Capital Flows Underpinning India's Energy Transformation
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The Future of CDC
House of Commons International Development Committee The Future of CDC Fifth Report of Session 2010–11 Volume I Volume I: Report, together with formal minutes, oral and written evidence Additional written evidence is contained in Volume II, available on the Committee website at www.parliament.uk/indcom Ordered by the House of Commons to be printed Tuesday 15 February 2011 HC 607 Published on 3 March 2011 by authority of the House of Commons London: The Stationery Office Limited £17.50 The International Development Committee Rt Hon. Malcolm Bruce MP, (Liberal Democrat, Gordon) (Chairman) Hugh Bayley MP, (Labour, City of York) Richard Burden MP, (Labour, Birmingham, Northfield) Sam Gyimah MP (Conservative, East Surrey) Richard Harrington MP, (Conservative, Watford) Pauline Latham MP, (Conservative, Mid Derbyshire) Jeremy Lefroy (Conservative, Stafford) Mr Michael McCann MP, (Labour, East Kilbride, Strathaven and Lesmahagow) Alison McGovern MP, (Labour, Wirral South) Anas Sarwar MP, (Labour, Glasgow Central) Chris White MP, (Conservative, Warwick and Leamington) The following members were also members of the committee during the parliament: Mr Russell Brown MP, (Labour, Dumfries, Galloway) Mr James Clappison MP, (Conservative, Hertsmere) Ann McKechin MP, (Labour, Glasgow North) Publications The Reports and evidence of the Committee are published by The Stationery Office by Order of the House. All publications of the Committee (including press notices) are on the Internet at www.parliament.uk/indcom Committee staff The staff of the Committee are David Harrison (Clerk), Mick Hillyard (Second Clerk), Anna Dickson (Committee Specialist), Chlöe Challender (Committee Specialist), Tony Catinella (Senior Committee Assistant), Susan Monaghan (Senior Committee Assistant), Vanessa Hallinan (Committee Assistant), Emily Harrisson (Inquiry Manager) and Nicholas Davies (Media Officer) Contacts All correspondence should be addressed to the Clerk of the International Development Committee, House of Commons, 7 Millbank, London SW1P 3JA. -
JSW Energy Presentation
JSW Energy Limited Investor Presentation January 2017 Agenda Overview Value Proposition Business Appendix Environment 2 JSW Group – overview USD 11 billion group with presence across the core sectors JSW Steel*: India’s leading integrated steel JSW Energy*: Engaged across the value producer (Steel making capacity: 18MTPA) chain of power business (Operational plants’ capacity: 4,531MW – proposed increase to 6,031 MW^) JSW Infrastructure: Engaged in development JSW Cement: Manufacturer of PSC, OPC and operations of ports (Operational and GGBS cement (Operational plants’ capacity: 45MTPA) capacity: 6.4MTPA) Group market cap ($7,258 mn**) JSW Energy 1,469 JSW Steel 5,789 As on Dec 30, 2016 * Listed company. ** USD/ ` = 67.9547 (RBI reference rate as on Dec 30, 2016) 3 ^ Capacity would increase to 6,031 MW upon completion of 500MW Bina thermal power project from JPVL and 1,000MW Tamnar thermal power project from JSPL JSW Energy – Presence across the value chain . Currently operational . Operational transmission line – JV with capacity: 4,531MW MSETCL: two 400KV transmission lines Power Power generation transmission . JV with Toshiba, Japan for Equipment . Rajasthan (lignite): Kapurdi manufacturing of super- Mining (operational with capacity of critical steam turbines and manufacturing 7MTPA) and Jalipa (under generators development) mines; mineable reserves of 441mn tonnes Power trading . Engaged in power trading since June 2006 . Handled trading volume of ~9 bn units in FY16 4 Established energy company with 4,531 MW operational capacity… proposed increase to 6,031 MW^ Barmer: 1,080MW Baspa II (300MW) & Karcham Wangtoo (1,091MW) . Configuration: 8 X 135MW . Units operating: Baspa II since 2003 and Karcham Wangtoo . -
India CCS Scoping Study: Final Report
January 2013 Project Code 2011BE02 India CCS Scoping Study: Final Report Prepared for The Global CCS Institute © The Energy and Resources Institute 2013 Suggested format for citation T E R I. 2013 India CCS Scoping Study:Final Report New Delhi: The Energy and Resources Institute. 42pp. [Project Report No. 2011BE02] For more information Project Monitoring Cell T E R I Tel. 2468 2100 or 2468 2111 Darbari Seth Block E-mail [email protected] IHC Complex, Lodhi Road Fax 2468 2144 or 2468 2145 New Delhi – 110 003 Web www.teriin.org India India +91 • Delhi (0)11 ii Table of Contents 1. INTRODUCTION ..................................................................................................................... 1 2. COUNTRY BACKGROUND ...................................................................................................... 1 3. CO2 SOURCES ......................................................................................................................... 7 4. CURRENT CCS ACTIVITY IN INDIA ..................................................................................... 15 5. ECONOMIC ANALYSIS .......................................................................................................... 19 6. POLICY & LEGISLATION REVIEW ......................................................................................... 26 7. CAPACITY ASSESSMENT ...................................................................................................... 27 8. BARRIERS TO CCS IMPLEMENTATION IN INDIA ............................................................... -
Steel Leads India Inc's Capacity Expansion
Steel leads India Inc’s capacity expansion DEV CHATTERJEE, ADITI DIVEKAR & ISHITA AYAN DUTT TOP PERFORMERS IN Mumbai/Kolkata, 27 June WHO IS MARCH QUARTER Reliance Industries is not the only firm planning EXPANDING? (sales growth YoY in %) massive investments in a new business and other Iron & steel 49.8 verticals. Several top companies, led by steel Auto* 49.4 majors ArcelorMittal Nippon Steel India (AM/NS Non-ferrous 46.8 India), JSW Steel, Tata Steel, as well as aluminium major Hindalco, are planning to Cement 31.4 expand capacity in the next few quarters as FMCG 30.8 demand from their customers rises. Refineries 17.7 AM/NS India, a joint venture between the | Reliance Industries | ArcelorMittal world’s leading steel maker ArcelorMittal and Nippon Steel India | JSW Steel/ Construction 14.2 Japan’s Nippon Steel, has plans of ramping up JSW Energy | Jindal Steel & Power Pharmaceutical 13.2 capacity to 30 million tonnes (mt) at an | Tata Steel | Hindalco/UltraTech *and auto ancillaries > investment of ~85,000 crore. Turn to Page 6 | Adani Enterprises Source: CARE Ratings the Department of Investment ~7,000 crore for debottleneck- Sajjan Jindal-led JSW Steel and Public Asset Management ing is underway. In addition, plans to spend ~47,457 crore (DIPAM) — Deloitte Touche AM/NS India has signed a towards capex in the next three Tohmatsu India and SBI memorandum of understand- years for adding 5 million Capital Markets — have ing for a new 12-mt integrated tonnes per annum (mtpa) steel- reached out to investors on plant in Odisha, at an invest- making capacity at Vijayanagar behalf of the government. -
Private Equity Review
the Private Equity Review Private Private Equity Review Eighth Edition Editor Stephen L Ritchie Eighth Edition Eighth lawreviews © 2019 Law Business Research Ltd Private Equity Review Eighth Edition Reproduced with permission from Law Business Research Ltd This article was first published in June 2019 For further information please contact [email protected] Editor Stephen L Ritchie lawreviews © 2019 Law Business Research Ltd PUBLISHER Tom Barnes SENIOR BUSINESS DEVELOPMENT MANAGER Nick Barette BUSINESS DEVELOPMENT MANAGER Joel Woods SENIOR ACCOUNT MANAGERS Pere Aspinall, Jack Bagnall ACCOUNT MANAGERS Olivia Budd, Katie Hodgetts, Reece Whelan PRODUCT MARKETING EXECUTIVE Rebecca Mogridge RESEARCH LEAD Kieran Hansen EDITORIAL COORDINATOR Tommy Lawson HEAD OF PRODUCTION Adam Myers PRODUCTION EDITOR Robbie Kelly SUBEDITOR Charlotte Stretch CHIEF EXECUTIVE OFFICER Paul Howarth Published in the United Kingdom by Law Business Research Ltd, London 87 Lancaster Road, London, W11 1QQ, UK © 2019 Law Business Research Ltd www.TheLawReviews.co.uk No photocopying: copyright licences do not apply. The information provided in this publication is general and may not apply in a specific situation, nor does it necessarily represent the views of authors’ firms or their clients. Legal advice should always be sought before taking any legal action based on the information provided. The publishers accept no responsibility for any acts or omissions contained herein. Although the information provided is accurate as at April 2019, be advised that this -
Envisioning New Partnerships for Africa's Future
ENvISIONING NEW PARTNERSHIPS FOR AFRICA’S FuTuRE: MAkING GLOBAL GOvERNANCE WORk IN A POST-2015 WORLD Dominik Balthasar / Hannah Bowen / Clara Brandi / Kathrin Hamm / Whitney Haring-Smith / Ginger Turner Yuzhe Wang / Jiajun Xu SEPTEMBER 2013 BERLIN GG2022.NET BEIJING WASHINGTON DC Supported by Partners WWW.GG2022.NET ENVISIONING NEW PARTNERSHIPS FOR AFrica’s FuturE: MAKING GLOBAL GOVERNANCE WORK IN A POST-2015 WORLD _ TABLE OF CONTENTS ABOUT THE REPORT 1 EXECUTIVE SUMMARY 2 INTRODUCTION 7 SCENARIO 1: AFRICA LEFT BEHIND 9 SCENARIO 2: CUT-THROAT COMPETITION 15 SCENARIO 3: AFRICA RISING 22 STRATEGIC IMPLICATIONS 30 POLICY RECOMMENDATIONS FOR 2013 35 FELLOWS OF THE GLOBAL DEVELOPMENT 38 GOVERNANCE WORKING GROUP APPENDIX 1: SCENARIO PLANNING METHODOLOGY 41 APPENDIX 2: GLOBAL DEVELOPMENT GOVERNANCE TODAY 45 GLOBAL GOVERNANCE 2022 _ ACRONYMS ANC African National Congress, South Africa AU African Union BIS Bank for International Settlements BITs Bilateral Investment Treaties BRIC Brazil, Russia, India, China BRICS Brazil, Russia, India, China, South Africa CDA Citizen Development Assistance DAC Development Assistance Committee, Development Cooperation Directorate, OECD DCF United Nations Development Cooperation Forum EAC East African Community ECOSOC Economic and Social Council ECOWAS Economic Community of West African States EITI Extractive Industries Transparency Initiative FDI Foreign Direct Investment FSF Financial Stability Forum GDP Gross Domestic Product GEC Global Economic Council GNI Gross National Income IFC International Financial Corporation, -
ANNUAL REVIEW 2017 Land of the Giants Cycle-Tested Credit Expertise Extensive Market Coverage Comprehensive Solutions Relative Value Focus
ANNUAL REVIEW 2017 Land of the giants Cycle-Tested Credit Expertise Extensive Market Coverage Comprehensive Solutions Relative Value Focus Ares Management is honored to be recognized as Lender of the Year in North America for the fourth consecutive year as well as Lender of the Year in Europe Lender of the year in Europe Ares Management, L.P. (NYSE: ARES) is a leading global alternative asset manager with approximately $106 billion of AUM1 and offices throughout the United States, Europe, Asia and Australia. With more than $70 billion in AUM1 and approximately 235 investment professionals, the Ares Credit Group is one of the largest global alternative credit managers across the non-investment grade credit universe. Ares is also one of the largest direct lenders to the U.S. and European middle markets, operating out of twelve office locations in both geographies. Note: As of December 31, 2017. The performance, awards/ratings noted herein may relate only to selected funds/strategies and may not be representative of any client’s given experience and should not be viewed as indicative of Ares’ past performance or its funds’ future performance. 1. AUM amounts include funds managed by Ivy Hill Asset Management, L.P., a wholly owned portfolio company of Ares Capital Corporation and a registered investment adviser. learn more at: www.aresmgmt.com | www.arescapitalcorp.com The battle of the brands the US market on page 80, advisor Hamilton TOBY MITCHENALL Lane said it had received a record number EDITOR'S of private placement memoranda in 2017 – ISSN 1474–8800 LETTER MARCH 2018 around 800 – and that this, combined with Senior Editor, Private Equity faster fundraising processes, has made it dif- Toby Mitchenall, Tel: +44 207 566 5447 [email protected] ficult to some investors to make considered Special Projects Editor decisions. -
Unpaid Dividend-16-17-I2 (PDF)
Note: This sheet is applicable for uploading the particulars related to the unclaimed and unpaid amount pending with company. Make sure that the details are in accordance with the information already provided in e-form IEPF-2 CIN/BCIN L72200KA1999PLC025564 Prefill Company/Bank Name MINDTREE LIMITED Date Of AGM(DD-MON-YYYY) 17-JUL-2018 Sum of unpaid and unclaimed dividend 737532.00 Sum of interest on matured debentures 0.00 Sum of matured deposit 0.00 Sum of interest on matured deposit 0.00 Sum of matured debentures 0.00 Sum of interest on application money due for refund 0.00 Sum of application money due for refund 0.00 Redemption amount of preference shares 0.00 Sales proceed for fractional shares 0.00 Validate Clear Proposed Date of Investor First Investor Middle Investor Last Father/Husband Father/Husband Father/Husband Last DP Id-Client Id- Amount Address Country State District Pin Code Folio Number Investment Type transfer to IEPF Name Name Name First Name Middle Name Name Account Number transferred (DD-MON-YYYY) 49/2 4TH CROSS 5TH BLOCK MIND00000000AZ00 Amount for unclaimed and A ANAND NA KORAMANGALA BANGALORE INDIA Karnataka 560095 72.00 24-Feb-2024 2539 unpaid dividend KARNATAKA 69 I FLOOR SANJEEVAPPA LAYOUT MIND00000000AZ00 Amount for unclaimed and A ANTONY FELIX NA MEG COLONY JAIBHARATH NAGAR INDIA Karnataka 560033 72.00 24-Feb-2024 2646 unpaid dividend BANGALORE PLOT NO 10 AIYSSA GARDEN IN301637-41195970- Amount for unclaimed and A BALAN NA LAKSHMINAGAR MAELAMAIYUR INDIA Tamil Nadu 603002 400.00 24-Feb-2024 0000 unpaid dividend -
Unpaid Dividend-17-18-I3 (PDF)
Note: This sheet is applicable for uploading the particulars related to the unclaimed and unpaid amount pending with company. Make sure that the details are in accordance with the information already provided in e-form IEPF-2 CIN/BCIN L72200KA1999PLC025564 Prefill Company/Bank Name MINDTREE LIMITED Date Of AGM(DD-MON-YYYY) 17-JUL-2018 Sum of unpaid and unclaimed dividend 696104.00 Sum of interest on matured debentures 0.00 Sum of matured deposit 0.00 Sum of interest on matured deposit 0.00 Sum of matured debentures 0.00 Sum of interest on application money due for refund 0.00 Sum of application money due for refund 0.00 Redemption amount of preference shares 0.00 Sales proceed for fractional shares 0.00 Validate Clear Proposed Date of Investor First Investor Middle Investor Last Father/Husband Father/Husband Father/Husband Last DP Id-Client Id- Amount Address Country State District Pin Code Folio Number Investment Type transfer to IEPF Name Name Name First Name Middle Name Name Account Number transferred (DD-MON-YYYY) 49/2 4TH CROSS 5TH BLOCK MIND00000000AZ00 Amount for unclaimed and A ANAND NA KORAMANGALA BANGALORE INDIA Karnataka 560095 54.00 23-May-2025 2539 unpaid dividend KARNATAKA 69 I FLOOR SANJEEVAPPA LAYOUT MIND00000000AZ00 Amount for unclaimed and A ANTONY FELIX NA MEG COLONY JAIBHARATH NAGAR INDIA Karnataka 560033 72.00 23-May-2025 2646 unpaid dividend BANGALORE ROOM NO 6 G 15 M L CAMP 12044700-01567454- Amount for unclaimed and A ARUNCHETTIYAR AKCHETTIYAR INDIA Maharashtra 400019 10.00 23-May-2025 MATUNGA MUMBAI MI00 unpaid -
Renew Power, India's Leading Renewable Energy Company, Wins
ReNew Power, India’s Leading Renewable Energy Company, wins 200 MWs in MSEDCL Solar Auction Gurgaon, July 20, 2021: ReNew Power (“ReNew”, or “the Company”), India’s leading renewable energy company, announced that it has won a 200 megawatt (MW/ac) Interstate Transmission System (ISTS) solar generation project in an auction conducted by the Maharashtra State Electricity Distribution Company Limited (MSEDCL) which has a credit rating of “A” by ICRA (a Moody’s company). ReNew Power expects to sign a 25-Year Power Purchase Agreement with the utility by the third fiscal quarter of 2022 to supply clean energy to Maharashtra at a tariff of Rs 2.43/ kWh (~US$0.033). The project is expected to be constructed in Gujarat or Rajasthan and ReNew Power is looking to deploy high efficiency Mono Perc modules with string inverters along with domestically manufactured modules from its own manufacturing facility. The plant is expected to be completed by the first fiscal quarter of 2024. Speaking about the win, ReNew’s Founder, Chairman and CEO, Mr. Sumant Sinha said, “Our win of the 200 MW MSEDCL project at an expected return comfortably above our threshold in an oversubscribed auction is a testament to ReNew’s competitive advantage. This project also marks a significant step forward for ReNew Power as it will be the first project where we will deploy modules from our manufacturing facility in Gujarat. In addition, our differentiated vertically integrated business model and use of our proprietary monitoring and analytical technology enable the performance of our assets to be best in class further establishing ReNew as the leader in Indian renewables.” About ReNew Power: ReNew is India’s leading renewable energy independent power producer (IPP) by capacity and is the 10th largest global renewable IPP by operational capacity. -
PE & QSR: Ambition on a Bun Asian Venture Capital Journal | 06
PE & QSR: Ambition on a bun Asian Venture Capital Journal | 06 November 2019 Many private equity investors think they can make a fast buck from fast dining, but rolling out a Western-style brand in Asia requires discipline on valuation and competence in execution Gondola Group was among the last remaining assets in Cinven’s fourth fund, and as one LP tells it, exit prospects were uncertain. The portfolio company’s primary business was PizzaExpress, which had 437 outlets in the UK and a further 68 internationally as of June 2014. Expansion in China by the brand’s Hong Kong-based franchise partner had been measured, with about a dozen restaurants apiece in Hong Kong and the mainland. Cinven wasn’t willing to be so patient. In May 2014, Gondola opened a directly owned outlet in Beijing – as a showcase of what the brand might achieve in China when backed by enough capital and ambition. Two months after that, PizzaExpress was sold to China’s Hony Capital for around $1.5 billion. By the start of the following year, Cinven had offloaded the remaining Gondola assets and generated a 2.4x return for its investors. The LP was “pleasantly surprised” by the outcome. Hony’s experience with the restaurant chain hasn’t be as fulfilling. Adverse commercial conditions in the UK – still home to 480 of its approximately 620 outlets – has eaten into margins and left PizzaExpress potentially unable to sustain an already highly leveraged capital structure. Hony is considering restructuring options for a GBP1.1 billion ($1.4 billion) debt pile. -
Entrepreneurial Action and the Emergence of China’S Private Solar Photovoltaic Firms
*** Forthcoming in Research Policy *** OVERCOMING THE LIABILITY OF NEWNESS: ENTREPRENEURIAL ACTION AND THE EMERGENCE OF CHINA’S PRIVATE SOLAR PHOTOVOLTAIC FIRMS Wei Zhang Associate Professor & Steven White Associate Professor Department of Innovation, Entrepreneurship & Strategy School of Economics and Management Tsinghua University Abstract This study explores how entrepreneurs introducing a new organizational form can build legitimacy and capabilities to overcome significant liabilities of newness, and how their actions and the institutional structure co-evolve. Our multiple case study design enabled us to explicate specific actions that entrepreneurs founding China’s private solar photovoltaic (PV) firms took as they built organizational capabilities and established their legitimacy vis- à-vis resource holders and global markets. We identified three legitimacy-based strategies they used: leveraging their existing sources of legitimacy, aligning their actions with established institutional rules and norms, and enacting the institutional environment to change perceptions of what is legitimate. We also found a stark contrast between the early and late entrants. The early entrants had to build an effective organizational capability and establish their own firm’s legitimacy, as well as establish the legitimacy of the private Chinese solar PV firm as a viable organizational form, both domestically and abroad. Later entrants could leverage the legitimacy established by the early entrants, enabling them to more easily and quickly access external resources and become competitive. Our findings also suggest an important role for government in promoting and supporting entrepreneurship that complements well-established approaches. Namely, through its policies and actions, the government can create an environment in which experimentation and exploration is legitimate, thereby making it easier for entrepreneurs, new ventures and new organizational forms to access critical resources and realize their potential.