Xuberance Recruitment Guide 2020
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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. -
Annual Report 2011-2012
Cover image: All photographs are of associates of Tata Consultancy Services The Annual General Meeting will be held on Friday, June 29, 2012, 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. Contents Board of Directors 2 Financial Highlights 4 Our Leadership Team 5 Letter from CEO 6 Key Trends (FY 2005 - 2012) 8 Management Team 10 Directors’ Report 12 Management Discussion and Analysis 21 Corporate Governance Report 58 Consolidated Financial Statements Auditors’ Report 75 Consolidated Balance Sheet 76 Consolidated Statement of Profit and Loss 77 Consolidated Cash Flow Statement 78 Notes forming part of the Consolidated Financial Statements 79 Unconsolidated Financial Statements Auditors’ Report 111 Balance Sheet 114 Statement of Profit and Loss 115 Cash Flow Statement 116 Notes forming part of the Financial Statements 117 Statement under Section 212 of the Companies Act, 1956 relating to subsidiary companies 150 Board of Directors As of April 02, 2012 1 R N Tata 2 S Ramadorai 3 A Mehta Chairman Vice Chairman Director 4 V Thyagarajan 5 C M Christensen 6 R Sommer Director Director Director 7 Laura Cha 8 V Kelkar 9 I Hussain Director Director Director 10 N Chandrasekaran 11 S Mahalingam 12 P A Vandrevala Chief Executive Officer Chief Financial Officer Director and Managing Director and Executive Director 13 O P Bhatt 14 C P Mistry Director -
India: the Weakening of the Congress Stranglehold and the Productivity Shift in India
ASARC Working Paper 2009/06 India: The Weakening of the Congress Stranglehold and the Productivity Shift in India Desh Gupta, University of Canberra Abstract This paper explains the complex of factors in the weakening of the Congress Party from the height of its power at the centre in 1984. They are connected with the rise of state and regional-based parties, the greater acceptability of BJP as an alternative in some of the states and at the Centre, and as a partner to some of the state-based parties, which are in competition with Congress. In addition, it demonstrates that even as the dominance of Congress has diminished, there have been substantial improvements in the economic performance and primary education enrolment. It is argued that V.P. Singh played an important role both in the diminishing of the Congress Party and in India’s improved economic performance. Competition between BJP and Congress has led to increased focus on improved governance. Congress improved its position in the 2009 Parliamentary elections and the reasons for this are briefly covered. But this does not guarantee an improved performance in the future. Whatever the outcomes of the future elections, India’s reforms are likely to continue and India’s economic future remains bright. Increased political contestability has increased focus on governance by Congress, BJP and even state-based and regional parties. This should ensure improved economic and outcomes and implementation of policies. JEL Classifications: O5, N4, M2, H6 Keywords: Indian Elections, Congress Party's Performance, Governance, Nutrition, Economic Efficiency, Productivity, Economic Reforms, Fiscal Consolidation Contact: [email protected] 1. -
Political Economy of India's Fiscal and Financial Reform*
Working Paper No. 105 Political Economy of India’s Fiscal and Financial Reform by John Echeverri-Gent* August 2001 Stanford University John A. and Cynthia Fry Gunn Building 366 Galvez Street | Stanford, CA | 94305-6015 * Associate Professor, Department of Government and Foreign Affairs, University of Virginia 1 Although economic liberalization may involve curtailing state economic intervention, it does not diminish the state’s importance in economic development. In addition to its crucial role in maintaining macroeconomic stability, the state continues to play a vital, if more subtle, role in creating incentives that shape economic activity. States create these incentives in a variety of ways including their authorization of property rights and market microstructures, their creation of regulatory agencies, and the manner in which they structure fiscal federalism. While the incentives established by the state have pervasive economic consequences, they are created and re-created through political processes, and politics is a key factor in explaining the extent to which state institutions promote efficient and equitable behavior in markets. India has experienced two important changes that fundamentally have shaped the course of its economic reform. India’s party system has been transformed from a single party dominant system into a distinctive form of coalitional politics where single-state parties play a pivotal role in making and breaking governments. At the same time economic liberalization has progressively curtailed central government dirigisme and increased the autonomy of market institutions, private sector actors, and state governments. In this essay I will analyze how these changes have shaped the politics of fiscal and financial sector reform. -
Dilemma of Resources and Resistance
:: The potential and limits of resource-rich East India Dilemma of resources and resistance Imm Jeong-Seong Senior Business Analyst of POSCO Research Institute est Bengal is located at the lower Ganges-Yamuna River. The Mahanadi River, which literally means the Great River, starts in Chhattisgarh and flows through W the states of Orissa and Jharkhand. These areas have the largest mineral reserves in India, but are usually ranked last in competitiveness. This is the region of East India. Why are the East Indian states so underprivileged? Can their situation be improved? ○● “Resource curse” East India is comprised of the coastal areas along the Bay of Bengal and the tropical inland jungles. Due to easy access, the coastal areas have been modernized quickly. Kolkata has a particularly favorable geographical location; the East India Company chose Kolkata for a British trade settlement. However, 30% of the total area of East India is mountainous, and the 061 Autumn 2011�POSRI Chindia Quarterly populations of native tribes are relatively high: 34% in Chhattisgarh, 28% in Jharkhand, and 22% in Orissa. In some remote districts, this figure is as high as 60-70%. These native tribes are isolated from modernization as well as recent economic development, and are classified as the poorest group in India. Naxalite guerillas are rampant in these mountain regions. They are most active along the meridian from the Himalayas in Nepal to Andhra Pradesh. This area is called “The Red Corridor”. The Naxalites formed in 1967 in Naxalbari, a small village in West Bengal where poor, landless farmers revolted against their rich landlords and seized the land. -
Corporate Diversification Strategies: Indian Perspective
UNIVERSITY OF LJUBLJANA FACULTY OF ECONOMICS MASTER’S THESIS CORPORATE DIVERSIFICATION STRATEGIES: INDIAN PERSPECTIVE Ljubljana, September 2014 NAVIN DUBEY AUTHORSHIP STATEMENT The undersigned Navin Dubey a student at the University of Ljubljana, Faculty of Economics (hereafter: FELU), declare that I am the author of the master’s thesis entitled Corporate Diversification Strategies: Indian Perspective, written under supervision of Professor Matej Lahovnik, Phd. In accordance with the Copyright and Related Rights Act (Official Gazette of the Republic of Slovenia, Nr. 21/1995 with changes and amendments) I allow the text of my master’s thesis to be published on the FELU website. I further declare the text of my master’s thesis to be based on the results of my own research; the text of my master’s thesis to be language-edited and technically in adherence with the FELU’s Technical Guidelines for Written Works which means that I o cited and / or quoted works and opinions of other authors in my master’s thesis in accordance with the FELU’s Technical Guidelines for Written Works and o obtained (and referred to in my master’s thesis) all the necessary permits to use the works of other authors which are entirely (in written or graphical form) used in my text; to be aware of the fact that plagiarism (in written or graphical form) is a criminal offence and can be prosecuted in accordance with the Copyright and Related Rights Act (Official Gazette of the Republic of Slovenia, Nr. 21/1995 with changes and amendments); to be aware of the consequences a proven plagiarism charge based on the submitted master’s thesis could have for my status at the FELU in accordance with the relevant FELU Rules on Master’s Thesis. -
ANNUAL REPORT 2010 11 a VISION for a BETTER FUTURE What Our Clients Are Saying
ANNUAL REPORT 2010 11 A VISION FOR A BETTER FUTURE What Our Clients Are Saying... Our community’s Financial Management System Certifi cation will support our reputation as an entrepreneurial Band... the community’s Financial Performance Certifi cation will prove that we have the systems in place and that those systems are working eff ectively and effi cient- “ly. Credibility in business and strong fi nancial support can only benefi t members, councillors, staff and the South Okanagan. Raising the bar as this process has been described, enhances the Osoyoos Indian Band’s reputation and credibility while providing the needed fi nancial support for continued growth and success in First Nations terms. Our Community wants access to longer term, lower interest fi nancing options that better match the large infrastructure projects that the Osoyoos Indian Band has been building and will be building over the next years... Multi-year fi nancial planning and longer term, lower interest rate fi nancing will allow the Band to manage and sustain their development as a more cohesive whole, rather than having more traditional lender preferences determine the development agenda. Katherine MacNeill, CMA OSOYOOS INDIAN BAND” Chief Financial Offi cer I believe that the combination of the FMB fi nancial certifi cation and the requirement to establishment a Financial Administration Law within a First Nation community will provide a solid foundation for those communities seeking to be part of the borrowing pool off ered “by the First Nation Financial Authority. Th is is the most promising opportunity that I have seen in a long time whereby a community can achieve its vision of a better future for its members—the possibility is very real and I am pleased to have been a part of the process to achieve fi nancial certifi cation for this community. -
Biju Patnaik : the Dynamic Person
February - March - 2012 Odisha Review Biju Patnaik : The Dynamic Person Sibasundar Pattanaik Amongst the Chief Ministers who adorn the columns of history of Odisha name of Biju Patnaik comes up at the first place. He was not only a well-administrator but also a visionary for the future. He is a daring personality. He had a vision for Odisha and he did not bother to fulfill his aims and objectives for the good of the people of Odisha at any cost even at the cost of his post or position. His achievements are far reaching. There can not be better expression in praise of Biju Patnaikthan what Pandit Jawaharlal Nehru told of him. Pandit Nehru, the first Prime Minister of India told to Dr. Bidhan Chandra Ray, the then Chief Minister of West Bengal and later on to Dr. Harekrushna Mahatab, the then Chief Minister of Orissa like this :- “ Biju is a dynamic person, but Heaven knows where he will land you.” When the Second World War broke out India had only three aeroplanes for Indian Air planes of a private company for transportation Force. We the people of Orissa, particularly the of our military persons and materials. Biju people of Khordha sub-division which is now Patnaikwas then working as Chief Pilot in that formed into Khordha District had collected money Air Company under whom several pilots were and donated one aeroplane to Indian Government serving. All of our top politicians were behind bars which was added to its inventory to fight with due to their Quit India Movement of 1942 Germany-Japan axis with these four planes. -
9Th June 2020 BJ/SH-L2
9th June 2020 BJ/SH-L2/ BSE Limited National Stock Exchange of India Limited Corporate Relationship Department Exchange Plaza, 5th Floor 1st Floor, New Trading Ring Plot No. C/1, G Block Rotunda Bldg., P. J. Towers Bandra-Kurla Complex Dalal Street, Fort Bandra (East) Mumbai – 400 001. Mumbai – 400 051. Scrip Code: 500400 Symbol: TATAPOWER EQ Dear Sirs, Submission of half yearly disclosure on Related Party Transactions Pursuant to Regulation 23(9) of the Securities and Exchange Board of India (Listing Obligations and Disclosure Requirements) Regulations, 2015, please find enclosed disclosure of related party transactions on a consolidated basis for the half year ended 31st March 2020. This is for your information and records. Yours faithfully, For The Tata Power Company Limited Company Secretary Encl: as above The Tata Power Company Ltd. Related Party Disclosures- for the half year ended 31st March, 2020 The Group’s related parties primarily consists of its associates, joint ventures and Tata Sons Private Ltd. including its subsidiaries and joint ventures. The Group routinely enters into transactions with these related parties in the ordinary course of business at market rates and terms. Transactions and balances between the Company, its subsidiaries and fellow subsidiaries are eliminated on consolidation. Disclosure as required by Ind AS 24 - “Related Party Disclosures” are as follows: Names of the related parties and description of relationship: (a) Related parties where control exists: (i) Employment Benefit Funds 1) Tata Power Superannuation Fund 2) Tata Power Gratuity Fund 3) Tata Power Consolidated Provident Fund 4) M/s Maithon Power Gratuity Fund (Fund) 5) North Delhi Power Ltd. -
Social Science Researcher (2021) 7 (1) Paper I.D
ISSN: 2319-8362 (Online) Social Science Researcher (2021) 7 (1) Paper I.D. 7.1.3 th th st Received: 8 September, 2020 Acceptance: 27 February, 2021 Online Published: 1 March, 2021 Political Career and Achievement of Biju Patnaik Author: Dr. Sudarsan Pradhan* Abstract: Biju Patnaik had dominated both Odisha and Indian political scene for at least four decades of 20th century. A Pilot turned politician, later became a popular leader.He served as the Chief Minister of Odisha for twice in 1961 and 1990 and Minister of Steel, Mines and Coals in the Cabinet of Morarji Desai from March 1977, to January 1980. He was responsible for laying the basic infrastructure for development of Odisha. So many Industrial developments took place under the banner of Biju Patnaik. His role to rescue Sultan Sjahrir of Indonesia and Kasmir Problem of 1947, were commendable deed of that great leader.His contribution in different areas is matchless. He will be rememberingforever in the mind of each Odia People. Keywords: Early life, Political Career, Promotion of Industry, Education, His Reforms. 3.1 INTRODUCTION: Like a colossus, Biju Patnaik strode Odisha’s political arena for more than six decades out of which, he was in prison for about thirty months for his active participation in Quit India Movement. Perhaps no other Political leader occupied the imagination of the people of Odisha like Biju Patnaik. He was undoubted a great Legislator, Political Leader, Pilot, Freedom fighter and above all a reformer of modern Odisha. His political activity since student life was full of adventurous work. -
Factional Politics in Orissa Since 1975
FACTIONAL POLITICS IN ORISSA SINCE 1975 Dissertation Submitted for tt)e Degree of Maittt of $Iitlo£(opl^p IN POLITICAL SCIENCE BY IFTEEHAR AHEMMED Under th« supervision of Prof. A. F. USMANI DEPARTMENT OF POLITICAL SCIENCE ALIGARH MUSLIM UNIVERSITY ALIGARH (INDIA) 1989 ( Office : 6720 Phone : ) Res. : 4342 A. F. USMANI f Office : 266 DEPARTMENT OF POLITICAL SCIENCE M.A., LL.B., Ph.D. ALIGARH MUSLIM UNIVERSITY, ALIGARH 202002, INDIA Professor & Chairman Octob^ 21, 19S9 Tka -i& io tOAtliy that tAn. I^tzkhoA Aheimed hcu, compl^tzd koi (LU,i,QjvtatLon zntotlzd: "FacXA^mZ Potituu In QUAA^O. ^Jjica 1975" andzn. my 6upeAv-u^on. The. wofik -Li onA.QlnaJi. I ($ce£ that the. d-u^e^tat^on i^ iuAtable (^oA ^abmi&^ton {jOn. the, de.gfiee Oj$ ^^cL&teA o^ ?hAZo6ophjj -in Votitlcal ScA.e.nce. ^rdZM^ ( A.F. USMAWI COflTENTS Page Acknowledg^neat Preface CHAPTER - I Introduction: Orissai The State and : 1-20 Its People CHAPTER - II Factionalism: Hypothetical Frame work : 21 - 33 CHAPTER - III Factionalism: A Historical Perspective: 34 - 62 CHAPTER - IV Mid-term Election of 1974 And Faction-: 63 - 87 alism in Orissa CHAPTER - V Factionalism During Janata Rule : 88 - 107 CHAPTER - VI Return to Congress System: The Era of :108 - 151 J.B, Patnaik. Conclusion :152 - 163 Bibliography :164 - 173 I mj>h to KZ-dofid my dzzp ^zmz o^ gAxitltadz to VKoiu/^ofi A.V. OAmcufu,, ChjaAJum.n,V2.p<Uitmtnt OjJ VotiticaZ Science, AtigaAh MiuLim UyuveAA^y, AtigaAh, Mho \s&n.y kAjtidly giUdzd me. In tkz pH.0QKe^& o{j thii viOKk. -
Computational Intelligence in Communications and Business
Communications in Computer and Information Science 1406 Editorial Board Members Joaquim Filipe Polytechnic Institute of Setúbal, Setúbal, Portugal Ashish Ghosh Indian Statistical Institute, Kolkata, India Raquel Oliveira Prates Federal University of Minas Gerais (UFMG), Belo Horizonte, Brazil Lizhu Zhou Tsinghua University, Beijing, China More information about this series at http://www.springer.com/series/7899 Paramartha Dutta • Jyotsna K. Mandal • Somnath Mukhopadhyay (Eds.) Computational Intelligence in Communications and Business Analytics Third International Conference, CICBA 2021 Santiniketan, India, January 7–8, 2021 Revised Selected Papers 123 Editors Paramartha Dutta Jyotsna K. Mandal Visva-Bharati University University of Kalyani Santiniketan, India Kalyani, India Somnath Mukhopadhyay Assam University Silchar, India ISSN 1865-0929 ISSN 1865-0937 (electronic) Communications in Computer and Information Science ISBN 978-3-030-75528-7 ISBN 978-3-030-75529-4 (eBook) https://doi.org/10.1007/978-3-030-75529-4 © Springer Nature Switzerland AG 2021 This work is subject to copyright. All rights are reserved by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication.