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A STUDY on BEHAVIOUR PATTERN of DIVIDEND PAY-OUT: SELECTED BLUE-CHIP COMPANIES in INDIA Author Co - Author Dr.K.R.Sivabagyam A.Ranjitha Assistant Professor K
Compliance Engineering Journal ISSN NO: 0898-3577 A STUDY ON BEHAVIOUR PATTERN OF DIVIDEND PAY-OUT: SELECTED BLUE-CHIP COMPANIES IN INDIA Author Co - Author Dr.K.R.Sivabagyam A.Ranjitha Assistant Professor K. Madhu Varshini Department of Commerce N.Deekshithaa Sri Krishna Arts and Science College S. Kabilambika E-mail Id: [email protected] II M.Com Students MOB: 7871809789 E-mail Id: [email protected] [email protected] [email protected] [email protected] Mob: 9486939255; 9715184177; 9025868186 ABSTRACT Reliance Industries, Tata Consultancy services (TCS) and WIPRO in India and The term blue-chip was used to describe observe the behaviour pattern of the three high- priced stocks in 1923 when Oliver measures of dividend policy of the blue- Gingold, an employee at Dow Jones chip companies in India. observed certain stocks trading at $200 or more per share. Poker players bet in blue, KEYWORDS: Blue Chip Companies, white and red chips with blue chips having Dividend Policy, Investment Proposals. more value than both red and white chips. INTRODUCTION Today, blue chips stocks don’t necessarily refer to stocks with a high price tag, but In the exchange of India there are literally more accurately to stocks of high-quality thousands of companies but when it comes companies that have with stood the test of to financial stability only few companies time. A blue-chip company is a are financially stable and in other financial multinational firm that has been in aspects. Long term investors seek out for operation for a number of years. -
Indian Automobile Industry
INDIAN AUTOMOBILE INDUSTRY Size of the Industry 2.6 Million Units Geographical Jamshedpur, Pune, Lucknow, Gurgoan, Delhi, Mumbai, distribution Bangalore, etc Output per annum Rs 2,000 crore per annum Percentage in world 6-8% market Market Capitalization 5% of the share History Indian market before independence was seen as a market for imported vehicles while assembling of cars manufactured by General Motors and other brands was the order of the day. Indian automobile industry mainly focused on servicing, dealership, financing and maintenance of vehicles. Later only after a decade from independence manufacturing started. India’s Transportation requirements were met by Indian Railways playing an important role till the 1950's. Since independence the Indian automobile industry faced several challenges and road blocks like manufacturing capability was restricted by the rule of license and could not be increased but still it lead to growth and success it has achieved today. For nearly three decades the total production of passenger cars was limited to 40,000 yearly. Even the production was confined to three main manufacturers Hindustan Motors, Premier Automobiles and Standard Motors. There was no expertise or research & development initiative taking place. Initially labor was unskilled and had to go through a process of learning through trial and error. In the 1950's, The Morris Oxford, became the Ambassador, the Fiat 1100 became the Premier Padmini. Then in 1960's nearly 98% of the product was developed indigenously.There were significant changes witnessed by the end of 1970's in the automobile industry. Strong and huge initiatives like joint ventures for light commercial vehicles did not succeed. -
Sr. No. Name of the Person Relationship
Tata Chemicals Limited List of Related party under SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 / The Companies Act, 2013 as on 31st March, 2017 (as per IND AS 24) Listing Regulations / The Companies Act, 2013 reference Sr. Name of the Person Relationship Nature [Section 2(76) of No. CA, 2013 + Regulation 2 (zb) of LR] Directors, Key Managerial Personnel & Related Parties 1 Mr. Nasser Munjee Director (Independent, Non - Executive) 2 Mrs. Subur Ahmad Munjee Director's Relative 3 Smt. Niamat Mukhtar Munjee Director's Relative 4 Master Akbar Azaan Munjee Director's Relative 5 Smt. Sorayyah Kanji Director's Relative 6 Aarusha Homes Pvt. Ltd A private company in which a director is a member or director 7 Aga Khan Rural Support Programme, India (AKRSP,I) A private company in which a director is a member or director 8 Indian Institute of Human Settlements (Pvt Ltd) (Section 8) A private company in which a director is a member or director 9 Dr. Y.S.P. Thorat Director (Independent, Non - Executive) 10 Smt Usha Thorat Director's Relative 11 Smt Abha Thorat-Shah Director's Relative 12 Smt Aditi Thorat-Mortimer Director's Relative 13 Shri Darshak Shah Director's Relative 14 Shri Owen Mortimer Director's Relative 15 Ambit Holdings Pvt. Ltd (Merged with Ambit Private Limited) A private company in which a director is a member or director 16 Sahayog Micro Management (Pvt Ltd) (Section 8) A private company in which a director is a member or director 17 Syngenta Foundation India (Private Company) (Section 8) A private company in which a director is a member or director 18 Financial Benchmarks India Private Limited A private company in which a relative is a member or director 19 Sahayog Clean Milk Pvt. -
18 December 2020 Reliance and Bp Announce First Gas from Asia's
18 December 2020 Reliance and bp announce first gas from Asia’s deepest project • Commissioned India's first ultra-deepwater gas project • First in trio of projects that is expected to meet ~15% of India’s gas demand and account for ~25% of domestic production Reliance Industries Limited (RIL) and bp today announced the start of production from the R Cluster, ultra-deep-water gas field in block KG D6 off the east coast of India. RIL and bp are developing three deepwater gas projects in block KG D6 – R Cluster, Satellites Cluster and MJ – which together are expected to meet ~15% of India’s gas demand by 2023. These projects will utilise the existing hub infrastructure in KG D6 block. RIL is the operator of KG D6 with a 66.67% participating interest and bp holds a 33.33% participating interest. R Cluster is the first of the three projects to come onstream. The field is located about 60 kilometers from the existing KG D6 Control & Riser Platform (CRP) off the Kakinada coast and comprises a subsea production system tied back to CRP via a subsea pipeline. Located at a water depth of greater than 2000 meters, it is the deepest offshore gas field in Asia. The field is expected to reach plateau gas production of about 12.9 million standard cubic meters per day (mmscmd) in 2021. Mukesh Ambani, chairman and managing director of Reliance Industries Limited added: “We are proud of our partnership with bp that combines our expertise in commissioning gas projects expeditiously, under some of the most challenging geographical and weather conditions. -
Factsheetmarch11
March 2011 EQUITY OUTLOOK The Indian benchmark indices ended FII Equity Flows: Turn Buyers for First Time in 2011 March on a positive note after being 7,000 Cash (US$m) 6,373 6,000 Futures (US$m) 5,580 down ~13% between January and 5,000 3,777 4,159 February 2011. The benchmark gained 4,000 3,000 2,405 Gaurav Kapur 2,220 1,556 2,100 1,740 SENIOR MANAGER - EQUITY about 5.6% during March 2011, 2,000 1,358 1,299 1,000 406 329 making it the second best performing 231 0 -1,000 -529 -363 market in the world for the month. The CNX midcap index also was -737 -993 -826 -2,000 -1,016 -1,257 -1,989 -1,387 up 5.8% over the same period. FIIs were net buyers of ~US$1.5 bn -3,000 -4,000 -3,417 during March, however, they are still net sellers worth around 1 1 1 0 0 0 0 0 0 0 0 0 1 1 1 1 1 1 1 1 1 1 1 1 - - - - - - - - - - - - r l t r b n y v c n g p a c u p e a a o e US$650 mn year-to-date. u u e J J M F O A J N D A S M Source: Morgan Stanley Research Asia was the best performing Emerging Markets region in March, rising by 7.1%, while Emerging Markets Ex Asia (+4.7%), despite underperforming, remained resilient in the face of the ongoing political turmoil in the neighboring Middle East North Africa (MENA) region and the rumbling sovereign debt crisis in Europe. -
Investor Presentation May 2016
Investor Presentation May 2016 BSE: 532523 │ NSE: BIOCON │ REUTERS: BION.NS │ BLOOMBERG: BIOS IN │ WWW.BIOCON.COM Safe Harbor Certain statements in this release concerning our future growth prospects are forward-looking statements, which are subject to a number of risks, uncertainties and assumptions that could cause actual results to differ materially from those contemplated in such forward-looking statements. Important factors that could cause actual results to differ materially from our expectations include, amongst others general economic and business conditions in India, our ability to successfully implement our strategy, our research and development efforts, our growth and expansion plans and technological changes, changes in the value of the Rupee and other currencies, changes in the Indian and international interest rates, change in laws and regulations that apply to the Indian and global biotechnology and pharmaceuticals industries, increasing competition in and the conditions of the Indian biotechnology and pharmaceuticals industries, changes in political conditions in India and changes in the foreign exchange control regulations in India. Neither the company, nor its directors and any of the affiliates have any obligation to update or otherwise revise any statements reflecting circumstances arising after this date or to reflect the occurrence of underlying events, even if the underlying assumptions do not come to fruition. 2 Agenda Biocon: Who are we? Highlights • Business Highlights • Financial Highlights Growth Segments • -
The Annual Report on the Most Valuable Indian Brands May 2017
India 100 2017 The annual report on the most valuable Indian brands May 2017 Foreword. Contents steady downward spiral of poor communication, Foreword 2 wasted resources and a negative impact on the bottom line. Definitions 4 Methodology 6 Brand Finance bridges the gap between the marketing and financial worlds. Our teams have Excecutive Summary 8 experience across a wide range of disciplines from market research and visual identity to tax and Full Table (USDm) 12 accounting. We understand the importance of design, advertising and marketing, but we also Full Table (INRm) 14 believe that the ultimate and overriding purpose of Understand Your Brand’s Value 16 brands is to make money. That is why we connect brands to the bottom line. How We Can Help 18 By valuing brands, we provide a mutually intelligible Contact Details 19 language for marketers and finance teams. David Haigh, CEO, Brand Finance Marketers then have the ability to communicate the significance of what they do and boards can use What is the purpose of a strong brand; to attract the information to chart a course that maximises customers, to build loyalty, to motivate staff? All profits. true, but for a commercial brand at least, the first Without knowing the precise, financial value of an answer must always be ‘to make money’. asset, how can you know if you are maximising your returns? If you are intending to license a brand, how Huge investments are made in the design, launch can you know you are getting a fair price? If you are and ongoing promotion of brands. -
Name Surname
Aniket Agarwal Partner Emerald House 1B Old Post Office Street Kolkata 700 001 India T: +91 33 2248 7000 F: +91 33 2248 7656 E: [email protected] Practices: Aniket Agarwal is a Partner in the Corporate and Commercial Corporate and Commercial practice group in the Kolkata office. He specialises in corporate Mergers and Acquisitions restructuring, mergers, acquisitions, demergers, Dispute Resolution reconstructions and capital and debt reorganisation. Aniket also has considerable experience in varied other areas of Education: practice and advises clients on various aspects of law, including LL.B., University of Calcutta family arrangements, securities laws, joint ventures and other (1991) commercial contracts, constitutional writs, suits, mismanagement and oppression petitions, insolvency and Professional Affiliations: winding up and other commercial and civil litigation. Bar Council of West Bengal Aniket has handled mergers, acquisitions, demergers and Incorporated Law Society of litigation in various jurisdictions in the country, including Kolkata Kolkata, Mumbai, Delhi, Chennai, Bengaluru, Hyderabad, Sectors: Ahmedabad, Bhubaneswar Jodhpur, Gwalior, Allahabad, FMCG Gauhati, Shillong and Shimla. Manufacturing Representative Matters: In his areas of expertise, Aniket has represented and advised the following clients: Mergers and Acquisitions: . ITC Limited and its subsidiaries on various mergers and demergers, including Merger of ITC Bhadrachalam Paperboards Limited and ITC Hotels Limited with ITC Limited and Demerger of Non-Engineering Business of Wimco Limited to ITC Limited; . Hooghly Met Coke & Power Company Limited on its merger with Tata Steel Limited; . TATA Global Beverages Limited (TGBL) and its subsidiaries on various Mergers and Reconstructions, including Merger of Mount Everest Mineral Water Limited with TGBL, reconstruction by transfer of plantation business to Amalgamated Plantations Private Limited and Merger of wholly owned subsidiaries of TGBL with TGBL; . -
February 17, 2020
February 17, 2020 The Manager, Listing Department The General Manager The National Stock Exchange of India Ltd. The Bombay Stock Exchange Limited Exchange Plaza Listing Department Bandra Kurla Complex 15th Floor, P J Towers Bandra (E) Mumbai-400 051 Dalal Street, Mumbai-400 001 NSE Trading Symbol- DEN BSE Scrip Code- 533137 Dear Sirs, Sub.: Media Release titled “Scheme of Amalgamation and Arrangement amongst Network18, TV18, Den & Hathway” Dear Sirs, Attached is the Media Release being issued by the Company titled “Scheme of amalgamation and Arrangement amongst Network18, TV18, Den & Hathway”. You are requested to take the above on record. Thanking You, FCS No. :6887 MEDIA RELEASE Scheme of Amalgamation and Arrangement amongst Network18, TV18, Den & Hathway Consolidates media and distribution businesses of Reliance Creates Media & Distribution platform comparable with global standards of reach, scale and integration News Broadcasting business of TV18 to be housed in Network18 Cable and Broadband businesses of Den and Hathway to be housed in two separate wholly-owned subsidiaries of Network18 February 17, 2020: Reliance Industries (NSE: RELIANCE) announced a consolidation of its media and distribution businesses spread across multiple entities into Network18. Under the Scheme of Arrangement, TV18 Broadcast (NSE: TV18), Hathway Cable & Datacom (NSE: HATHWAY) and Den Networks (NSE: DEN) will merge into Network18 Media & Investments (NSE: NETWORK18). The Appointed Date for the merger shall be February 1, 2020. The Board of Directors of the respective companies approved the Scheme of Amalgamation and Arrangement at their meetings held today. The broadcasting business will be housed in Network18 and the cable and ISP businesses in two separate wholly owned subsidiaries of Network18. -
Risk Profile Performance Vs Benchmark Asset Mix Performance
Performance Summary May 31, 2019 RICH Fund III ULIF 050 17/03/08 LRICH3 105 Fund Objective: Inception Date March 17, 2008 The objective of the fund is to generate ₹ superior long-term returns from a diversified Assets Invested 248.3 Million portfolio of equity and equity related instruments of companies operating in four Fatema Pacha important types of industries viz., Resources, Fund Manager(s) Funds Managed: 8 (8 Equity) Investment-related, Consumption-related and Human Capital leveraged industries. Benchmark BSE 200 NAV ₹ 26.0105 as on May 31, 2019 Return Risk Profile Fund Performance (As on May 31, 2019 ) Since 1 Month 6 Month 1 Year 2 Year 3 Year 4 Year 5 Year Inception Fund Return 1.62% 8.41% 3.84% 6.2% 9.95% 6.58% 10.13% 8.9% Benchmark Return 1.45% 7.78% 7.14% 9.41% 13.14% 8.98% 11.05% 9.31% Performance Vs Benchmark Asset Mix (As on May 31, 2019) 30.00 4% ₹ 9.28 Million 25.00 20.00 ) ₹ V in ( NA 15.00 10.00 5.00 Jan 10 Jan 12 Jan 14 Jan 16 Jan 18 96% ₹ 238.99 Million Period Equity and Equity related securities Minimum 80% RICH Fund III BSE 200 Debt, Money Market and Cash Maximum 20% Details are as per IRDAI Product Filing. Returns greater than 1 year are annualized. Past performance is not indicative of future performance. Performance Summary May 31, 2019 % of Invested Top 10 Sectors * Assets Financial and insurance activities 24.42% Computer programming consultancy and related activities 12.16% Infrastructure 9.13% Manufacture of coke and refined petroleum products 6.74% Manufacture of chemicals and chemical products 5.75% Manufacture of tobacco products 4.81% Manufacture of motor vehicles trailers and semi-trailers 3.71% Manufacture of pharmaceuticalsmedicinal chemical and botanical 2.98% products Manufacture of electrical equipment 2.44% Manufacture of other non-metallic mineral products 2.32% OTHERS 25.54% *As per IRDAI NIC industry classification Details are as per IRDAI Product Filing. -
CIPLA, Ltd. CIPLA Ltd Is a Pharmaceutical Company Based in India
CIPLA Ltd. And the Provision of Anti-AIDS Pharmaceuticals It’s 2001, and G. G. Brereton is a busy man. He heads the Global Intellectual Property Office at GlaxoSmithKline (GSK), a multinational pharmaceutical corporation with operations throughout the world. He is tasked with defending GSK’s patents against foreign imitators. In recent months he has been occupied with infringements against GSK patents for antiretroviral drugs – the pharmaceuticals used to treat the symptoms of HIV and AIDS. This week has been especially hectic: CIPLA Ltd. of India has just announced its offer to supply an antiretroviral “cocktail” to Sub-Saharan African countries for 3 percent of the price that GSK charges for its anti-AIDS cocktail. Top management at GSK wants options for responding to this surprising offer. G. G. has been given the job of (1) coming up with potential responses by GSK to this initiative and (2) identifying that option that best assures the continued profitability of the firm now and into the foreseeable future. He has till Friday to do it! HIV/AIDS. One of the most vexing public-health problems of the new century has been the explosion in cases of human immunodeficiency virus (HIV) and the acquired immunodeficiency syndrome (AIDS). In the year 2000, the United Nation AIDS Organization (UNAIDS) reported that 36.1 million people worldwide were living with HIV or AIDS. There were 5.3 million new cases of HIV infection in the year, and 3.0 million deaths attributable to HIV infection. Since its first diagnosis, the AIDS epidemic has claimed 21.8 million lives. -
The Indian Steel Industry: Key Reforms for a Brighter Future
National Council of Applied Economic Research The Indian Steel Industry: Key Reforms for a Brighter Future September 2015 The Indian Steel Industry: Key Reforms for a Brighter Future September 2015 National Council of Applied Economic Research 11 Indraprastha Estate, New Delhi 110 002 NCAER | QUALITY . RELEVANCE . IMPACT (c) 2015 National Council of Applied Economic Research Support for this research from Tata Steel is gratefully acknowledged. The contents and opinions in this paper are those of NCAER alone and do not reflect the views of Tata Steel or any its affiliates. Published by Anil K Sharma Secretary and Head of Operations and Senior Fellow The National Council of Applied Economic Research Parisila Bhawan, 11 Indraprastha Estate New Delhi 110 002 Tel: +91-11-2337-9861 to 3 Fax: +91-11-2337-0164 [email protected] www.ncaer.org The Indian Steel Industry: Key Reforms for a Brighter Future THE INDIAN STEEL INDUSTRY: KEY REFORMS FOR A BRIGHTER FUTURE IV NATIONAL COUNCIL OF APPLIED ECONOMIC RESEARCH Parisila Bhawan, 11 Indraprastha Estate, New Delhi 110 002 Tel.: + 91 11 2337 0466, 2337 9861 Fax + 91 11 2337 0164 [email protected], www.ncaer.org Shekhar Shah Director-General Foreword There is much excitement in India about the ‘Make in India’ program launched by the new Modi government. It is expected that with improved ease of doing business in India, including the reform of labor laws, rationalization of land acquisition, and faster provision of transport and connectivity infrastructure, both foreign and domestic investment will pick up in manufacturing. The hope is that the rate of growth of manufacturing will accelerate and the share of manufacturing in GDP, which has been stagnant at about 15 per cent for the last three decades, will increase to 25 per cent.