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GC Influencers Have Been Chosen Following Research Among Private Practice Lawyers and Other In-House Counsel
v GC Influencers INDIA 2019 Thursday, 14th February 2019 Hyatt Regency Delhi Programme Engaging content, networking and celebration with leading General Counsel and top ranked lawyers globally. GC Influencers For more informationINDIA visit 2019 chambers.com A5-Advert-Forums.idml 1 22/10/2018 12:17 Welcome SARAH KOGAN Editor Chambers Asia-Pacific Meet the most influential General Counsel in India today. Chambers has provided insight into the legal profession for over 30 years. During this time, in-house lawyers and third-party experts have shared their views on the value and importance placed on the role of the General Counsel. No longer just the ethical and legal heart of a business, these professionals now sit as influential participants at board level. Effective mangers, industry pioneers, diversity and CSR champions: these Influencers show the way. Research Methodology: Our GC Influencers have been chosen following research among private practice lawyers and other in-house counsel. We identified the key areas in which GCs have displayed substantial influence: Engaging content, • Effective management and development of an in-house team • Navigation of substantial business projects such as M&A or strategic networking and business change. • Development of litigation strategy and understanding the pressures faced celebration with leading within industry General Counsel and top • Bringing diversity & inclusion and CSR to the forefront of industry. ranked lawyers globally. • Ability to influence and respond to regulatory change Our aim is to celebrate excellence within the legal profession. This dynamic hall of fame encourages collaboration among the in-house legal community. Our GC Influencers have created best practice pathways endorsed by both private practice and other in-house lawyers. -
Viewing Pleasure of Our Members At: Soundcloud.Com/Voiceofmma
1 Our past presidents 1992-93 Mr K P Jayakar * 1956-58 Dr Sir A L Mudaliar * 1993-94 Mr M S Sekhar 1958-59 Mr S Anantharamakrishnan * 1994-95 Mr S Nagarajan 1959-63 Dr K P Ramsami * 1995-97 Mr V Balaraman 1963-64 Mr K Eswaran * 1997-98 Mr K V Shetty * 1964-65 Mr A C Braganza 1998-99 Mr Murali Venkatraman 1965-66 Mr M V Arunachalam * 1999-00 Mr R Jagannath 1966-69 Mr M K Raju * 2000-01 Mr Arun Bewoor 1969-72 Mr P Unnikrishnan 2001-02 Mr Srinivasan K Swamy 1972-74 Mr R K Swamy * 2002-03 Mr A Satish Kumar 1974-75 Mr V A Ramachandran 2003-04 Mr M S Kumar Mr N Venkataramani 2004-05 Mr P K Mohapatra * 1975-77 Mr T S Chintamani * 2005-06 Mr D P Padmanabhan 1977-78 Mr M R R Punja * 2006-07 Mr C K Ranganathan 1978-80 Mr T T Rangaswamy 2007-08 Mr S Gopal 1980-81 Mr N Venkataramani 2008-09 Ms Jayshree Venkatraman * 1981-82 Mr N Sankar 2009-10 Mr R Raghuttama Rao 1982-83 Prof S L Rao 2010-11 Mr Ranganath N K 1983-84 Mr R N Ratnam 2011-12 Mr Ravi Viswanathan 1984-85 Mr R Viswanathan * 2012-13 Mr Venky Rajgopal 1985-86 Mr H R Pandurang 2013-14 Mr Srivats Ram 1986-87 Dr K M Thiagarajan * 2014-15 Mr Raju Venkatraman 1987-88 Dr V Gopal Ratnam 2015-16 Mr T Shivaraman 1988-89 Mr N Kumar 2016-17 Mr R Srikanth 1989-90 Mr N Srinivasan 2017-18 Ms Kavitha D Chitturi 1990-91 Ms Mallika Srinivasan 2018-19 Mr L Ramkumar 1991-92 Mr L Ganesh * Deceased 2 FROM THE PRESIDENT Being agile, adapting to the situation and supporting each other… Dear Members, My greetings to all of you! At this time when we are all facing the impact of the Covid-19 pandemic, I send my best wishes and hope that you and your loved ones are keeping well. -
Direct Investments in the US by Indian Enterprises Setting the New Agenda
Direct investments in the US by Indian enterprises Setting the new agenda October 2012 – December 2014 Rajiv Memani Chairman - India Region, EY Prime Minister Mr. Narendra Modi’s recent visit to the US in September 2014 added new dimensions to the dialogue between our two nations, and instilled renewed confidence in business leaders. The Fifth US-India Strategic Dialogue and the visit of the US dignitaries to India were amongst the other recent events that reinforced bilateral ties between the two countries. At the same time, the US President Barack Obama’s visit to India is expected to provide an additional push to Indo-US relations. From a business standpoint, the U.S has always held out significant appeal to businesses seeking to make a global impact. It is ranked as one of the world’s topmost investment destinations. Direct investments in the US by Indian enterprises, is a series launched by EY and FICCI in 2006 to unravel the lesser known story of Indian FDI into the US. Today, hundreds of Indian companies are operating in the US. They have invested millions of dollars, generated and supported thousands of jobs, and made a deep impact through their philanthropic initiatives and community engagements. These companies have shown the courage to successfully compete with their global peers on their home turf. This report is the fifth in a series, initiated in 2006, which has become a “ready reckoner” for anyone seeking to do business with and in the US. Indian investments in the US have remained strong during October 2012 to December 2014, despite global and domestic economic turbulence. -
Your Partners in Growth … We Make the Winning Difference
Your Partners in Growth … We Make The Winning Difference MUMBAI | NEW DELHI | BENGALURU | AUSTRALIA | SINGAPORE 3 Decades Of Delivering Success… Full-service Investment bank with strong capabilities in M&A, PE & Corporate Finance Who We Are ➢ Over 100 completed assignments in ~8 years, transacting in 20 countries across 18 Amongst top 5 Investment Banks uniquesectors/Sub Sectors, aggregated value of transactions handled ~USD 5 Bn ➢ Deep business understanding with multi-sector focus, solution driven mind-set and >100 transactions in result-oriented approach last 8 years ➢ Strong relationships with top Indian Business houses & Global IndustryLeaders ➢ Experienced leadership with diverse background supported by well-research Transactions valued ~USD 5 Bn oriented execution team. ➢ ~350 years of collective experience among 40 professionals, completed over 1,000 assignments since inception ~40 Professionals ➢ Low profile but aggressive team, maintaining highest level of ethics & professional standards ~350 years of collective ➢ Impeccable track record of servicing and maintaining live relationship with over experience 1,500 satisfied clients Closed transactions in ➢ Confidence from existing clients with ~70% repeat business and ~70% strike rate >20 Countries ➢ Providing uncompromised and unbiased advice not encumbered by manyconflicts ➢ Strategic stakeholder & exclusive member of Mergers-Alliance (www.mergers- Strong presence in 18 unique sectors/ alliance.com), a network of 17 independent leading investment banks from across subsectors the -
Rsm India - Highlights
Partnering for your success… always RSM INDIA - HIGHLIGHTS § RSM Astute Consulting Group along with Suresh Surana & Associates LLP (together referred as 'RSM India'), consistently ranks amongst India's top 6 tax, accounting and consulting groups [International Accounting Bulletin, August 2017]. § Indian member of RSM International, the sixth largest global audit, tax and consulting network with annual combined fee income of US$ 4.87 billion across 120 countries. § Indian personnel strength of over 1,400 people having expertise in diverse fields. § Nationwide presence through offices in 11 key cities across India viz. Mumbai, New Delhi-NCR, Chennai, Kolkata, Bengaluru, Surat, Hyderabad, Ahmedabad, Pune, Gandhidham and Jaipur. § Multi-disciplinary team of professionals comprising of Chartered Accountants, MBAs, Company Secretaries, CISA / ISA professionals, Cost Accountants, Law Graduates and Engineers. § Service offerings: - Internal audit and risk advisory - International and Indian tax - Corporate advisory and structuring - IT systems assurance and IT solutions - GST advisory and compliance - Ind AS advisory - Operations consulting - Financial process outsourcing - Transfer pricing - Company law and legal support § RSM India has over the years built a strong competitive presence in all its focus sectors. Our clients include several large Indian groups, multinational corporations and first generation entrepreneurs. Hindalco Industries Tata International Reliance Industries Group Zee - Essel Group UltraTech Cement Raychem RPG Welspun Group Idea Cellular Hindustan Unilever Kellogg India Cipla Sun Pharmaceuticals Axis Bank ICICI Bank IDFC Bank IndusInd Bank Yes Bank ADM Group Subway Viacom 18 Parle Agro Mattel Toys Titan Raymond Faber Castell Armstrong Industries IRB Infrastructure Total Oil HDFC Ergo Ten Sports Capital First Metropolis Healthcare Wizcraft Entertainment VIP Industries Mastek Group Future Generali GCMMF (Amul) Sustainable Luxury LG Electronics Inlaks Group Jetking JSW Steel Karp Diamonds Pantaloons Rapaport KGK Diamonds PolyplexCorporation K. -
Commonly Used Business and Economic Abbreviations
COMMONLY USED BUSINESS AND ECONOMIC ABBREVIATIONS AAGR Average Annual Growth Rate AAR Average Annual Return ABB Asean Braun Boveri ADAG Anil Dhirubhai Ambani Group ADB Asian Development Bank ADR American Depository Receipts AGM Annual General Meeting APEC Asia Pacific Economic Cooperation APM Administered Price Mechanism ASCII American Standard Code for Information Interchange ASSOCHAM Associated Chambers of Commerce and Industry B2B Business to Business B2C Business to Consumer BIS Bank for International Settlements, Bureau of Indian Standards BOP Balance of Payment BPO Business Process Outsourcing BRIC Brazil India Russia China BSE Bombay Stock Exchange CAGR Compounded Annual Growth Rate CEO Chief Executive Officer CFO Chief Financial Officer CII Confederation of Indian Industries CIS Commonwealth of Independent States CMIE Centre for Monitoring Indian Economy CPI Consumer Price Index CRISIL Credit Rating Information Services of India Ltd. CRR Cash Reserve Ratio CSO Central Static’s organization DIAL Delhi International Airport Ltd. EMI Equated Monthly Installment EPS Earnings Per Share EPZ Export Processing Zone ESOP Employee Stock Ownership Plan EXIM Bank Export and Import Bank FDI Foreign Direct Investment FEMA Foreign Exchange Management Act FERA Foreign Exchange Regulation Act FICCI Federation of Indian Chambers of Commerce and Industry FII Foreign Institutional Investor FIPB Foreign Investment Promotion Board GATT General Agreement on Tariffs and Trade GDP Gross Domestic Product GDR Global Depository Receipt GNP Gross National -
About Balaji Telefilms
Private and Confidential Unique, Distinctive, Disruptive Investor Presentation Unique, Distinctive, Disruptive Disclaimer Certain words and statements in this communication concerning Balaji Telefilms Limited (“the Company”) and its prospects, and other statements relating to the Company‟s expected financial position, business strategy, the future development of the Company‟s operations and the general economy in India & global markets, are forward looking statements. Such statements involve known and unknown risks, uncertainties and other factors, which may cause actual results, performance or achievements of the Company, or industry results, to differ materially from those expressed or implied by such forward-looking statements. Such forward-looking statements are based on numerous assumptions regarding the Company‟s present and future business strategies and the environment in which the Company will operate in the future. The important factors that could cause actual results, performance or achievements to differ materially from such forward-looking statements include, among others, changes in government policies or regulations of India and, in particular, changes relating to the administration of the Company‟s industry, and changes in general economic, business and credit conditions in India. The information contained in this presentation is only current as of its date and has not been independently verified. No express or implied representation or warranty is made as to, and no reliance should be placed on, the accuracy, fairness or completeness of the information presented or contained in this presentation. None of the Company or any of its affiliates, advisers or representatives accepts any liability whatsoever for any loss howsoever arising from any information presented or contained in this presentation. -
Women Achievers 2011
Women Achievers i TABLE OF CONTENTS Introduction iii Message v Foreword vi NEELAM DHAWAN 1 PRIYA CHETTY RAJAGOPAL 2 SUCHITRA K ELLA 4 SUDHA IYER 5 ANURADHA SRIRAM 6 AKILA KRISHNAKUMAR 8 KIRAN MAZUMDAR SHAW 9 DEEPTI REDDY 10 REKHA M MENON 11 REVATHI KASTURI 13 SANDHYA VASUDEVAN 15 Dr VILLOO MORAWALA PATEL 16 AMUKTA MAHAPATRA 18 Dr REKHA SHETTY 19 YESHASVINI RAMASWAMY 21 BEENA KANNAN 23 BINDU ANANTH 24 PARVEEN HAFEEZ 25 MALLIKA SRINIVASAN 26 SUSHMA SRIKANDTH 27 SHEELA KOCHOUSEPH 29 HASTHA KRISHNAN 30 HEMALATHA RAJAN 31 HEMA RAVICHANDAR 32 KAMI NARAYAN 34 UMA RATNAM KRISHNAN 35 SHALINI KAPOOR 37 PREETHA REDDY 38 ii Women Achievers Dr. THARA SRINIVASAN 40 AKHILA SRINIVASAN 42 RAJANI SESHADRI 43 SHOMA BAKRE 44 SANGITA JOSHI 45 GAYATHRI SRIRAM 46 JAYSHREE VENKATRAMAN 48 GEETANJALI KIRLOSKAR 49 KALPANA MARGABHANDU 50 SHARADA SRIRAM 51 SAMANTHA REDDY 53 SHOBHANA KAMINENI 54 VINITA BALI 56 RAJSHREE PATHY . 58 GEETHA VISWANATHAN 59 VALLI SUBBIAH 60 RANJINI MANIAN 62 VANITA MOHAN 63 TILISA GUPTA KAUL 64 SHARAN APPARAO 65 SUNEETA REDDY 66 VANAJA ARVIND 67 Dr. KAMALA SELVARAJ 69 SAKUNTALA RAO 70 NEETA REVANKER 71 MAURA CHARI 73 HAMSANANDHI SESHAN 75 MAHIMA DATLA 77 Dr. NIRMALA LAKSHMAN 78 NANDINI RANGASWAMY 79 PRITHA RATNAM 81 Dr. THARA THYAGARAJAN 82 REVATHY ASHOK 83 SANGITA REDDY 85 GEEHTA PANDA 87 Women Achievers iii INTRODUCTION In the last two decades Indian women have entered work force in large numbers and many of them hold senior positions now Gone are the days when we hardly saw women in lead- ership positions in organizations Some of India’s -
“That's Not Real India”
Article Journal of Communication Inquiry 0(0) 1–29 “That’s Not Real India”: ! The Author(s) 2016 Reprints and permissions: sagepub.com/journalsPermissions.nav Responses to Women’s DOI: 10.1177/0196859916638648 Portrayals in Indian jci.sagepub.com Soap Operas Indira S. Somani1 and Marissa J. Doshi2 Abstract This study examined the portrayal of women on Indian soap operas through content analysis. Quotes from in-depth interviews of 100 Asian Indians (50 couples) from five major metropolitan areas, NY, DC, SF, Chicago, and Houston, who watch Indian television (imported from India) via the satellite dish or cable, were used in this study. Researchers uncovered specific themes, such as Portrayal of women, Heterosexual Romance and Intimacy, and Joint Family, and analyzed these themes against the theoretical framework of cultural proximity. The authors explained that the role of Indian women being created in Indian serials did not reflect the image of Indian women the participants remembered when they migrated to the United States in the 1960s. The image of Indian women that was being portrayed was that of a “vamp” or someone manipulative and not family-oriented. Therefore, the cultural proximity of the Indian soap operas was disrupted by the negative portrayal of Indian women to a particular generation of Indian immigrants in the United States. The participants appreciated the image of a modern Indian woman, as long as she still maintained traditional values. Further, these portrayals reminded these participants that they were cultural outsiders in modern India. Keywords critical and cultural studies, diasporic identity, gender and media, qualitative research methods, satellite television 1Howard University, Washington, DC, USA 2Hope College, Holland, MI, USA Corresponding Author: Indira S. -
Unit 7 Setting
Unit 7 Private Service Broadcasting in India UNIT-7 PRIVATE SERVICE BROADCASTING IN INDIA UNIT STRUCTURE 7.1 Learning Objectives 7.2 Introduction 7.3 Growth of Private Television 7.4 Arrival of Satellite and Cable Television 7.5 Channels based on Education, Entertainment, News and History 7.6 Major satellite TV channels- Star TV, Zee, Sony, MTV India, National Geographic Channel 7.7 Cable Television – The backbone of Digital Convergence 7.8 Impact of Private Satellite Channels on Doordarshan 7.9 Let us sum up 7.10 Further reading 7.11 Answers to check your progress 7.12 Model questions 7.1 LEARNING OBJECTIVES After going through this unit, you will be able to: describethe growth of private satellite channels in India elucidate the operations of major satellite TV channels in India analyze the impact of satellite television channels on Doordarshan (DD). 7.2 INTRODUCTION In this unit, we are going to discuss about the growth of private television channels in India, arrival of satellite and cable television, different channels based on education, entertainment, news and history. Through this unit we are also going to discuss on major issues associated cable television and its contribution in digital convergence, impact of private channels on the functioning of Doordarshan. 98 Electronic Media-Television Private Service Broadcasting in India Unit 7 7.3 GROWTH OF PRIVATE TELEVISION With new economic policy Indian Economy has witnessed a major shift in year 1991. Due to this policy,different sectors have received major attention from the global investors. Private television in India has witnessed a major leap during the period. -
Brainy Quote ~ Oprah Winfrey 007
Brainy Quote ~ Oprah Winfrey 007 “Where there is no struggle, there is no strength.” ~ Oprah Winfrey 007 ~ Ok "Di mana tidak ada pergumulan, tidak ada kekuatan." ~ Oprah Winfrey 007 ~ Ok Apakah hidup Anda saat ini seperti berkendara di jalan tol yang sepi? Melintas dengan kecepatan tinggi tanpa hambatan? Mungkinkah hidup tidak memiliki permasalahan? Adakah orang yang tidak memiliki persoalan hidup? Sepertinya, hanya orang yang sudah berada di liang kubur yang tidak memiliki persoalan lagi, karena mereka sudah tidak hidup. Bagi orang yang masih aktif dan hidup sampai saat ini, persoalan dan pergumulan hidup adalah keniscayaan. Karena dari persoalan hidup yang harus dihadapi tersebut, ada kekuatan yang mengiringinya. Seperti yang diutarakan Oprah Winfrey, seorang pilantropist, produser, aktris, dan host talk show terkenal lewat ‘The Oprah Winfrey Show’, berkebangsaan Amerika, lahir pada tahun 1954 (berusia 64 tahun saat ini), melalui quote-nya, ’Where there is no struggle, there is no strength.’ Secara bebas diterjemahkan, ’Di mana tidak ada pergumulan, tidak ada kekuatan.’ Seorang anak kecil yang masih kecil… ketika pertama kali berusaha untuk berdiri, ia harus berjuang untuk menjaga keseimbangan agar tidak terjatuh. Demikian juga, seseorang yang baru pertama kali belajar mengendarai sepeda, ia pun harus berjuang agar seimbang dan tidak terjatuh. Biji pohon yang ditanam pun, harus berjuang untuk keluar dari dalam tanah, melawan tanah yang padat menekannya. Dengan kekuatan tertentu, ia mampu muncul ke permukaan dan menjulang tinggi menuju awal. Pergumulan atau perjuangan hidup adalah sesuatu yang wajib dialami setiap makhluk hidup yang masih hidup. Bila ada orang yang mengaku tidak pernah mengalami pergumulan, kemungkinan ia tidak melakukan apa-apa atau ia sudah terbiasa dengan pergumulan yang berat. -
DEFINATION the Capacity and Willingness to Develop, Organize
DEFINATION The capacity and willingness to develop, organize and manage a business venture along with any of its risks in order to make a profit. The most obvious example of entrepreneurship is the starting of new businesses. In economics, entrepreneurship combined with land, labor, natural resources and capital can produce profit. Entrepreneurial spirit is characterized by innovation and risk-taking, and is an essential part of a nation's ability to succeed in an ever changing and increasingly competitive global marketplace. Differences Between Women and Men Entrepreneurs When men and women start companies, do they approach the process the same way? Are there key differences? And how do those differences affect the success of the business venture? As a woman in the start-up community, I am frequently asked about women entrepreneurs. A popular question is: How are they different from men? There have been many studies of entrepreneurs and start-ups, and I’ve read a number of them. Many of them seem to me to fall short, because the researchers, not being entrepreneurs themselves, lack an in-depth understanding of the entrepreneurial mind. The result is often a lot of statistics that fail to enlighten readers about entrepreneurial behavior and motivation. So what follows are my personal opinions. They are not based on formal research, but on my own observations and interactions with other women entrepreneurs. 1. Women tend to be natural multitaskers, which can be a great advantage in start-ups. While founders typically have one core skill, they also need to be involved in many different aspects of their business.