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Group Presentation
In Perspective June 2019 ADITYA BIRLA GROUP At a glance Business Sectors Vision & Values People Vision Research & Development Sustainability Social Responsibility Presentation Structure Over 50 years The Group Global Global Ranks India Ranks At a Glance of History Today Presence Industry Business Sectors presence The glue that Vision & Values binds us Group Our Employee People Vision Value Proposition A Meritocracy People Vision (EVP) Research & Building Development Capability Focus on Energy, Sustainability Water, Technology Social Caring Corporate Responsibility Citizen ADITYA BIRLA GROUP At a glance Business Sectors Vision & Values People Vision Research & Development Sustainability Social Responsibility At a Glance | Over 50 years of History 1930-1970 1970-1995 1995-2000 Shaping of a The making of Entry into Services Conglomerate India’s first MNC • Financial Services • Set-up Grasim, Hindalco, • Thailand • Telecom Eastern Spinning • Indonesia • Copper • Acquired Indian Rayon • Malaysia • Cement business of Indian Rayon • Egypt demerged to Grasim 2000-2005 2005-2010 2011-2018 Building Scale Growth and Cementing Leadership Positions in Relevant through Consolidation Sectors Acquisitions • Formation of Aditya In India: Birla Nuvo: a • Future Group’s “Pantaloons Format” business In India: premium • Financial investment in Living Media India Ltd. (India Today Group), • Indal - Aluminium conglomerate with through its private investment company • Chloro Chemicals Division of Kanoria Chemicals • L&T – Cement and diversified businesses • -
11 Aditya Birla Grasim
ADITYA BIRLA 1111;11 GRASIM 24th September 2018 BSE Limited The Secretary Corporate Relationship Department National Stock Exchange of India Ltd. 1st Floor, New Trading Ring, Exchange Plaza Rotunda Building, Bandra-Kurla Complex, Bandra ( East) P J Towers, Dalal Street, Mumbai - 400 051 Fort, Mumbai - 400 001 Dear Sirs, Sub: Annual Report for the year ended 31st March 2018 under Regulation 34 (1) of SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 Pursuant to Regulation 34 (1) of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015, we are enclosing herewith Annual Report of the Company for the year ended 31st March 2018 alongwith Notice dated 14th August 2018. We request you to take the same on your records. Thank you. Yours faithfully, For Grasim Industries Limited Hutokshi Wadia President & Company Secretary Encl.: a/a Grasim Industries Limited Aditya Birla Centre, 'A' Wing, 2nd Floor, S.K. Ahire Marg, Worli, Mumbai 400 030, India T : +91 22 6652 5000 / 2499 5000 I F : +91 22 6652 5114 / 2499 5114 E: [email protected] 1 W: www.grasim.com I ON: L17124MP1947PLC000410 Regd. Office : P.O. Birlagram, Nagda - 456331 (M.P.) ADITYA BIRLA GRASIM FOREST TO FASHION. SUSTAINABLE SOLUTIONS. ANNUAL REPORT GLOBAL VSF PLAYER. 2017-18 TRIBUTE TO A VISIONARY AND A PASSIONATE ENTREPRENEUR Mr. Aditya Vikram Birla (14.11.1943 - 01.10.1995) We live by his Values. Integrity, Commitment, Passion, Seamlessness and Speed. THE CHAIRMAN’S LETTER To THE SHAREHOLDERS India’s economy is emerging strongly from the transitory effects of demonetisation and implementation of Goods and Services Tax (GST). -
Corporate Governance Convergence: Lessons from the Indian Experience Afra Afsharipour
Northwestern Journal of International Law & Business Volume 29 Issue 2 Spring Spring 2009 Corporate Governance Convergence: Lessons from the Indian Experience Afra Afsharipour Follow this and additional works at: http://scholarlycommons.law.northwestern.edu/njilb Part of the Corporation and Enterprise Law Commons Recommended Citation Afra Afsharipour, Corporate Governance Convergence: Lessons from the Indian Experience, 29 Nw. J. Int'l L. & Bus. 335 (2009) This Article is brought to you for free and open access by Northwestern University School of Law Scholarly Commons. It has been accepted for inclusion in Northwestern Journal of International Law & Business by an authorized administrator of Northwestern University School of Law Scholarly Commons. Corporate Governance Convergence: Lessons from the Indian Experience Afra Afsharipour* Abstract: Over the past two decades, corporate governance reforms have emerged as a centralfocus of corporatelaw in countries across the development spectrum. Various legal scholars studying these reform efforts have engaged in a vigorous debate about whether globalization will lead to convergence of corporategovernance laws toward one model of governance: namely the Anglo- American, dispersed shareholder model, or whether existing national characteristicswill thwart convergence. Despite rapid economic growth and reforms in developing countries such as India, the legal literature discussing this debateprimarily focuses on developed economies. This Article examines recent corporategovernance reforms in India as a case study for evaluating the competing claims on global convergence of corporate governance standards currently polarizing the field of corporate law. This Article seeks to make a fresh contribution to the convergence debate by examining the implications of India 's corporate governance reform efforts. It contends that the Indian experience demonstrates that traditional theories predicting convergence, or a lack thereof fail to fully capture the trajectory of actual corporate governance reforms. -
Newsletter Final 2018.Cdr
SARALA BIRLA PUBLIC SCHOOL LETTERETTER April-July 2018-19 Speaking Personally... Learning is not a process that ends with the conclusion of one's school career. It is indeed a lifelong process. In an era of competition , success can only be achieved if one makes the right kind of effort at the right time. India is one of the few countries in the world that is blessed with rich cultural heritage, highly hard working pool of young people seeking new knowledge and education to raise India's stature to the top economies in the world. We, the members of Sarala Birla family, consistently give our young wards the proper orientation to become the successful, dynamic citizens of tomorrow. So, we focus on B. K. Dalan multidisciplinary way of teaching as education is the tool which helps us in removing all our doubts and Secretary fears about all the challenges. As we know school is the miniature of society: hence we, at SBPS teach children the importance of tolerance. It is their preparatory stage for entering public life and respecting each other's culture .Discipline, values and integrity are the foundation of this school. We respect the individuality of the students and help them develop inter and intra personal skill because we strongly believe in the theory of 'multiple intelligence'. Our pedagogy is child – centric with emphasis on inquiry and project‐based learning. We focus not only on scholastic and co‐scholastic but also on development of skills. Communication is one of the most important skills for a person so our school promotes multilingualism to Pradip Varma Head, Personnel & Admin. -
Press Release Svatantra Micro Housing Finance Corporation Limited
Press Release Svatantra Micro Housing Finance Corporation Limited January 05, 2021 Ratings Amount Facilities Rating1 Rating Action (Rs. crore) Long Term Bank Facilities 350.00 CARE A+; Stable Reaffirmed (Rupees Three Hundred Fifty Crore Only) (Single A Plus; Outlook: Stable) Non-Convertible Debentures 53.10 CARE A+; Stable Reaffirmed (Rupees Fifty Three Crore and Ten Lakh (Single A Plus; Outlook: Stable) Only) * Details of instruments/facilities in Annexure 1 Detailed Rationale & Key Rating Drivers The ratings assigned to the bank facilities and debt instrument of Svatantra Micro Housing Finance Corporation Limited (SMHFCL) continue to factor in expected support from its promoters i.e. the Birla family and shareholders’ investment companies which hold significant shareholding in the companies of the Aditya Birla group. The shareholding in SMHFCL is held by Svatantra Holdings Private Limited (SHPL) and 90% of shareholding in SHPL is held by Ms. Ananyashree Birla who is the Founder and Chairperson of the Svatantra group and has received funding through preference shares (to be repaid after ten years) from Birla Group Holdings Private Limited (BGHPL) and IGH Holdings Private Limited (IGHPL) which are investment companies of Aditya Birla group. The ratings factor in good capitalization levels and moderate gearing levels, improved ability to access funds, stable business growth, experienced management team and expected growth on the back of untapped potential in the low income unorganized borrower segment along with government thrust in providing affordable housing throughout the country. The ratings are constrained by SMHFCL’s moderate profitability, moderate asset quality along with moderate seasoning of the loan portfolio along with exposure to customer base belonging to the low income group which has high susceptibility to economic slowdown. -
HRM Practices
Journal of Asia Business Studies Investment and collaboration: the Indian model for “best” HRM practices Pramila Rao, Article information: To cite this document: Pramila Rao, (2016) "Investment and collaboration: the Indian model for “best” HRM practices", Journal of Asia Business Studies, Vol. 10 Issue: 2, pp.125-147, https://doi.org/10.1108/JABS-03-2015-0033 Permanent link to this document: https://doi.org/10.1108/JABS-03-2015-0033 Downloaded on: 16 October 2017, At: 04:54 (PT) References: this document contains references to 88 other documents. To copy this document: [email protected] The fulltext of this document has been downloaded 344 times since 2016* Users who downloaded this article also downloaded: (2016),"Determinants of a successful cross-border knowledge transfer in franchise networks", Journal of Asia Business Studies, Vol. 10 Iss 2 pp. 148-163 <a href="https://doi.org/10.1108/JABS-05-2015-0052">https://doi.org/10.1108/ JABS-05-2015-0052</a> (2016),"Design leaps: business model adaptation in emerging economies", Journal of Asia Business Studies, Vol. 10 Iss 2 pp. 105-124 <a href="https://doi.org/10.1108/JABS-01-2015-0009">https://doi.org/10.1108/JABS-01-2015-0009</a> Access to this document was granted through an Emerald subscription provided by emerald-srm:616458 [] For Authors If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. -
Of the Competition Act, 2002 by Ultratech Cement Limited: Combination Regn
COMPETITION COMMISSION OF INDIA (Combination Registration No. C-2015/02/246) Fair Competition For Greater Good 12.03.2018 Notice given under Section 6(2) of the Competition Act, 2002 by UltraTech Cement Limited: Combination Regn. No. C-2015/02/246 CORAM: Mr. Devender Kumar Sikri Chairperson Mr. Sudhir Mital Member Mr. Augustine Peter Member Mr. U. C. Nahta Member Mr. G. P. Mittal Member Appearances during Oral hearing on 03.10.2017 for UltraTech Cement Limited: Mr. Somasekhar Sundaresan, Advocate, Ms Nisha Kaur Uberoi, Advocate, Ms Soumya Hariharan, Advocate, Mr Saksham Dhingra, Advocate, Ms Nandini Pahari, Advocate, Mr. Puneet Bansal, General Counsel, UltraTech, Mr. Paresh Thakker, General Counsel, UltraTech Order under Section 44 of the Competition Act, 2002 A. Background 1. On 17.02.2015, the Competition Commission of India (hereinafter referred to as the “Commission”) received a notice (“Notice”), under Section 6(2) of the Competition Act, 2002 (“Act”), filed by UltraTech Cement Limited (“UltraTech”/ “Acquirer”). The notice of combination was given pursuant to execution of an Implementation Agreement between Page 1 of 22 COMPETITION COMMISSION OF INDIA (Combination Registration No. C-2015/02/246) Fair Competition For Greater Good UltraTech and Jaiprakash Associates Limited (“JAL”/ “Seller”) on 23.01.2015 (“IA”) (hereinafter UltraTech and JAL are collectively referred to as the “Parties”). The combination related to transfer of business, assets and operations of two cement plants owned by JAL (including captive power plants) located at Bela and Sidhi in Madhya Pradesh (“Target Assets”) to UltraTech on a going concern and slump exchange basis, through a scheme of arrangement under Section 391 to Section 394 of the erstwhile Companies Act, 1956 (“Combination”). -
Grasim Industries Ltd, Aditya Birla Group Announced the First Edition of Liva Protégé 2015- a National-Level Designer Hunt
Grasim Industries Ltd, Aditya Birla Group Announced the First Edition of Liva Protégé 2015- A National-Level Designer Hunt Liva Protégé 2015, a pan India designer hunt for recognizing India’s future stars in the field of fashion, takes pride in announcing that after covering over 12 cities, top 50 fashion institutes and touching more than a hundred students across India, it has reached the final leg of the journey – the Grand Finale showcased the work of its Top 12 finalists on 23rd December, 2015 in Mumbai. The annual, pan-India hunt for the brightest fashion designers in India was open to final year students of select colleges. The competition gives them chance to showcase their talent and get mentored by some of the biggest names in the industry. The winner of Liva Protege gets an opportunity to work with the prestigious in house design team of online fashion e commerce venture of Aditya Birla Group –ABOF.com (All About Fashion) OR an opportunity to have upto 5 of his/her designs sold onwww.abof.com besides a cash prize of INR2,00,000. The First runner up gets an opportunity to have upto 3 of his/her designs sold on www.abof.com and a cash Actress Soha Ali Khan with prize of INR 1,00,000 . The Second runner up will win a cash Mr. K.K. Maheshwari prize of INR50,000. Liva Protégé is powered by Liva – a new-age fabric, from the house of Birla Cellulose, designed to infuse incredible fluidity into garments. It aims to tap into the great Indian talent pool and ensure that promising fashion designers in India get their rightful place under the sun, and help India keep shining across the global fashion landscape. -
Kumara Mangalam Birla the Ceo and His Business.Qxp 9/8/2005 10:23 AM Page 26
kumara mangalam birla the ceo and his business.qxp 9/8/2005 10:23 AM Page 26 The CEO & His Business Shaping A Legacy kumara mangalam birla the ceo and his business.qxp 9/8/2005 10:23 AM Page 27 When Kumar Mangalam Birla inherited his father's vast industrial group at the young age of 28, many were sceptical about his abili- ties. A decade later, Birla has proved more than equal to the chal- lenge. Darrel Philip profiles Birla's endeavours to reshape the house his father built. n the ten years since Kumar nies in India — aluminium and copper major Mangalam Birla took the reins of his Hindalco, Grasim the conglomerate with father Aditya Birla's business empire, businesses as diverse as cement, sponge I few would have foreseen the changes iron, viscose and textiles, Indian Rayon he would implement. No one would have which concentrates on yarn, fabrics and thought that the callow 28-year-old Kumar, garments, and IndoGulf which makes fer- grappling with the complexities of the $1.8 tilisers. The group has recently ventured billion conglomerate after his father's sud- into fast growing industries like telecom, den death, would step into his shoes with finance and insurance, software and BPO. such dexterity. In addition, its international businesses Armed with an MBA from the presti- range from copper mines to carbon black gious London Business School, but still wet to palm oil to chemicals to viscose staple behind the ears, the responsibility of run- fibre and fabric. There are ten companies in ning an industrial empire that spanned sev- Thailand which manufacture a diversified eral countries in Asia was thrust upon this mix from fabrics to carbon black to chemi- babe-in-the-corporate-woods. -
Aon Hewitt Announces Best Employers India 2016
Aon Hewitt Announces Best Employers India 2016 It’s indisputable: Best Employers lead the way with better business results India, April 7, 2016 –Aon Hewitt, the global talent, retirement and health solutions business of Aon plc (NYSE: AON), announced its list of Best Employers – India 2016. The Aon Best Employers study was first conducted in Asia in 2001. The purpose of the program is to gain insights into companies that are creating real competitive advantage through their people, to explore what makes a workplace of choice and to identify the Best Employers in the region. The Aon Best Employers program is the most comprehensive study of its kind in Asia Pacific. It is run in 12 markets: Australia & New Zealand China, Hong Kong, India, Indonesia, Japan, Korea, Malaysia, Singapore, Taiwan, Thailand as well as in the Middle East. A total of 113 organizations representing 12 key industries, cumulatively employing approximately 950,000 employees, participated in the 2016 Aon Best Employers India study. The study research methodology involves a rigorous process, conducted over a nine-month period that culminates in a solid, credible list of Best Employers decided by an external panel of independent jury. The jury for the 2016 edition comprised eminent business leaders and academicians including: Prof Rajan Gupta, Professor at MDI. Mr. Raman Roy, BPO industry pioneer and Chairman and Chief, Quattro Ms. Renu Sud Karnad Managing Director, HDFC Limited Dr. Santrupt Misra , CEO, Carbon Black Business and Director, Group HR, Aditya Birla Group Mr. -
Change in Directorate
4 August 2021 National Stock Exchange of India Limited BSE Limited “Exchange Plaza”, Phiroze Jeejeebhoy Towers, Bandra - Kurla Complex, Dalal Street, Bandra (E), Mumbai – 400 001 Mumbai – 400 051 Dear Sirs, Sub: Intimation under Regulation 30 of SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 Ref: “Vodafone Idea Limited” (IDEA / 532822) Pursuant to Regulation 30 of the Securities and Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations, 2015, it is hereby informed that: The Board of Directors of Vodafone Idea Limited, at its meeting held today, have accepted the request of Mr. Kumar Mangalam Birla to step down as Non-Executive Director and Non- Executive Chairman of the Board with effect from close of business hours on 4th August, 2021. Consequently, the Board has unanimously elected Mr. Himanshu Kapania, currently a Non- Executive Director, as the Non-Executive Chairman. Mr. Kapania, a nominee of the Aditya Birla Group, is a telecom industry veteran with 25 years of experience. This includes significant board experience in telecom companies globally. Mr. Kapania has also served on the Global GSMA Board for two years and was also the Chairman of the Cellular Operators Association of India (COAI) for two years. He is presently the Chairman of the FICCI Council on Telecom, Electronics and Digital Economy. Further, based on recommendation of Nomination and Remuneration Committee, the Board has appointed Mr. Sushil Agarwal, a nominee of Aditya Birla Group, as an Additional Director (Non – Executive and Non Independent) with effect from 4th August, 2021. Mr. Sushil Agarwal is not related to any other Director of the Company and is not debarred from holding the office of Director by virtue of any SEBI order or any other authority. -
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.