................................................................................................................................... 30 Corporate Governance Report................................................................................................................................................................................................... -
Cross Cultural Negotiation Process Are More Complex and Difficult, but Will Surely Help in Overcoming Barriers and Failures in the International Business Arena
Journal of Business Management and Economics 3: 11 November (2015). Contents lists available at www.innovativejournal.in JOURNAL OF BUSINESS MANAGEMENT AND ECONOMICS Homepage: http://innovativejournal.in/jbme/index.php/jbme Case Studies: Resolving cross-cultural issues in doing Business in China. Dr.Saikat Gochhait Assistant Professor-Marketing, Asian School of Business Management, Bhubaneswar Email: [email protected] DOI: http://dx.doi.org/10.15520/jbme.2015.vol3.iss11.159.pp41-46 Abstract: The impact of international business in domestic markets compels us to ask a question: "How can we survive in this global playing field, and what can we do to run our businesses more effectively?" Nowadays, businesses of all sizes search for suppliers and customers on a global level. International competition, foreign clients and suppliers may become bit cautious, but they may also create huge opportunities in developing our business. The increasingly global business environment requires managers to approach the negotiation process from the global business person's point of view. This approach may not be relevant in domestic negotiations. Some of the components of a cross cultural negotiation process are more complex and difficult, but will surely help in overcoming barriers and failures in the international business arena. When doing business internationally, we need to consider (Salacuse, 1991): 1. The negotiating environment 2. Cultural and sub-cultural differences 3. Ideological differences 4. Foreign bureaucracy 5. Foreign laws and governments 6. Financial insecurity due to international monetary factors 7. Political instability and economic changes If we consider the fact that negotiating with our fellow citizen is not an easy task due to many individual differences, it would be reasonable to suggest that negotiating with foreigners may be even more difficult. -
Results Presentation Financial Quarter and Nine Months Ended December 31, 2020 February 10, 2021
Results Presentation Financial quarter and nine months ended December 31, 2020 February 10, 2021 1 Safe harbor Statements in this presentation describing the Company’s performance may statement be “forward looking statements” within the meaning of applicable securities laws and regulations. Actual results may differ materially from those directly or indirectly expressed, inferred or implied. Important factors that could make a difference to the Company’s operations include, among others, economic conditions affecting demand/supply and price conditions in the domestic and overseas markets in which the Company operates, changes in or due to the environment, Government regulations, laws, statutes, judicial pronouncements and/or other incidental factors 2 Key performance highlights Revenue EBITDA Free cashflow Deleveraging ▪ Consolidated revenue ▪ Highest ever consolidated Generated free cash flow of ▪ Deleveraged sharply; Net improved 7%QoQ and EBITDA; up by 53%QoQ and Rs.20,588 crores in 9MFY21 debt reduced by Rs.18,609 11%YoY to Rs.39,594 crores 161%YoY to Rs.9,540 crores and Rs.12,078 crores in crores in 9MFY21 and ▪ India1 revenue improved ▪ Highest ever India1 EBITDA; up 3QFY21; driven by strong Rs.10,325 crores in 3QFY21 9%QoQ and 18%YoY to by 46%QoQ and 114%YoY to operating performance and ▪ Additional deleveraging Rs.25,211 crores Rs.8,811 crores better working capital planned in 4QFY21 including management ~Rs.6,400 crores repaid till date Disciplined capital Marketplace Sustainable Reorganization allocation initiatives operations -
In Every Relationship Titan Company Limited
IN EVERY RELATIONSHIP TITAN COMPANY LIMITED ANNUAL REPORT 2017-18 Announcement We are taking our first steps to move ANNUAL REPORT to Integrated Reporting in line with our continuous commitment to 2017-18 voluntarily disclose more information to our stakeholders on all aspects of our business. Accordingly, we have introduced key content elements of Integrated Reporting <IR> aligned to the Integrated Reporting Council Framework (IIRC) and as per SEBI’s circular dated 6 February 2017. We will add more IR content elements over the years as we move towards a complete <IR>. It is possible that some IR related data Contents are management estimates. Reporting Principle Financial Statements About TItaN The financial and statutory data presented in this Report is in line with 02 Financial Highlights Standalone Financial the requirements of the 03 Operating Context Statements Companies Act, 2013 (including 04 The Titan Journey 116 Independent the Rules made thereunder), Indian 06 Titan Today Auditor’s Report Accounting Standards, the Securities 08 Business Review 112 Balance Sheet and Exchange Board of India 18 Journey towards 113 Profit & Loss Account (Listing Obligations and Disclosure Integrated Reporting 115 Cash Flow Statement Requirements) Regulations, 2015 and 26 Engaging with 117 Significant accounting the Secretarial Standards. our Stakeholders policies 28 Outlook and Opportunities 130 Notes to Financial The non-financial section of the Report 30 People and Culture Statements is guided by the framework of the 31 Leadership Development International Integrated Reporting 32 Purity of Intent Consolidated Financial Council (IIRC), Securities and Exchange Statements 34 Board Of Directors Board of India and Principles of 130 AOC-1 36 Awards National Voluntary Guidelines on 169 Independent Auditor’s social, environmental and economic Report responsibilities of business. -
Cross Border Project Nr
Turkish Journal of Physiotherapy and Rehabilitation; 32(3) ISSN 2651-4451 | e-ISSN 2651-446X DOJI BASED INTRADAY STRATEGY FOR INDIAN STOCK ANALYSIS [AN EXPERIMENTAL STUDY ON NSE-INDIA DURING COVID19] Srinu madem1, D. Suryachandra Rao2, Dr. Ch. Harigovindarao, Dr. P. Sanyasi Rao4, Dr. N ramya5 1Research Scholar, Department of Commerce and Management Studies, KrishnaUniversity, Machilipatnam, A.P,India,[email protected] (Corresponding author) 2Professor, Department of Commerce and Management Studies, Krishna University, Machilipatnam, A.P, India, [email protected] 3Assoc. Professor, Department of Management Studies, Vignan’s Institute of Information Technology, Duvvada, Visakhapatnam A.P, India,[email protected] 4Assoc. Professor, Department of Management Studies, Vignan’s Institute of Information Technology, Duvvada,Visakhapatnam A.P, India,[email protected] 5Assoc. Professor, Department of basic sciences and Humanities, Vignan’s Institute of Information Technology, Duvvada,Visakhapatnam A.P, India., [email protected] ABSTRACT In the past few days, Indian Stock markets are continuously falling due to the COVID-19 outbreak pandemic, and other global economic factors connected it. During this time, not only the Small but also the big player's wealth was affected. But Stock markets are wealth creators for long term investors, can be a small player like a trader or a big player like HNIs. Margin money is supplied by almost all the Stockbrokers including discount brokers in India to enable the intraday traders with a high level of leverage in the stock market with the small capital available with the traders. Margin money opportunity can be treated as a double-edged sword which can be used to win over the rival else it can kill ourselves if not used properly. -
Challenges and Strategies to Knowledge Management: Case Studies of Selected Companies
Symbiosis Centre for Management & Human Resource Development Online access @ www.publishingindia.com Challenges and Strategies to Knowledge Management: Case Studies of Selected Companies Jeet Singh Moradabad Institute of Technology, Moradabad-244001, Uttar Pradesh Preeti Yadav Institute of Rural Management, Jaipur-302018, Rajasthan Abstract We are in a knowledge economy. Individuals compete with people all over the world. In the private sector, t is no longer necessary to belong to any particular race, caste or creed. To impact the bottom-line of an organization and an individual's goals and aspirations, the very basic necessity is to provide them with the basic requirements. And yes, knowledge management is as important as food, water and air. There is no one size fits all way to effectively tap a firm’s intellectual capital. To create value, companies must focus on how knowledge is used to build critical capabilities. Knowledge management is complex and multifaceted; item compasses everything the organisation does to make knowledge available to the business, such as embedding key information in systems and processes, applying incentives to motivate employees and forging alliances to infuse the business with new knowledge. Effective knowledge management requires a combination of many organisational elements – people, process and technology – in order to ensure that the right knowledge is brought to bear at the right time. As Peter Drucker put it, “Knowledge is and will be the basic economic resource.” In simple words, the key function of management is to engineer and manage knowledge. Management must encourage new knowledge to come forward. Everyone’s knowledge must be tapped. -
John Hancock Emerging Markets Fund
John Hancock Emerging Markets Fund Quarterly portfolio holdings 5/31/2021 Fund’s investments As of 5-31-21 (unaudited) Shares Value Common stocks 98.2% $200,999,813 (Cost $136,665,998) Australia 0.0% 68,087 MMG, Ltd. (A) 112,000 68,087 Belgium 0.0% 39,744 Titan Cement International SA (A) 1,861 39,744 Brazil 4.2% 8,517,702 AES Brasil Energia SA 14,898 40,592 Aliansce Sonae Shopping Centers SA 3,800 21,896 Alliar Medicos A Frente SA (A) 3,900 8,553 Alupar Investimento SA 7,050 36,713 Ambev SA, ADR 62,009 214,551 Arezzo Industria e Comercio SA 1,094 18,688 Atacadao SA 7,500 31,530 B2W Cia Digital (A) 1,700 19,535 B3 SA - Brasil Bolsa Balcao 90,234 302,644 Banco Bradesco SA 18,310 80,311 Banco BTG Pactual SA 3,588 84,638 Banco do Brasil SA 15,837 101,919 Banco Inter SA 3,300 14,088 Banco Santander Brasil SA 3,800 29,748 BB Seguridade Participacoes SA 8,229 36,932 BR Malls Participacoes SA (A) 28,804 62,453 BR Properties SA 8,524 15,489 BrasilAgro - Company Brasileira de Propriedades Agricolas 2,247 13,581 Braskem SA, ADR (A) 4,563 90,667 BRF SA (A) 18,790 92,838 Camil Alimentos SA 11,340 21,541 CCR SA 34,669 92,199 Centrais Eletricas Brasileiras SA 5,600 46,343 Cia Brasileira de Distribuicao 8,517 63,718 Cia de Locacao das Americas 18,348 93,294 Cia de Saneamento Basico do Estado de Sao Paulo 8,299 63,631 Cia de Saneamento de Minas Gerais-COPASA 4,505 14,816 Cia de Saneamento do Parana 3,000 2,337 Cia de Saneamento do Parana, Unit 8,545 33,283 Cia Energetica de Minas Gerais 8,594 27,209 Cia Hering 4,235 27,141 Cia Paranaense de Energia 3,200 -
Presentation Title ( Arial, Font Size 28 )
PresentationThe Tata Power Title (Company Arial, Font size Ltd. 28 ) Date, Venue, etc ..( Arial, August Font size 201318 ) …Message Box ( Arial, Font size 18 Bold) Disclaimer •Certain statements made in this presentation may not be based on historical information or facts and may be “forward looking statements”, including those relating to The Tata Power Company Limited‟s general business plans and strategy, its future outlook and growth prospects, and future developments in its industry and its competitive and regulatory environment. Actual results may differ materially from these forward-looking statements due to a number of factors, including future changes or developments in The Tata Power Company Limited‟s business, its competitive environment, its ability to implement its strategies and initiatives and respond to technological changes and political, economic, regulatory and social conditions in India. •This presentation does not constitute a prospectus, offering circular or offering memorandum or an offer to acquire any Shares and should not be considered as a recommendation that any investor should subscribe for or purchase any of The Tata Power Company Limited‟s Shares. Neither this presentation nor any other documentation or information (or any part thereof) delivered or supplied under or in relation to the Shares shall be deemed to constitute an offer of or an invitation by or on behalf of The Tata Power Company Limited. •The Company, as such, makes no representation or warranty, express or implied, as to, and do not accept any responsibility or liability with respect to, the fairness, accuracy, completeness or correctness of any information or opinions contained herein. -
Our Major Clients Like TATA MOTORS LTD, WIPRO LTD, ADOR WELDING LTD, TATA TECHNOLOGIES, PARADEEP PORT TRUST, IVRCL LTD., ENDURAN
Our major clients like TATA MOTORS LTD, WIPRO LTD, ADOR WELDING LTD, TATA TECHNOLOGIES, PARADEEP PORT TRUST, IVRCL LTD., ENDURANCE SYSTEMS, PARI ROBOTICS, CENTOUR PHARMA, etc. More than 400 clientle base in India and abroad. - Profile - Envicare Systems is one of the prominent manufacturers and exporters of a comprehensive range of Water, Wastewater Treatment & Sludge Handling Systems includes sewage treatment plant and effluent treatment plants. In addition to this, we also provide reliable services like erection & maintenance for the same. Our products and services are used for both domestic and industrial applications. Some of the prominent features of our range of water treatment plants are easy operation, high performance and low maintenance. We have a well equipped manufacturing unit that has all the sophisticated technologies and modern machines for fabrication of different types of water treatment plants. Our team of engineers & water purification experts provides reliable services for erection and maintenance of these plants. We have been awarded the prestigious ISO 9001:2000 certification for our undying commitment towards comprehensive quality management. The organization is spearheaded by its mentor Mr. Mangesh Surve who has years of valuable experience in this domain. He is well assisted by a team of diligent professionals that is well versed with the challenges and opportunities that the industry offers. Our Products: Industrial Effluent Sewage Waste Water Treatment Plants Treatment Plant Water Treatment Plants Alfaa Water -
Corporate Governance Scores S&P BSE 100 Companies
Corporate Governance Scores S&P BSE 100 companies Technical Partner Supported by the Government of Japan January 2018 TABLE OF CONTENTS Foreword 2 1 Introduction 4 2 SENSEX Trends 6 3 S&P BSE 100 Findings 8 4 Conclusion 12 5 Annexures 13 6 1 1. FOREWORD Vladislava Ryabota Regional Lead for Corporate Governance in South Asia, IFC Welcome to this second report on the Indian Corporate Governance Scorecard, developed jointly by the BSE, IFC and Institutional Investor Advisory Services (IiAS), with the financial support of the Government of Japan. The goal of a scorecard is to provide a fair assessment of corporate governance practices at the corporate level. This, in return, gives investors, regulators and stakeholders key information to help them in their decisions with regards to such companies. Since we started this journey in India, with our first scorecard issued in December 2016, a lot of dynamic changes have been set in motion. For instance, the scorecard of 2016 scored 30 companies, and now we have a 100 in this year’s edition. We were also happy to notice that several best practice requirements, covered by the scoring methodology, have been recommended by the Kotak Committee, formed in 2017 at the initiative of the Securities and Exchange Board of India. Changes have also taken place at the regulatory level to incite investors to take a more active role at Annual General Assemblies and vote in order to bring positive changes in the practices of their investee companies. All these changes form part of an overall dynamic aimed at helping the private sector raise its visibility in India and throughout the world and IFC is proud to be a solid partner and actor to this initiative.