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Pesticide Ind to touch Rs 39k cr by FY17: Tata Mgmt Firm

Written By Unknown on Rabu, 31 Juli 2013 | 10.56

The pesticides industry in India is expected to grow at 12-13 per cent a year to touch Rs 39,000 crore by 2016-17, a Tata Strategic Management Group said today.

"Indian crop protection market was estimated at USD 3.8 billion in fiscal 2011-12 with exports constituting 50 per cent of the market. The market is expected to grow further at 12-13 per cent to reach USD 6.8 billion," Tata Strategic Management Group and FICCI said in a report on agrochemicals.

The report was presented at Third National Agrochemicals Conclave 2013 here today.

"This report focuses on agro-chemicals and highlights the future trends with focus on opportunities and challenges along with strategic imperatives for the industry players," Tata Strategic Management Group CEO Raju Bhinge said.

The Indian crop protection market is supported by strong drivers of growth, the report said.

"Current low consumption of crop protection products in India is .60 kg/hectare against world average of 3 kg/hectare, offers immense opportunities for future growth," said Manish Panchal Practice Head Chemicals at Tata Strategic Management.

He added that to gain market share product availability and speed to market would be key to success.

The report stated that despite strong growth drivers, agro-chemicals industry faces challenges in terms of low awareness among farmers, wide geographic spread of end users, managing availability and distribution cost.

For pushing the industry growth further it recommended simpler registration norms for pesticides exports, need to encourage R&D and domestic companies tying up with multi national firms.



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Small towns fast catching up on online shopping: Report

Small towns such as Jamshedpur, Mysore and Nasik are fast catching up with the metros in online shopping, with phones and TVs attracting the largest number of buyers, says a report.

About 65 per cent of the growth of e-commerce will come from Tier II and Tier III cities, the report by ShopClues said today.

"While New Delhi, Bangalore and Chennai continue to rule the roost as top cities for e-commerce, a spate of small towns like Jamshedpur, Mysore and Nasik have made it to the ranks of 'Top Emerging Cities in 2013'," it said in a release.

These towns are not far behind from their metro counterparts when it comes to logging on to the Internet to shop for their favourite brands, the e-commerce firm added.

The study is based on 1.4 million transactions conducted on the ShopClues website between January and July 2013.

Entry-level phones, smartphones, LED TVs emerged as top categories, the report revealed, adding that gourmet foods and pet grooming are the emerging categories.

"A lot of factors are encouraging the current boom in e-commerce as the rise in penetration of smartphones, better internet infrastructure, education and income level are a few prominent ones. We are seeing a lot of demand of goods from Tier II and Tier III cities," ShopClues Founder & CEO Sandeep Aggarwal said.

Organised retail is hardly a pan-Indian phenomenon and large chains make up less than 10 per cent of the market. As a result, small towns often do not have access to merchandise available in metros. This leads them to log on the Internet to find and order the product of their choice, he added.

Top 10 cities for e-commerce are New Delhi, Bangalore, Chennai, Hyderabad, Mumbai, Gurgaon, Pune, Kolkata, Noida and Ahmedabad, the report said.

While, the top 10 emerging cities are Jamshedpur, Mysore, Nasik, Puducherry, Udaipur, Patiala, Anand, Dehradun, Mangalore and Durgapur, it added.

"It is estimated that approx 65 per cent of the growth of e-commerce will come from Tier II and Tier III cities," it said.

The report added that 20 per cent of the traffic in e-commerce is from mobile devices and it is expected to reach 45 per cent by 2016.



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Orissa govt keen on alternatives to lure investment: Panda

Written By Unknown on Selasa, 30 Juli 2013 | 10.56

In a massive setback for Anil Agarwal and Vedanta , 7 out of 12 villages in Niyamgiri in Orissa have rejected the company's plans to mine bauxite in the area. This comes in the wake of the Supreme Court order that empowered village gram sabhas to take such decisions and after Posco and ArcelorMittal exited from India.

Speaking to CNBC-TV18, BJD Member of Parliament Jay Panda points that while the Orissa government is keen to explore alternative solutions to lure big-ticket investments, interference from political leaders continues to prove to be stumbling block to investments in the state.

Below is the edited transcript of the interview on CNBC-TV18

Q: This is a setback for Vedanta. A majority of the villages located in the area have now rejected the proposal. What does the Orissa government propose to do?

A: It is disappointing indeed. However, I can't comment on what steps the Orissa government will take. All implications and legal angles will have to be considered.

The good news is across the rest of Orissa, other projects are going ahead. Posco has completed its land acquisition process.

Q: Is land acquisition proving to be a huge challenge in Orissa?

A: That is not correct. Land acquisition is a problem all over the country and not just in Orissa. ArcelorMittal did not even start its land acquisition process and made an exit because the Orissa government has a policy of setting milestones before a company can qualify for mining leases. But since there was no progress on the ground, there was no question of meeting the milestone for mining leases. So, there was nothing that we could do.

However, on Monday representatives from the steel giant visited Orissa and explored possible venues for significant investment. But it's still very early days yet. 

Q: What are the solutions you propose to lure investment?

A: These projects are designed to take advantage of specific raw-material deposits and it doesn't necessarily make logistical sense that the project is setup in a particular place and you look for accessing raw materials elsewhere.

The real tragedy is that the issue attained political hues. On the one hand, the Prime Minister and his office constantly suggest they are in favour of investments while on the hand, other political leaders playing an active role in stalemating some of these projects. That's unfortunate. I cannot make a specifically comment if any alternative can be found. But all venues will be explored.



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Tribal community set to block Vedanta bauxite project

Vedanta Resources Plc's plans to mine bauxite to feed its alumina refinery in Odisha have suffered a blow after a majority of local residents voted against mining around the hills they consider sacred.

Failure to source bauxite from within the state might force the London-listed company to reconsider its 1-million-tonne-per-year plant, which has already been shut several times due to a shortage of the raw material.

Also read: Vedanta gets court nod for merger of units

The project has drawn the anger of rights groups internationally and highlights the difficult task India faces in balancing economic development with the need to cushion hundreds of millions of poor from the fallout.

Seven out of 12 villages whose opinion the Odisha government sought on the orders of the Supreme Court have rejected mining in the area, a top government official and witnesses said.

"The villagers have so far said no to the mining project," the official, who requested anonymity as he was not authorised to talk to the media, told Reuters on Monday.

India's top court in April ordered the state to submit a report based on the views of the villagers to the federal environment and forest ministry within three months.

The ministry, which had earlier opposed the project, would make the final decision two months thereafter on whether Vedanta and partner Orissa Mining Corp Ltd (OMC) can go ahead with mining, the court had ruled.

"People sue-motto (on their own) came to the meeting and spoke against the project in their own tribal languages," said Siddharth Nayak of Green Kalahandi, an organisation protesting against mining in the area.

"The whole Niyamgiri hill is our god and we will protect it at any cost," Nayak said.

The remaining five villages are to share their views by Aug. 19, the government official said.

"The environment ministry can reject the mining, taking into consideration the decision of even only one gram sabha (village council meeting)," he said.

A ministry official did not immediately comment.

Ajit Yadav, Vedanta's legal head, told Reuters the company could do little apart from waiting for the environment ministry to decide. He declined to comment on the fate of the project.

"Today's vote surely means the end of Vedanta's plans to mine the Niyamgiri hills," said Amnesty International's Ramesh Gopalakrishnan, who added that he was present at several of the meetings.

The Lanjigarh plant in Kalahandi district, about 450 km (280 miles) from state capital Bhubaneswar, has been struggling to source bauxite since its commissioning in August 2007.

The company recently restarted the plant after a shutdown of nearly seven months as it sourced bauxite from other states, but executives have said that cannot be sustained unless it acquires the raw material in Odisha.



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Dena Bank seeks Rs 2,000cr capital as tier-I falls below 8%

Written By Unknown on Senin, 29 Juli 2013 | 10.56

Public sector lender Dena Bank today said it has sought Rs 2,000 crore capital infusion from the Central government to support its future loan growth as the tier-I capital of the Bank fell below 8 per cent by the end of June quarter, a top official said.

Also read: All bank branches to have one ATM before March, 2014: FM

"We have requested for Rs 2,000 crore capital infusion from the government to support future loan growth. We hope that it may come in two tranches," Chairman and Managing Director of Dena Bank, Ashwani Kumar said here.

By the end of June quarter, the public sector lender's capital adequacy ratio stood at 11.12 per cent even as tier-I capital, which is critical to support loan growth, fell below 8 per cent to 7.28 per cent.

Kumar said during the first quarter, the bank had consciously not grown its loan book aggressively as its core capital (tier-I) came below 8 per cent.

The public sector lender had requested for Rs 1,200 crore of capital infusion from the government in the last fiscal. However, it didn't receive any as its tier-I capital was above 8 per cent in the previous fiscal.

This year's budget has provided for Rs 14,000 crore of capital infusion into public sector banks in the current financial year.

Barring Dena Bank, other public sector lenders like IDBI Bank, Indian Overseas Bank, Bank of Maharashtra are also likely to see capital infusion from the government on priority basis due to their low core capital.

Referring to loan growth scenario in the future, Kumar said the public sector lender was focusing on retail and SME segment to drive growth in advances.

The Bank hopes to grow its loan book by 16 per cent in the current fiscal, he added.



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Tata Steel eyes UK firm Stemcor's Indian assets

India's largest steelmaker, Tata Steel , has set its sights on the Indian iron ore assets of one of Britain's largest independent steel trading companies - Stemcor, according to a media report.

The British firm has run into trouble as a result of a global slowdown in the steel industry and is in rescue talks with banks after de-faulting on more than USD 1 billion of loans.

The cash crunch has forced the company to offload some of its physical assets, including its iron ore mine in Orissa which could fetch an estimated USD 800 million.

According to 'The Sunday Times' sources, Tata Steel is keen to grab the iron ore to feed its Indian steel mills.

The company, which bought over British steelmaker Corus back in 2007, faces stiff competition for the iron mines from another Indian rival - Jindal Steel and Power.

Stemcor has been granted a payment holiday by banks on its unpaid debt until September 16.

It presented a recovery plan last week that proposed shrinking the business.

The move would slash revenues by about 30 per cent. Stemcor is to present a full debt restructuring plan to lenders by the end of August.

The company's Indian beneficiation plant takes low grade iron ore fines from various local mines and refines them while the pellet plant, located near local steelmakers, converts low-grade iron fines into value-added pellets.

Iron ore is a key ingredient to produce steel and India is a main supplier of spot cargoes to China, the world's largest buyer of the metal.



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Lanco in talks to restructure $1.5 bn debt - paper

Written By Unknown on Minggu, 28 Juli 2013 | 10.56

Infrastructure builder Lanco Infratech has started discussion with its bankers to restructure debt worth Rs 90 billion as a weak economy takes a toll, the Business Standard newspaper reported on Saturday.

Also read: Government mulls plan to start coal banking system

If the process is approved by lenders, Lanco would be the second debt-laden company to go for major loan restructuring in the last year after lenders to wind turbine maker Suzlon Energy in November agreed to restructure about 110 billion rupees of its debt.

Lanco, which produces power and builds roads, and residential and commercial buildings in India, is looking to restructure a part of its debt after its attempts to sell some assets failed, the newspaper reported, citing unidentified bankers.

The company, which acquired Australia's Griffin Coal Mining Co for about $760 million in 2011, is exploring the option, a Lanco spokesman told Reuters, adding the possible process would not impact any of its units including the Australian business.

He declined to give details.

Lanco, which had total debt of 336 billion rupees, as of the end of March, posted losses in the last two financial years, as the weak Indian economy, growing at its slowest in a decade, hit infrastructure investment.

Banks bring cases to the so-called corporate debt restructuring process to negotiate relaxed repayment terms with struggling borrowers.

"We told the company that something needed to be done about the huge debt, as it had exhausted all its options," a senior state-run bank official was quoted in the Business Standard report as saying about the possible Lanco restructuring.

Project bottlenecks, largely because of problems in acquiring land and high funding costs, have also sapped investment in the infrastructure industry in Asia's third-largest economy.

Reflecting the poor economic climate, the earnings outlook of many mid-sized and debt-laden Indian infrastructure builders such as Jaiprakash Associates Ltd and GMR Infrastructure Ltd has deteriorated.

Many lenders have expressed worry about loans to the power, commercial real estate, construction, aviation, textile and metals sectors, which are among those hardest-hit by slowing growth and sluggish policymaking that has deterred investment.



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Restructure cheaper; no worry on fall in cash level: Ambuja

Forty-eight hours after Ambuja Cements announced restructuring of ownership by parent Holcim , the airwaves have been flooded with reactions and concerns from minority shareholders, investors, and analysts.

Ambuja Cements managing director, Onne Van Der Weijde, in an interview to CNBC-TV18, explains that a restructuring of operations is more cost-effective and offers more synergies than a full merger.

Weijde adds that deployment of cash does not deplete Ambuja's cash reserves significantly and would still allow for acquistions and expansion.

Below is the edited transcript of the interview on CNBC-TV18

Q: Let me start by asking you, if this was the structure that you had originally envisaged when you entered India and you acquired control over a period of time in two leading cement companies — ACC and Ambuja — was subsidiarisation the first step towards full consolidation?

A: No I don't think so. That was not part of our plans at that time. It was developed over time. But first I would like to explain what we are doing now. We want to create more value by going after synergies.

We have been working with Ambuja and I was previously the CFO of ACC . We have been working with both companies to achieve synergies, cost reductions, implement policies and set up governance structures. A lot has been already implemented. Earnings at Ambuja and ACC are under pressure due to impact on  the topline from poor growth in volumes and prices. So, we started to focus on measures to improve the bottomline.

Q: Can you explain why you did not find it appropriate to carry out a full merger at this point in time?

A: We have targeted two specific areas of synergies and I don't think a full merger is needed to achieve that.

Q: So is a merger still an option?

A: It is still an option that we will exercise after synergies in a majority of areas are achieved. Though a full merger may offer synergies, there is also a significant element of cost involved.

Q: Won't implementing synergies also take up a lot of time? In the newly-formed India management committee structure, the management of both ACC and Ambuja will have to work together along with representatives from parent Holcim to arrive at synergies. So why not conduct the merger and then arrive at synergies?

A: The synergies would result in benefits worth Rs 900 crore which is not a small amount.

Q: Wouldn't a merger offer increased benefits?

A: Yes, but a merger might turn out to be a distraction too. It is only after considerable evaluation of the options available that we decided to enable the synergies first.

I would also like to clarify the management structure you mentioned. There are completely two independent management teams and it is only in the targeted areas that the management of both companies will work together. And there will be no participation by representatives from Holcim.

Q: Did you get unanimous approval from the independent directors for this restructuring proposal?

A: Absolutely.

Q: And did your independent directors raise questions?

A: They raised a lot of questions and wanted a lot of explanations.

Q: Did any of your independent directors raise questions about the rationale for Ambuja Cements having to buyback 9.7 percent of its own equity owned by Holcim India?

A: They were some initial questions about whether it was necessary. But when I explained that it was basically a washout and was for historic reasons, they agreed. The shares that we are acquiring will be cancelled.



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Wipro signals demand pick-up after profit rise

Written By Unknown on Sabtu, 27 Juli 2013 | 10.56

Wipro , India's third-largest software services exporter, sounded upbeat about demand for its outsourcing services, after posting an 11 percent rise in quarterly net profit helped by an increase in large contracts.

The company expects revenues from IT services business for the current quarter that ends September 30 will range between USD 1.62 billion and USD 1.65 billion, a sequential increase of 2 percent to 3.9 percent.

Also read: Wipro Q1 net up 3%; guides for $1.62-1.65b Q2 rev growth

Most analysts were expecting the company to say sales in the current quarter would rise 1-3 percent. Wipro does not give an annual forecast.

Wipro joins bigger rivals Tata Consultancy Services and Infosys , who signalled a pick up in demand for the Indian IT outsourcing providers' services with their better-than expected forecasts earlier this month.

Indian IT providers are expected to get a boost next year from what analysts forecast to be the strongest demand for technology services among US businesses and institutions since the aftermath of the 2008 financial crisis.

"We've seen an increase in deal closures in Q1 and we're hopeful that the momentum will continue in the quarters to come...we're fairly confident of the future going forward," CEO T.K. Kurien told reporters.

Consolidated net profit for the fiscal first quarter ended June 30 rose to 16.23 billion rupees from 14.66 billion rupees a year earlier, Bangalore-based Wipro said after market close on Friday.

That compares with the 16.3 billion rupee average of 21 analyst estimates according to Thomson Reuters I/B/E/S for the company, whose customers include Citigroup, Apple and Cisco Systems.

IT services revenue rose 0.2 percent from the January-March quarter to USD 1.59 billion. It added 28 new clients during the quarter.

"Strong pickup in large deal closures and strong order book bodes well for growth in Q3 and Q4," Kuldeep Koul, an analyst with Mumbai-based brokerage ICICI Securities said.

Earlier this month, Infosys retained its annual forecast of 6-10 percent growth for the year that ends March 2014, while TCS said it would beat the upper end of the 12-14 percent export growth estimate by the local industry lobby.

India's export-driven USD 108 billion outsourcing sector, however, faces cut-throat competition and possible visa rules changes in the United States, its biggest market, that will make it more costly and difficult to send workers there.



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Here's why govt bonds remained unsold at RBI auction

Saikat Das
moneycontrol.com

The Reserve Bank of India (RBI) on Friday, came out with results of the bond auction to raise Rs 15,000 crore by selling soverign four securities. However, there was a devolvement on primary dealers (PDs) to the tune of 1,330 crore on two papers carrying interest rates of 8.12 percent maturing in 2020 and 8.32 percent in 2032. But it was lower than the market expectations.

Must read: RBI puts more curbs on gold imports

What is devolvement?

In simple terms, devolvement means, unsold bonds. The central bank rejected some bids where investors quoted beyond the RBI's cut-off yields pegged at 8.6747 percent and 8.5747 percent for those two bonds. PDs, which are authorized by the RBI to underwrite (a form of guarantee to sell) such bond issues, will sell the devolved bonds, perhaps at a cheaper rate. In turn, they earn commission from the apex bank.

Which bonds not devolved?

The other two papers where there were no devolvement included government bonds carrying coupon sizes of 7.38 percent maturing in 2015 and 8.20 percent in 2025. In the previous auction, bonds of around Rs 3,500 crore were devolved for similar notified amount of Rs 15,000 crore.

Reason for not being sold

"RBI wants a liquidity squeeze in the shorter term but not in longer tenure," Arvind Konar, head of fixed income at Almondz Global Securities told moneycontrol.com.

"The devolvement suggested that it was not comfortable with higher yields on the longer maturity bonds. Hence, it allowed devolvement. The amount was lower than the market expectations," he said.

According to Jitendra Arora, senior vice president (investments) at ICICI Prudential Life Insurance, there is nothing unusual in this devolvement.

"The change of composition in the bond auction buckets from too longer to long paper had its effect. Longer term papers have failed to garner the required response. It was about Rs 959 crore in 2032 maturity as compared with Rs 371 crore in 2020," Arora said.

Why did RBI change the composition?

The disappointment over significant devolvement (Rs 3,500 crore) in the last auction actually prompted the RBI to tweak its strategy. In the latest auction, the central bank has altered the composition of securities it had to put up for sales.

The strategy was seen as an attempt by the RBI to not allow long-term rates go up. Long term rates have a direct correlation on the economy, impacting cost of funds for companies, and individual loans in housing and auto sectors.

Latest auction: Bid details

During the July 26 auction, the RBI has received 116 and 100 competitive bids respectively for those two papers while it has accepted only 44 bids worth Rs 2,612 crore and 20 bids worth Rs 2,020 crore.

Competitive bids constitute major share of bond auctions wherein the institutional investors and PDs participate. In non-competitive bids, retail investors and some co-operative banks join.

Under non-cooperative bids, two papers received just 10 and seven bids respectively for just about Rs 37 crore.

Other reason & the PD role

According to a senior official from a large PD, short term rates have gone beyond 11 percent in the Cash Management Bill (a government security termed as T-bill). This too may have impacted devolvement.

Also read: Govt doles out extra dealer commissions in bond market

"In the 2020 category, some investors influenced by higher T-bill rates, might have bid at a higher rate. However, RBI strictly will not allow long term rates to go up. Hence, it rejected such bids. We will now have to sell those devolved bonds in the market at a discount. Government bonds will always find some demand," the person said on conditions of anonymity.

It is learnt that the government has substantially increased PDs' commissions, who would be earning close to Re 1 for every Rs 100 crore bond sales.

Wrap-up of key money market indicators
 
Meanwhile, the yield on the 10-year benchmark bond 7.16 percent maturing in 2023 fell marginally to close at 8.16 percent on Friday compared with the previous close of 8.19 percent. The weighted average three-day call money rate shot up to 10.01 percent as against 8.32 percent on Thursday in the inter-bank money market.

In the last couple of weeks, the RBI issued a series of liquidity tightening measures to halt the rupee's free fall against the US dollar. It will announce its first quarter (April-June) credit policy on July 30.

saikat.das@network18online.com



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Telcos' subscriber base growth to be modest, says Icra

Written By Unknown on Jumat, 26 Juli 2013 | 10.56

Growth in telecom-subscriber base is expected to remain modest as operators continue to consolidate their operations by deactivating inactive customers and focusing less on adding  new users, ratings agency Icra said on Thursday.

Also Read: SC to hear plea against summons to Anil Ambani on Mon

"Going forward, the growth in subscriber base is expected to remain modest as the prevalent level of active teledensity (61 percent) indicates limited potential for  subscriber addition, and the fact that there is a  reduced focus on adding new subscribers wherein acquisition costs outweigh the revenue generation," Icra senior vice-president Sabyasachi Majumdar said in a report.

The telecom industry witnessed some positive traction in the last quarter of FY13 in terms of growth in subscriber base with addition of 6.1 million gross subscribers, the report  said, adding that the operators are continuing to  consolidate their operations by deactivating inactive subscribers.

Icra further said another sign of consolidation of operations is the continued decline in churn levels in Q4 of FY13 as reported by three large telcos. This corroborates the reduction in competitive intensity  in the industry and  restoration of some degree of pricing power. While this has allowed most of the incumbents to initiate tariff hikes, the same has not led to material improvement in the rate per minute (RPM) levels so far, it said.

There has been an industry-wide increase in the total minutes on network and minutes of usage per subscriber, which has driven the average revenue per user (Arpu) levels. "Going forward, a 2-3 percent increase in RPM level is  expected given the recent tariff hikes announced by the telcos," Majumdar said.

Icra said data is the next growth driver for the industry and the trend in data uptake has continued its positive growth trajectory, albeit on a low base, though over the past two years the number of data subscribers has been  increasing strongly.



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Vedanta gets court nod for merger of units

Vedanta Resources Plc moved a step closer to merging two of its Indian subsidiaries after the Madras High Court approved the company's plan to simplify its group structure.

The mining conglomerate had said early last year that it planned to overhaul its web of subsidiaries, creating an umbrella unit that will group most of its assets.

Under the consolidation plan, the company's copper unit Sterlite Industries will be merged into its iron ore unit Sesa Goa to create a new entity Sesa Sterlite.

London-listed Vedanta Resources controlled by billionaire Anil Agarwal, hopes that the restructuring will attract investors who have been put off by its complex structure and help pay down its huge debt pile.

The company said the Goa Bench of the Bombay High Court had approved the restructuring on April 3.

However, a Sesa Goa shareholder had filed an appeal before the division bench of the court.

Hearings before the division bench were completed and the order was awaited, Vedanta said.

"Securing both High Court approvals further increases our confidence in the restructuring ultimately reaching a positive conclusion," Liberum Capital analyst Ash Lazenby said in a note.

Lazenby said the restructuring plan apart from creating a simplified structure would reduce Vedanta's debt servicing charge from $500 million annually to $190 million annually by moving majority of the debt into the newly formed Sesa Sterlite.

Vedanta was valued at 3.15 billion pounds at its Wednesday close.

Shares in Vedanta, were down 0.9 percent at 1167 pence at 1520 GMT on the London Stock Exchange, largely in line with the broader FTSE-100 index.



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USFDA issues warning letter to Fresenius Kabi Oncology

Written By Unknown on Kamis, 25 Juli 2013 | 10.56

The US Food and Drug Administration (USFDA)  has issued a warning letter to Fresenius Kabi Oncology for violation of manufacturing norms at its Kalyani facility in West Bengal.

The USFDA has also cautioned that unless corrective measures are taken up, it "may withhold approval of any new applications or supplements listing Fresenius Kabi, Kalyani as an API manufacturer".

Also Read: Wockhardt plunges after Macquarie downgrades to 'neutral'   

The USFDA warned that failure to correct the violations may result in ban of imports of products manufactured in the plant to the US.

In a letter to Mats Henriksson, president and CEO Fresenius Kabi AG — the parent firm of Fresenius Kabi Oncology — the USFDA said during inspections of the facility in January this year "investigator(s) from the USFDA identified significant deviations from current good manufacturing practice ( CGMP) for the manufacture of active pharmaceutical ingredients (APIs)".

"We have conducted a detailed review of your firm's response of February 11, 2013, and note that it lacks sufficient corrective actions," the letter added.

The letter cited a series of violations, including that the company kept some samples, data and results outside of the local systems for assessing quality raising serious concerns regarding the integrity and reliability of the data generated at the company's Kalyani plant.

"During the inspection your firm also repeatedly delayed, denied, limited or refused to provide information to the FDA investigators," it said.

The health regulator further said the company "failed to establish an effective corporate and local system for managing quality which would include the appropriate organisational structure, procedures, processes and resources, as well as activities to ensure confidence that all APIs produced by your facility will meet the intended specifications for quality and purity."

Recommending hiring of an independent third party auditor, the USFDA asked the company to provide corrective action plan that describes commitment, procedures, actions, and controls to ensure data integrity.

"This plan should include the corrective actions implemented to ensure that all managers, supervisors, quality unit personnel and other staff are properly trained in detecting data integrity and manipulation," it added.



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Glaxo to pay $229mn to settle Avandia suit with 8 US states

GlaxoSmithKline has agreed to pay USD 229 million to settle lawsuits brought by eight US states related to improper marketing of its Avandia diabetes drug, the British drugmaker said on Wednesday.

The company, in a regulatory filing, said the settlement was within provisions it had previously set aside for litigation. The agreement also encompasses allegations brought by Louisiana's attorney general involving other Glaxo products, the company said.

The eight states had opted out of a prior settlement agreed to by 37 other states last year over Avandia, which has been linked to heart problems. It was pulled from the market in Europe in 2010 and its use has been heavily restricted in the United States.

The settlement does not involve any admission of liability by the company and was undertaken to avoid lengthy trials, Glaxo spokeswoman Mary Ann Rhyne said.

In addition to Louisiana, the other states involved are Kentucky, Mississippi, Maryland, South Carolina, New Mexico, West Virginia and Utah.

The news of the Avandia settlement comes at a time when Glaxo is involved in a major investigation by Chinese authorities over allegations of widespread bribery to help sell its medicines in China.

Glaxo last year agreed to pay USD 3 billion and plead guilty to criminal charges in one of the largest healthcare fraud cases in US history. That case involved marketing of products for unapproved uses, including the antidepressant Paxil to underage patients. That settlement also involved charges of failing to provide the US Food and Drug Administration with Avandia safety data.



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SpiceJet CEO Niel Mills quits

Written By Unknown on Rabu, 24 Juli 2013 | 10.56

SpiceJet chief executive Niel Mills has put in his papers 18 months before his contract was to end, but the management is yet to accept his resignation, sources familiar with the development said on Tuesday.

Mills is the third CEO for the Chennai-based private carrier in the past five years.

Also Read: SpiceJet surges; airline denies report of Kuwait interest

Mills could not be reached for comments. The resignation comes amidst reports that the Kalanthi Maran-owned airline is planning to raise funds, including through strategic investors, to cope with increased competition.

Sources also said the management is yet to accept Mill's resignation.

A spokesperson of the low-cost airline refused to confirm or deny the development, saying they do not respond to market speculation.

The industry was abuzz with rumours that promoters were upset with the poor earnings in the last fiscal when SpiceJet reported a loss of Rs 191 crore, which they blamed on the cheap ticket scheme Mills has offered in January.

Mills' exit from SpiceJet comes a few months after its chief commercial officer Harish Moideen Kutty resigned, a little over a year after he joined the company.

Kutty's resignation came days after the airline reported a more-than-expected loss of Rs 191 crore in FY2013. He was the second chief commercial officer to quit.

Mills joined SpiceJet in 2010 and was hired by Maran from FlyDubai after the media baron bought the airline from NRI promoter Bhulo Kansagra in the same year.

In the last three years, the promoters have pumped Rs 350 crore into SpiceJet, which has lost Rs 796 crore.

SpiceJet, started in 2005, has a market share of about 20 per cent as opposed to IndiGo's 30 percent. SpiceJet has 56 aircraft.



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2G case: Tatas funded Unitech, says Anil Ambani

Reliance ADA Group Chairman Anil Ambani, who has been summoned to depose as a witness in the 2G case, has told the CBI that questions on shell firms allegedly related to his company can be "best answered" by his colleagues as he has "full faith" on them.

Also read: Experts mixed on Anil Ambani's summon in 2G case

He also claimed before the CBI that Tatas had "funded" Unitech 's applications and fee for grant of 2G spectrum licences during the tenure of former Telecom Minister A Raja.

In a statement given to CBI on February 16, 2011, Ambani has said he "does not" admit that Swan Telecom Pvt Ltd, facing trial in the case along with its promoters, was a Reliance ADA Group company and that he has lost his "prestige" in the entire saga.

Ambani's statement was placed before the court yesterday.

The CBI, in its charge sheet, had alleged that RADAG's firm Reliance Telecom Ltd (RTL) had used Swan Telecom, an ineligible firm, as its front company to get licenses and the costly radio waves.

Three top executives of Reliance ADAG are facing trial in the case along with others, including Unitech Ltd MD Sanjay Chandra and Unitech Wireless (Tamil Nadu) Ltd.

"I would like to state that in this entire process, I have not gained anything and, on the contrary, I have lost my prestige/image. I am a net loser since 2008. Market capital of Reliance Communications has come down drastically. It was vision of my father to make telecom for public," Ambani has said in his statement.

On being asked about the alleged shell companies and funds which purportedly came through the firms promoted by RADAG, he said, "All the paper work is done by my colleagues and these questions can be best answered by my colleagues."

"There are millions of transactions and I cannot recollect each and every one of them. I do not admit that Swan Telecom was a Reliance ADA Group company," he said.

The trial court, on July 19, had allowed the CBI's plea to summon Anil Ambani, his wife Tina Ambani and 11 others as witnesses in the case.

The CBI had said that testimony of Anil Ambani and Tina Ambani may throw light on the alleged investment of over Rs 990 crore by his group companies in Swan Telecom.

It had also said that testimony of Ambanis was required to prove the facts pertaining to incorporation of alleged shell companies as "some of the witnesses examined earlier have not been able to do so."

"Regarding the whole of above issues, I state that I did not own this company--M/s Swan Telecom Pvt Ltd," he said.

On being questioned about his meetings with former Telecom Minister A Raja, the key accused in the case, Ambani said that "like my normal meetings with people, I met with A Raja also". He said he had never met Raja while he was Environment Minister.



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Food Security Bill 'a troublesome act': Ficci

Written By Unknown on Selasa, 23 Juli 2013 | 10.56

"Ficci does not support Food Security Bill... In addition to the cost put forward by the government, the cost of administering it and  the whole gamut of things that comes along will put burden on the exchequer. It is a very troublesome act in terms of numbers," Ficci president Naina Lal Kidwai said.

Also Read: What Food Security Bill means for India's subsidy burden

Speaking on the sidelines of the chamber's national executive committee meeting in Bangalore, she said the right to food was an "absolute need" but questioned the method planned to implement the Bill. Kidwai said: "Do we  need to do in the current way and do it through public distribution system that hasn't worked in the past?"

Questioning the effectiveness of the Bill in providing adequate nutrition to the beneficiary, she also suggested that the cash transfer would be the best way forward. "Cereals are the main food that is identified there, is that what  people need and want in terms of nutrition? .....We support cash disbursal. Reports indicate that the Aadhar scheme is working, it aims to give people the money in their hands and then to use it the way they want. It makes more sense,"  she added.

On the status of rupee and its affect on the industry, she said that the weak rupee raises pressure the on RBI to  hike interest rates and any increase would be a blow to the industry and growth. "I hope that it stays stable because  interest rate going up will be a body blow to industry and industrial growth, which is at a very fragile position right now," she added.

She also suggested that banks should transmit series of interest rate cut under taken by the RBI. Commenting on the  steps taken by RBI to stem the fall of rupee, Kidwai expressed fear that "these measures could push interest rates up.

"I would like to believe that inflation stays by and large in check. The fact that we have rupee now in check would at least ensure that rates don't go up and I also hope that the interest rates come down," she added.



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Indian consumers less confident in Q2: Survey

Global consumer confidence rose in the second quarter with more optimistic perceptions about jobs, personal finances and spending intentions in the United States, China and Japan, a survey shows.

Indonesia remained the most bullish consumer market, followed by the Philippines, which pushed India into third place, according to the quarterly survey by global information and insights company Nielsen.

Portugal retained its position as the most pessimistic consumer market in the survey, which was taken before a political crisis in Portugal deepened. Hungary and Italy tied for the second most downbeat markets.

As government budget cuts, tax rises and high unemployment continued to weigh on households in Europe, consumer confidence declined in 14 of 29 European markets.

"The European consumer is in a holding pattern, and in fact, at Nielsen we see a distinct set of tiers with German consumers being the most confident, followed by consumers in the UK, France, and then Italy and Greece where confidence is both low and also falling," said Venktatesh Bala, chief economist at The Cambridge Group, a part of Nielsen.

The Nielsen Global Consumer Confidence Index rose 1 point in the second quarter to 94, after rising 2 points in the previous quarter. A reading below 100, however, signals consumers are pessimistic overall about the outlook.

Consumer morale improved in the United States, the world's biggest economy, reflecting increasing employment opportunities, higher home prices and a rising stock market, Bala said.

"When consumers feel richer and also more secure about getting a job or keeping their job, that naturally makes them more confident ... It's the reverse of what happened in 2008-2009 when job layoffs soared and house prices collapsed along with the bottoming of the stock market," Bala said.

Japanese consumer confidence jumped in the wake of Prime Minister Shinzo Abe's aggressive efforts to revive the economy.

Confidence decreased in Latin America, for a second consecutive quarter. However, consumers there and in the Asia Pacific region remained most confident about the outlook for jobs and their personal finances over the next 12 months.

North Americans were most optimistic about immediate spending intentions.

Pakistan, Greece and Colombia saw the biggest increases in consumer confidence between the first and second quarters although Greece was still among the most depressed markets globally. Confidence declined most sharply in Israel, Norway and Mexico.

The Nielsen survey was conducted between May 13 and May 31 and covered more than 29,000 online consumers across 58 markets.

Nielsen Global Consumer Confidence Index in the second quarter, 2013 (change from Q1 survey in brackets):

Top 10 index readings

Indonesia 124 (+2)

Philippines 121 (+3)

India 118 (-2)

Thailand 114 (-1)

Brazil/China 110 (-2,+2)

UAE/HK 107 (-1,-1)

Malaysia 103 (-4)

Saudi Arabia 100 (+4)

Peru 99 (+1)

Switzerland 98 (-2)

Source: Nielsen



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Pennar Industries eyes Rs 5,000 cr revenue over next 5 yrs

Written By Unknown on Senin, 22 Juli 2013 | 10.56

With capacity expansion and diversification plans, Pennar Industries is eyeing nearly Rs 5,000 crore revenue over the next five years.

It plans to invest Rs 100 crore a year over the next five years to fund capacity expansion and diversification, company president and chief executive Suhas Baxi told PTI.

"Given the current economic scenario, one has to explore other opportunities and diversify into different sectors. We aim to garner revenue to the tune of Rs 5,000 crore over the next five years. To achieve this target, we will have to also expand our capacities," he said.

Pennar manufactures steel-based products for industries such as railways, automobiles, building and construction, pollution control equipment, infrastructure and road safety systems.

"During the last few quarters the railways and automobile sectors, our core business areas, are not doing so well. So we have to look at different opportunities of diversification. We plan to diversify in hydraulics, automation, warehousing and material handling and engineering services," Baxi said.

The company reported a turnover of Rs 1,274 crore in FY13 and a profit after tax of Rs 45.63 crore.

Baxi said the company is looking at enhancing existing capacities as well as setting up new manufacturing facilities in the Northern and Western markets.

Pennar currently has six manufacturing plants -- three located near Hyderabad, and one each at Chennai, Tarapur in Maharashtra, and Hosur in Tamil Nadu -- with total capacity of 350,000 tonne per annum.

"These plants primarily cater to the demand in the Western and Southern markets. We now want to expand our reach out to other markets as well and for this we are exploring opportunities to set up manufacturing facilities in those regions and are ready to invest nearly Rs 500 crore over the next five years for this," he said.

Baxi further said the company is also considering entering the defence sector. "We want to enter newer sectors and defence is one such where we see huge scope. We are also considering acquisitions for entering into new sectors."

About how the company would fund the expansion plans, Baxi said, "We may explore options of raising funds through long-term debt, given the fact that long-term debt on the company's balance sheet is very small."

The company is also considering global expansion and is looking at Middle East, South East Asia and Africa.

"There is huge scope in the infrastructure space in these markets. Exporting our products to these markets will not be cost competitive in long-run. We may have to consider partnering with locals. We expect to come out with a model on this in the next 6 months," he said.



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Question of change or continuity hovers over RBI

The economist rock star? The bureaucrat? The incumbent?

The identity of Reserve Bank of India chief remains a matter of speculation even as Governor Duvvuri Subbarao scrambles to support an embattled rupee with less than seven weeks to go before he is due to leave office.

An extension of Subbarao's tenure, once unlikely, has become a possibility as the rupee reels from a selldown of emerging markets that has hit India especially hard because of its high current account deficit.

Other leading candidates are Raghuram Rajan, India's chief economic advisor, who made his name by predicting the global financial crisis; and Economic Affairs Secretary Arvind Mayaram, a career civil servant and key lieutenant to Finance Minister P. Chidambaram.

Saumitra Chaudhuri, 59, a member of Prime Minister Manmohan Singh's influential Planning Commission, has also been cited by government sources and media as a contender.

Speaking in Moscow on Saturday, Subbarao told Reuters that he had not so far been asked to stay on.

"No offer has been made so far, so there is no question of accepting so far. It is a hypothetical question. As I said before, I must move on," Subbarao said on the sidelines of a meeting of the world's financial leaders.

Whoever gets the nod inherits an economy growing at its slowest in a decade, and saddled with a record high current account deficit which has raised fears that the balance of payments could worsen. Down nearly 10 percent against the dollar since the start of May, the rupee recently hit a record low.

To make matters worse, Prime Minister Singh's weak coalition is heading for elections due by May next year, making it harder to push through unpopular reforms that could take some pressure off the current account by attracting more foreign investment.

Left fighting a rearguard action to slow the rupee's slide, the RBI took a risk last week by tightening liquidity and raising short-term rates, a strategy that compromises efforts to put some momentum back into growth.

"Now, the major decision-making variable for them is current account deficit and external sector risks," said Rupa Rege Nitsure, chief economist at Bank of Baroda in Mumbai, who put the odds of a Subbarao extension at better than 50 percent.

As things stand, Subbarao is due to lead his last quarterly review of monetary policy on July 30, with speculation mounting that he may be forced to squeeze liquidity harder, possibly by raising banks' cash reserve requirements. A hike in policy interest rates, unthinkable a week ago, is now seen by some economists as an outside possibility.

Rajan, a former International Monetary Fund chief economist and University of Chicago professor who returned to India last year to become the lead advisor in the finance ministry, had long been viewed as the favourite, but ministry insiders say he has competition.

The front-runner has not always gotten the RBI post, and the powerful Indian civil service, of which Mayaram is a member, tends to push for one of its own. Subbarao and his predecessor, YV Reddy, were also part of the Indian Administrative Service.

The decision will ultimately be made by the prime minister in consultation with Chidambaram.

If the choice is to stay the course with Subbarao, 63, it may be for a short term, possibly to tide the government through the elections, one economist said. Subbarao was initially given a three-year term that was extended to five.

Chaudhuri, Mayaram, Rajan, and Subbarao declined to comment.

New bank licences

The next RBI governor will oversee the process of issuing bank licences to Indian corporate houses, a policy driven by the finance ministry that has been less enthusiastically embraced at the central bank in Mumbai.

A candidate's view on issuing bank licences may no longer be the litmus test it would have been in a more stable economic environment, but it remains a consideration.

"Since there are differences between the government and Subbarao on the issue of new banking licenses, this factor may go against him," said one finance ministry official, declining to be identified given the sensitivity of the matter.

Rajan, 50, would bring global stature and a dash of glamour to the RBI. His status as an 'outsider' - he has spent much of his career in the United States - could count against him, as could the possibility that he might be too independent for New Delhi's liking.

His views on inflation management are seen to be roughly in line with those of Subbarao, who has been unexpectedly hawkish.

By comparison, a veteran New Delhi insider such as Mayaram, 57, would be perceived to be more likely to yield to government pressure to ease monetary policy in favour of growth. However, the same was said of Subbarao, who has hardly been a pushover.

Given Rajan's credentials, he could be seen as someone who can meet the broad policy challenges raised by turmoil in the rupee, concern over the balance of payments, and weakening economic growth.

The same factors increase the chance that Subbarao's term is extended.



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From tin shed to corporate chic, Viplab chisels an SME

Written By Unknown on Minggu, 21 Juli 2013 | 10.56

Sonali Chowdhury

Many would kill for a cushy job in a comfortable leather-back swivel chair. Not Saurabh Rohtagi. A qualified company secretary with a secure job, Rohtagi would often swivel in his leather-back chair in his office and dream about the future.

It was Rohtagi's belief that a comfortable workplace tended to increase productivity and raised the brand value of the company too. To Rohtagi's mind, this meant only one thing companies placed a premium on good office furniture.

Many years later, Rohtagi's Viplab Industries is dishing out chic and comfort in the form of office furniture, cubicles and wall panelling, to companies that include Idea Cellular, Hitachi, Geetanjali and Vaibhav Gems, among others.

Our self-made entrepreneur, now in his 30s, set up his company in Jaipur in 2008 and later converted it into a partnership along with his wife Tanu and brother Abhishek. While Saurabh looks after the finance, marketing and promotions of the company, Abhishek and Tanu oversee manufacturing, expansion and planning.

Dark Days

A turnover of 43 lakh (2012-13) may seem modest for other SMEs but not to Rohtagi, whose humble beginnings would have deterred many from taking the risk. When Rohtagi's father lost his job to failing eyesight, his mother, a teacher, began to support the family.

Life was tough but Rohtagi, still in school then, cultivated a positive outlook. After he graduated in 2003, he became a qualified company secretary and held steady jobs for five years in the banking and insurance sectors. That's when he realised there was a permanent and large requirement for office furniture. He did his homework and finally took the plunge.

"Business gave me the freedom to take my own decisions, take risks and plan my future. I hoped it would bring me recognition and good money some day. His brother Abhishek laughs, "Saurabh is the kind of person who doesn't sleep at night till an order is complete and delivered to customers. Once it is delivered, he starts looking for more orders!"

Trader To Manufacturer

Rohtagi started as a trader and bought furniture from Delhi and Jaipur, which he supplied to retailers and dealers locally. "It was very tough getting retailers. We could not even take goods on credit as we did not have a solid business background or collateral, and had to pay cash up-front," shares Rohtagi.

He realised the solution was to set up a manufacturing unit. But how was he to do that with just Rs 25,000 in the bank? "We started visiting dealers and wholesalers, and gradually earned some goodwill. Gradually, we started getting goods on credit. Eventually, we were able to invest Rs 2.5 lakh in machines, equipment and setting up the unit.

Initially, Abhishek kept his full-time job to support the venture and the brothers scouted for a suitable workshop. "We found someone who was willing to rent us a tin shed with an electricity connection for Rs 5,000 a month," recalls Rohtagi. "We bought second-hand machines because we could not apply for loans to invest in new ones."

End Of The Tunnel

The next challenge was hiring skilled workers. "We didn't have enough equipment so we could not turn around our products quickly. We thus incurred losses amounting to Rs 12,000 and had to sell the goods at a discount to recover some of the money to pay for the raw materials.

With sheer grit, Rohtagi made it through those dark times. It was therefore a proud day when he rolled out his first product suite. "One of our earliest clients was Geetanjali, which was a big boost for us. The order was valued at Rs 5-6 lakh and this helped us take off," says Rohtagi who commands a staff of 26 today.

As the business gathered momentum, Viplab Industries started getting orders from government firms and large companies and Rohtagi worked towards getting a Crisil rating and ISO certification to put Viplab Industries at par with other players.

Even A Home Loan Is Easier To Get!

"SMEs like us find it very difficult to secure loans. The government has left it to banks to offer loans but the money doesn't trickle down to us. And there's tons of paperwork and if it gets stuck, the whole process stalls," Rohtagi sighs.

He says Viplab Industries had applied for a bank loan of Rs 12 lakh, which they were eligible for but received only Rs 5 lakh. "How were we supposed to pay for raw material, working capital, fees for tenders and repay our creditors? The banks we had approached asked us to complete orders worth Rs 10 lakh before applying to them! It is easier to get a home loan than a business loan!"

Only The Tough Survive

But tough times have made the Rohtagi brothers only tougher and Saurabh remarks, "We aim to cross a turnover of Rs1 crore by next year and register our company as a private limited firm."

That's no empty boast for a youngster who went from a turnover of Rs 5 lakh to Rs 43 lakh in just three years.



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30-odd years and still innovating; that’s entrepreneurship

Sonali Chowdhury

K J Joseph has lived an interesting life. While growing up, this 70-year-old engineer from Kerala had the world at his feet. His father owned a cinema hall, a movie distribution company and rubber plantations in South India. But Joseph was determined to cut his own path instead of joining the family business.

The world of engineering fascinated him and he worked with many big-ticket companies, including the General Reserve Engineering Force, whose engineers work with the Boarder Roads Organisation.

His finest hour, however, came in 1974. A good 13 years after he received his engineering diploma, Joseph launched Thejo Engineering Ltd, an engineering solutions provider focusing on conveyor belt systems used in core-sector industries like mining, power, steel, cement, ports and fertilisers.

But before he floated his firm, Joseph required two things a partner and a great idea. Bursting with enthusiasm, he teamed up with an old friend and school mate, Thomas John, who he had also worked with in the past.

That One Great Idea

While scouting for an idea, Joseph's experience with foundry mechanisation drew his attention to conveyer belt systems and the two young lads decided to make this the focus of their start-up. They finally zeroed in on conveyor services which included belt jointing and pulley lagging.

At the time, there were only two processes available to join conveyer belts clipping and hot vulcanisation. But how could Thejo do one better? "We came across a material for cold vulcanisation. It was a German component and very few companies were aware of it in India," says Joseph.

The biggest advantage of this technology was that it saved time. With this new process along with the cold lagging process developed by Thejo, companies could get their conveyor belts joined in one single shift as opposed to the two months it took with the older technology.

"Due to this, major production facilities like the Bokaro and Bhillai steel plants were able to enhance their production by as much as 25 per cent," explains Joseph. Not surprisingly, Thejo built a solid clientele in the service industry. With single-minded zeal, the two co-founders and friends decided not to harvest their profits and, instead, ploughed them back into their business.

From Services to Manufacturing

After a few years, the entrepreneur in Joseph stirred again. So, in 1986, Thejo Engineering converted into a private limited company. That was only the first of many plans Joseph had up his sleeve. When Thejo found it difficult to procure quality rubber sheets and adhesive for its cold vulcanisation technology, Joseph decided to shift the company's focus from servicing to manufacturing.

Raising funds to make the transition was not difficult as Thejo had an impressive client list, most of whom were government establishments.

The World Is His Oyster

The big moment came in 1989, when Joseph inaugurated his first manufacturing unit. But the going wasn't easy. Thejo had no experience in manufacturing and there were no benchmarks for this technology. So rejections and financial losses were inevitable. "But it was all in the game," smiles Joseph.

If they were to succeed in their new avatar, they needed to pull a rabbit out of the hat. Thus the co-founders put in even more time and money and perfected their technology. "Our persistence paid off and by 1994, we enjoyed almost 80 per cent of market share," reveals Joseph. "Today, we have four manufacturing units in Ponneri, Tamil Nadu, where we produce vulcanising machines, lining operations, adhesives, mouldings and accessories for conveyer systems," he adds.

Going Global

Just when most businessmen would sit back and relish their journey, Joseph grew restless again. The year was 2007 and the insatiable businessman, who was 64 years old, decided it was time to expand overseas. Thejo drew on its contacts and established an international presence through partnerships and distribution networks across Australia, Saudi Arabia, the US, Germany, Chile, Brazil and Ghana.

A year later, in 2008, the company set another milestone when it became a public limited company. It also became the first SME to enter the capital market with a public issue aggregating Rs 21 crore in September 2012.


Key Learnings

Age has taken a toll and Joseph is largely confined to Chennai. But he credits his old friend John for more than making up for his limitations. "We have only one interest and that is the company's interest. Whenever we have had differences of opinion, we analysed them from company's perspective and sacrificed our personal interests for the company's welfare" reveals Joseph.

Both friends also complement each other in their strengths and weaknesses and have great respect for each other. "Joseph is technically sound and where I am lacking, he used to advise me and vice-versa," says John, who is now managing director of the company.

Back in the 1990s, when business was booming, the co-founders saw the wisdom in bringing in another core team member. They roped in V A George, a mutual friend, who brought with him technical and financial experience. "From my experience in other companies we have developed a family-like work culture, where we treat our employees as family and maintain that work culture even today. We had never faced any labour issues in 40 years," adds Joseph. 

He has one last bit of advice. "Be extra-cautious before making any new forays and always look before you leap. We took 40 years to establish our business and have grown steadily. I have seen some companies perishing like a pack of cards. So don't be too adventurous."



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Exim Bank extends $19.5 mn credit to Vietnam

Written By Unknown on Sabtu, 20 Juli 2013 | 10.56

Export-Import Bank of India (Exim) has extended an additional line of credit of USD 19.50 million to the Vietnam government for financing two projects.

"Exim Bank has, at the behest of Government of India, extended an additional LOC (line of credit) of USD 19.50 million to the Vietnam Government, for financing two projects in Vietnam," an Exim release said here.

Also read: Exim Bank to offer loan for US FDA-compliant drug factories

Exim Bank, till date, has extended three lines of credit (including the latest one) to Vietnam valued at USD 91.50 million, it said.

"The LOCs have supported export of items like equipment for hydro power project, cold rolling steel, carding and spinning machines, hydraulic power equipment, tea processing machinery and the Nam Chien Hydropower Project in Vietnam," the release said.

Under the latest agreement, Exim Bank will reimburse 100 percent of contract value to the Indian exporters upon shipment of goods. "The LOC will be used for sourcing of goods and services from India," it said.

Currently, Exim Bank has in place 173 LOCs covering over 75 countries in Africa, Asia, Latin America, Europe and the CIS, with credit commitments of over USD 9.13 billion available for financing exports from India, the release said.



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Vodafone's Apr-Jun revenue jump 13% on data biz growth

British telecom major Vodafone, which is facing tax dispute of Rs 11,217 crore in India, today said revenue in the country grew by over 13 per cent to Rs 9,933.42 crore (GBP 1,091 million) during first quarter ended
June 30.

"In India service revenue was up over 13 per cent driven by a more stable pricing environment, an improved process of customer verification and continued strong data revenue growth," Vodafone said in a statement. The India business pushed Vodafone's revenue growth in Asia, Middle East and Asia Pacific (AMAP) region.

Also read: Vodafone, Idea, Airtel launch free incoming on roaming

"Growth was driven by a strong increase in India and robust performances in Vodacom, Egypt, Ghana and Qatar, partially offset by service revenue declines in Australia and New Zealand." In India, the company saw increase in mobile internet usage by 29 per cent compared to its previous quarter due to increased number of data (internet) customers and increased usage per customer, particularly amongst 3G customers. "At 30 June 2013, active data customers totalled 41.2 million, including approximately 3.7 million 3G subscribers," Vodafone said.

The group' service revenue including joint ventures declined by 2.5 per cent to Rs 92,281.51 crore (GBP 10,155 million) during the reported quarter from Rs 90,187.74 crore (GBP 9,904 million).  The company saw increase of 12.6 per cent in India's average revenue per user (ARPU) at Rs 196 in the reported quarter from Rs 174 during the same period last year.

The company's AMAP (Africa, Middle East and Asia Pacific) revenues grew by 2.5 per cent to Rs 27,503 crore from Rs 26,828.6 crore.



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Nokia Q2 loss narrows to 278m euro; handset sales dip

Written By Unknown on Jumat, 19 Juli 2013 | 10.56

Finnish telecom firm Nokia Corporation on Thursday reported narrowing of consolidated  loss at Euro 278 million (Rs 2,168.91 crore) in the second quarter ended June 30 helped by good performance at  Nokia Siemens Networks.

The company, however, continued to see decline in its handset business where revenue dropped by around 32 percent.  Nokia had reported a loss of Euro 1,527 million (Rs 11,912.6 crore) in the same quarter a year ago. "We benefited from another strong performance at Nokia Siemens Networks, which continued to deliver well against its focused  strategy," Nokia's chief executive officer Stephen Elop said in a statement.

The net sales of the company declined by 24 percent to 5,695 million euro (Rs 44,450 crore) in the reported quarter  compared to 7,542 million euro (Rs 58,883 crore) in posted in the same period a year ago.

"Our mobile-phones volumes in the second quarter 2013 were negatively affected by competitive industry dynamics, including intense smartphone competition at increasingly lower price points and intense competition at the low end of our product portfolio," Nokia said.

Nokia saw dip in sales of devices. The company's revenue from devices dropped by about one-third to 2,724 million  euro (Rs 21,264.41 crore)in second quarter from 4,023 million euro (Rs 31,412.68 crore)it registered last year in same quarter.

Nokia has been pushing on smartphone sales but could hold the volumes sold last year. The company reported drop of  27 percent in number of mobile devices it sold during second quarter on yearly basis.

"Compared to the second quarter 2012, our mobile-phones volumes declined across our portfolio, most notably for our  non-full-touch devices that we sell to our customers for above 30 euro, partially offset by higher sales volumes of  Asha full-touch smartphones," the company said.

The company sold 6.11 crore mobile phones in the April to June 2013 period compared to 8.37 crore handsets it sold  during same period in 2012. Nokia's smartphone sales dropped to 74 lakh units in the reported period from over 1 crore that it sold in 2012.

The company, however, said that its low priced Nokia Lumia 520 models "has enjoyed a strong start in markets like  China, France, India, Thailand, the UK, the US and Vietnam." The non-smartphone handset category also declined to 5.37 crore in Q2 from 7.35 crore handsets it sold in same period of 2012.



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Cong, BJP attack Naveen for ArcelorMittal's withdrawal

Opposition Congress and BJP on Thursday slammed the Orissa government for its  "faulty industrial policy" which had led to the withdrawal by ArcelorMittal from a mega project.

"Mittal's withdrawal from (the project in) Orissa exposes Chief Minister Naveen Patnaik's lack of sincerity to make the state industrially developed," said Orissa Pradesh Congress Committee President Jaydev Jena.

"The Chief Minister (CM) mislead the people by inviting major steel-makers like ArcelorMittal and Posco," Jena said. While ArcelorMittal has already announced scrapping of its project, Posco has been waiting for the last eight years to set up its plant, he added.

Terming ArcelorMittal's withdrawal as a major setback for Orissa, the BJP state unit said the company had withdrawn  its project at a time when there was a need for massive investments in the state.

"The CM should learn from (Gujarat CM) Narendra Modi on encouraging industrial development," said state BJP spokesperson Sajjan Sharma.

"It is unfortunate that the (government) makes false claims of bringing crores of  investment to the state to wipe out unemployment and strengthen the economy," Sharma said, adding that no other major  company would now like to invest in Orissa.



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Realty Bill must cover all stakeholders: CREDAI

Written By Unknown on Kamis, 18 Juli 2013 | 10.56

Terming Real Estate Regulatory Bill as a populist measure, realtors' body CREDAI (Confederation of Real Estate Developers Association of India) on Wednesday said the proposed law should govern all stakeholders of the industry and not only the developers.

Also Read: Oberoi Realty Q1 net profit dips 33%, operating costs rise

The Real Estate (Regulation and Development) Bill, to be introduced in the next session of Parliament, will further increase the cost of development and delay projects, the association said.

"We want a regulator. But like regulators in other sectors such as telecom and insurance, it should govern all the stakeholders," CREDAI chairman Lalit Kumar Jain said at an Assocham conference.

The planning authorities, banks and other government authorities do not come under this legislation, he added. "It (the Bill) is a populist measure that will please consumers. Bring regulator with proper design and understanding of business," Jain said.

He noted that developers already have to take a number of approvals from various government authorities that take anywhere between 6-18 months and now they would have to register their projects with regulators.

Jain also feared that "now those developers who are not politically aligned, they will have to politically align".

Assocham released a report 'Regulatory Issues and Clearance for Real Estate Sector' jointly with global property consultant Cushman & Wakefield (C&W). The report welcomed the government's move to regulate the sector.

"Besides safeguarding the buyers' interest and bringing credibility to the developer community, the Real Estate Regulatory Bill is also likely to attract investments from domestic and international funds that have harboured scepticism towards investing in Indian real estate largely on account of lack of regulation," the Assocham-C&W report said.

However, it said the need for single-window clearances in the shortest possible time has become pressing.

The Bill provides for setting up a regulator for the real estate sector and has provisions like a jail term of up to three years for developers who commit offences like putting up misleading advertisements about projects repeatedly.

It also intends to make it mandatory for developers to launch projects only after acquiring all statutory clearances from relevant authorities.



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Govt fertiliser subsidy may fall short this fiscal: Report

The government's fertiliser subsidy of Rs 66,000 crore this year could fall short of the actual requirement because a part of the allocation would be used to clear dues of last year, according to a report.

Also Read: Fert top priority; nod on gas for power on Mon: Moily

The Budget provision for the fertiliser subsidy in 2013-14 is maintained at last year's level of Rs 66,000 crore. "However, this (Budgetary provision) is likely to fall short as a part of the 2013-14 Budget will be used to clear  2012-13 dues," India Ratings and Research, a part of Fitch ratings group, said in a report.

The subsidy dues are estimated to be around Rs 34,000 crore for the last fiscal. The government had a Budget provision of Rs 66,000 crore as against the total subsidy bill of Rs 1,00,000 crore for 2012-13, it said.

The report cautioned that delay in clearing subsidy dues this year would lead to increase in short-term borrowings  by the fertiliser companies. "Accumulation of subsidy receivables lead to higher-than-expected working capital borrowings by affected fertiliser companies in 2012-13," the report said.

Fertiliser companies reported carry forward of subsidy dues during September 2012 to March 2013, which the  government started liquidating from April onwards.

The rating agency said it has given the 'stable outlook' for public and private sector fertiliser firms for the  second half of this fiscal. However, the outlook could be revised negative if the government subsidy is either inadequate or delayed.



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Coal India, NTPC to sign fuel pacts as quality row cools

Written By Unknown on Rabu, 17 Juli 2013 | 10.56

Coal India Ltd will on Wednesday sign new supply agreements with NTPC Ltd , its top customer and the country's largest power producer, officials at the two companies said, ending months of disputes over fuel quality and payments.

The move lifts the spectre of mass blackouts as well as a possible shelving of mine expansion and follows the signing of supply pacts to two power plants in eastern India, which were at the heart of the dispute.

Also read: Oil Min seeks $1.9 bn centre subsidy for April-June: Source

The row had highlighted the difficulties India faces in extracting coal quickly and efficiently enough to eliminate power shortages and reduce its reliance on costlier imports.

"We are signing FSAs (fuel supply agreements) tomorrow (with NTPC)," Coal India chairman S. Narsing Rao told reporters, adding about eight such deals for generating about 4,000 megawatts of power would be signed.

"We have already signed two for Farakka and Kahalgaon," he said, referring to the two plants in eastern India run by NTPC.

The miner's Eastern Coalfields Ltd (ECL) subsidiary had in April threatened to halt supplies to these two plants after the latter stopped paying the full price for shipments.

ECL supplies coal from its Rajmahal mine in Jharkhand state to the two plants. It plans to increase the mine's capacity to 17 million tonnes from 14 million, but this expansion had been threatened by the non-payment, its chief R. Sinha warned in April.

NTPC gets the bulk of its coal through long-term FSAs with Coal India. But the power producer has long complained it is forced to accept coal that is heavily adulterated with rocks and stones. Rao said the fuel quality row was "kind of sorted out".

Both coal supplier and power producer now jointly monitor coal quality, opening up the possibility of wrangles over its true worth, but the government plans to change that by mandating a third party to judge value.

"There is some understanding between NTPC and us (as to) ... how do we solve this third-party evaluation and extrapolation into the period from when they started to reduce the payment," Rao said. "Reduced payments affected us from October onwards."

The miner has 40 billion rupees in outstanding dues with NTPC, Rao said.

Of the 492 million tonnes that Coal India aims to supply in 2013/14, more than three quarters will be supplied to the power sector.

The power producer requires 160 million tonnes of coal in the fiscal year to March, of which it will import 16 million tonnes, said an NTPC official who did not wish to be named.



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Hail hike in FDI cap; eye on economic growth vital: Experts

The government move to relax FDI norms in various sectors will bring fresh investments into the country and boost economic growth, industry bodies said on Tuesday. The decision to shore up FDI in 13 sectors including telecom and insurance indicates that the much-needed reforms are underway to boost India's growth, they said.

An expert panel, on CNBC-TV18, comprising former DIPP secretary Ajay Dua, Lalit Kumar, partner, Jyoti Sagar Associates, Vivek Gupta of BMR Advisor, MV Kotwal, president- heavy engineering, L&T and Amitabh Chaudhary, CEO, HDFC Life while hailing the government's initiative to open the economy to foreign investment say that certain clarifications are needed for adequate implementation.

Emphasising that the move will also boost indigenous manufacturing and R&D in the defence sector and industry, the experts add that the government needs to do more on the ground to create a conducive environment for domestic and foreign investment.

Below is the edited transcript of the expert reactions on CNBC-TV18

Q: What is your view on the hike in the FDI cap in multi-brand retail cap to 74 percent?

Gupta: I think the government recognised that it was a reality that no multi-brand retail investment was expected before 2014, the way the policy was proceeding. The last set of clarifications further dampened the enthusiasm and it was a fit case for the government to evaluate all the clarifications.

So, all the meetings that Anand Sharma has had with the retailers seems to have borne fruit. There are parts of the policy which can be easily evaluated again even within the framework of the overall policy. The announcement is positive and needed a little bit of influence in Europe and in Washington.

Q: Will the decision on the single-brand retail route —which is 49 percent automatic and above that through the FIPB route make any difference?

Gupta: There are a lot of single-brand franchises today that hope to convert into some sort of equity organisation. Though I probably do not view this as a step to trigger the flow of millions of dollars into the country, I view this more as a facilitative tool to administer conversion of licences into minority stakes for the foreign party.

Q: To my mind, the big bold decision of the evening is what they have actually done with defence. Would you agree?

Dua: I think so. What has been done is very significant for Indian manufacturing. But it has to necessarily be state-of-the-art technology coming into the country, as our manufacturing as we all know does not necessarily use the highest technology.

To that extent, if we are going to get technology, it will be equipping us for the future. I welcome that decision, but it is going to be on a case to case basis.

It could be 27 percent, it could be 100 percent, and it has been kept open at that. I look at these 12 decisions which have been taken the 13th is about raising the limit for insurance which is reiteration of an earlier decision.

I think of the 12 decisions which have been taken, as many as eight are only for changing the route from FIPB to automatic.

There are four other decisions for hiking limits of which telecom going up from 74 percent to 100 percent is very significant. The second one is defence, about which we just spoke.

The third is credit information services and finally the asset reconstruction companies. The telecom sector also, provided we make a break from the past. What the industry has seen is not only saturation but also a whole lot of regulatory issues.

If we want more money to come in there, more foreign funds, I think we need to clear out other things, not merely FDI regulations. Asset management companies and credit information services, I think it is going to be a trickle.

It may come immediately but it is not going to make much of a difference to the USD 35 billion which we have been averaging for the last nine years and about which the minister also talked.

Q: On this issue, as far as pharma brownfield is concerned, there is this mix of tardy coordination between various ministries. You have had the Arun Maira committee put out its recommendations and that was, if my memory serves me right, almost two years ago. You have then had discussions taking place between the DIPP and of course the health ministry and so on and so forth. Then the Prime Minister's office has got involved. Why can't we just get our act together, be aligned and on the same page as far as this particular sector is concerned?

Dua: I think the recent acquisitions by foreign companies of the Indian pharmaceutical sector including the ones which make life-saving drugs are the ones which really set the cat amongst the pigeons.

It was found that foreign companies, Japanese, American and others were walking into this critical sector and it was on the automatic route. That is when the Indian industry as well as the government had woken up and said that we will like to shift this to a prior approval route.

That means the FIPB, but with various committees which you mentioned, taking their recommendations into account, it was said, let these come to the FIPB.

We will have a look there but it was seems that the concerns of various ministries, including the DIPP which had some issues about it were not being taken in its entirety viewed by the FIPB.

That is why the proposal has been moved by DIPP saying in Brownfield industries, if it is up to 49 percent, we would like this matter to be addressed.



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RBI opens new attack to clamp rupee free fall

Written By Unknown on Selasa, 16 Juli 2013 | 10.56

Saikat Das
moneycontrol.com

In a major attack to clamp the further decline in the Indian rupee against the US dollar, the Reserve Bank of India (RBI) on Monday late evening issued a series of liquidity measures. Bonds yields are now expected to go up while a dearer rupee is likely to create a squeeze in funds availability. Consequently, the demand for rupee will rise.

"The market perception of a likely tapering of US quantitative easing has triggered outflows of portfolio investment, particularly from the debt segment. Consequently, the rupee has depreciated markedly in the last six weeks. Countries with large current account deficits, such as India, have been particularly affected despite their relatively promising economic fundamentals," RBI said in release underscoring the need for immediate measures to restore stability to the foreign exchange market.

Also read: RBI fines 22 banks, warns 7 for KYC violations

The Indian rupee hit record low at 61.21 against the greenback on July 8 this year. Since last two month, it has lost more than 15 percent due to erosion of overseas investment in India.

Measure One:

The central bank restricted banks' borrowing through liquidity adjustment facility (or a window to borrow funds from RBI called LAF) to the tune of 1 percent of total deposits or Rs 75,000 crore. It will be effective from July 17 when onwards, banks have to look for other options to meet their overnight fund requirements if the level reach the stipulated mark.

LAF is the combination of two auction routes: repo and reverse repo. While banks borrow from repo currently at 7.25 percent, they park their excess liquidity via reverse repo rate at 6.25 percent.

Measure Two:

Accordingly, RBI raised the interest rate of Marginal Standing Facility (MSF) by 100 bps to 10.25 percent as against 9.25 percent currently. Hence, the difference between repo rate and MSF stands at 300 basis points compared with 200 bps currently. Banks can borrow money pledging their excess SLR (Statutory Liquidity Ratio) bonds. Most of the banks are holding excess SLR above 23 percent. Hence, lenders can borrow money using MSF route.

Must read: RBI to factor in inflation while making policy: Subbarao

Impact

"RBI had two options: a policy rate hike or a squeeze in rupee liquidity," Moses Harding, an astute treasury expert with rich banking experience told moneycontrol.com.

"The central bank opted for the latter. Bond yields may go up to 7.80 percent. The impact will be much severe than direct rate hike when LAF is restricted at 75,000 crore when excess SLR is at 4-5 trillion. The rate differential between repo and call market may now widen up to 30-40 bps compared with 5-10 bps currently. Banks would use MSF option to raise short term funds when the call money market rate will rise above 10 percent," he said.

As of now, the benchmark call money market rate is hovering around 7.35 percent. The 10-yr (2023) bond yield is moving around 7.50-7.60 percent range. The relation between bond yields and prices is inverse. Banks' net borrowings come in the range of Rs 80,000 crore to Rs 1 lakh crore. In MSF market, banks need to pledge SLR bonds to mop up funds.

Banks are mandated to invest in government securities to the tune of 23 percent of their total deposits.

Measure Three & need:

Perhaps realising the impact on the bond market, the RBI announced an open market (sales) operation (OMO) of Rs 12,000 crore on July 18, 2013. This will ensure more flows of government papers in the market especially when bond prices are likely to fall due to rise in yields.

"While the announcement of OMO is a good sign, I am yet to be convinced about the merits of liquidity measures to check rupee's volatility. A straight 25 bps hike in the policy rate would have lured foreign institutional investors to invest in India and thereby, stemming rupee's free fall with fresh dollar inflows," Ashutosh Khahjuria, president - treasury, Federal Bank .

With all these measures, the central bank will continue to closely monitor the markets, the liquidity situation and the macroeconomic developments. It will take such other measures as may be necessary, consistent with the growth-inflation dynamics and macroeconomic stability, said RBI, which will announce its first quarter (April-June) monetary policy on July 30.

saikat.das@network18online.com  



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POSCO may ditch steel mill project in Karnataka: Source

South Korea's POSCO is considering pulling out of a steel mill project in Karnataka because of opposition from residents and political instability, a source told Reuters on Tuesday.

Also Read: Tata Steel Europe reports record GBP 1.2 bn loss

"We are in internal talks to quit the Karnataka project because protests by local residents make it difficult for us to acquire land," the source with knowledge of the matter said, asking not be named because the discussions are confidential.

The source added that the world's No.5 steelmaker by output, will make a decision this week about whether to drop the plan to build a mill in Karnataka capable of producing 6 million tonnes of steel a year.

The source said POSCO would, however, proceed with another steel mill project worth USD 12 billion in Odisha, citing progress such as land acquisition.



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Satyam is no more; to live on as part of Tech Mahindra

Written By Unknown on Senin, 15 Juli 2013 | 10.56

Once a darling of the Indian IT sector and the stock market, the scam-hit erstwhile Satyam has formally ceased to exist as an individual entity by formally merging with Tech Mahindra .

Its journey saw a fraud bringing down the company's valuation by over 95 per cent within weeks, while a subsequent revival brought in an over 10-fold surge from the dumps.

Still, it is the remains of this once scam-hit company on which its saviour Tech Mahindra will bank upon significantly to move up the ladders of the Indian IT sector charts, say industry experts.

Also read: Tech Mahindra, Satyam Computer complete merger

After debuting on the stock market in 1995, Satyam soon went on to become one of the country's top five IT companies and its share price was trading Rs 250 level in late 2008.

It came to be known by January 2009 that Satyam (a Sanskrit word that means truth) was home to India's biggest ever corporate scam, admitted to by its own founder and then Chairman B Ramalinga Raju, and the scandal broke the company's share price to as low as Rs 11.50.

A quick revival, however, followed with its takeover by Tech Mahindra through a government-monitored auction process and its name was changed to Mahindra Satyam.

Tech Mahindra on Friday announced the completion of allocation of its shares to the shareholders of Satyam Computer Services, raising the issued capital of the firm from 129 million shares to 232 million.

Many changes have come through under Mahindras and the group finally decided to amalgamate the two IT companies under its fold. Shares of Mahindra Satyam are no longer traded on the bourses.

They last traded at a level close to Rs 120 a piece and the value of each erstwhile Satyam share is now equivalent to about Rs 130 a piece, taking into account Tech Mahindra's current share price of Rs 1,120.

As per the merger ratio, two Tech Mahindra shares have been given for every 17 shares held by Satyam investors.

Experts say it made sense for the new owner to drop the Satyam brand name from the business, given its infamous past.

CapitalVia Global Research Head of Research Vivek Gupta said: "The good thing to cheer for the investors is that now they own a stake in the company which is much more clean in all the aspects and is amongst the top-five IT companies."

Following the integration, Tech Mahindra is now amongst the top-5 IT companies of India with revenues of USD 2.7 billion and expects it to rise to USD 5 billion by 2015.

"Satyam was at the brink of non-existence a couple of years back for reasons known to all. Tech Mahindra took its reins after the fiasco and brought the company back into life," Ashika Stock Broking Vice President Equity Research Paras Bothra said.

The integration of two entities makes it a much larger software company and will also aid in cracking and winning larger outsourcing contracts.

"We remain optimistic with Tech Mahindra's ability in generating long term shareholders wealth," Bothra said.

CNI Research CMD Kishor P Ostwal said: "I see a bright future for the company after its merger with Tech Mahindra. Tech Mahindra is emerging as a more stronger player and the outlook is very bright."



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Small is big for Japan automakers eyeing Indonesia, India

Japanese automakers like Honda Motor Co and the Toyota-Daihatsu group have a problem: the smallest cars they make are very big in Japan - and only Japan.

Also Read: What production cuts by M&M, Maruti mean for auto industry

Consider Honda's hi-tech N BOX, a four-passenger microcar that combines some of the utility features of a much larger SUV - the seats roll down to load a bicycle or two - and the fuel-sipping economy of a tiny, 660-cc engine.

For the first half of 2013, the zippy N BOX was the best-selling car in Japan's popular vehicle category that now represents almost 40 percent of vehicles on the road.

But outside Japan, the concept of the so-called kei car, a term derived from the Japanese word light, is mostly unknown. Now that could change. The Japanese auto giants are considering exporting the technology to emerging market countries.

"We have fairly low-priced cars in those markets already, but in India and markets like Indonesia, we need even smaller, even more affordable cars," Honda's chief spokesman Masaya Nagai said.

Rising fuel costs and a fast growing middle class in the world's second and fourth most populous states make them likely to be the first microcar customers.

As a first step, companies such as Honda have designed their kei cars - the kei is pronounced like the letter "k" - in a way that makes its easier to produce them overseas.

"We spent a long time nurturing the kei car technology in Japan, and we think it has the potential to be useful not only in developed markets but also in emerging markets," Honda's Chief Executive Officer Takanobu Ito told reporters in June.

Honda is not alone.

Toyota Motor Corp is using technology from its affiliate Daihatsu Motor Co, a kei-car specialist, to develop minicars for Indonesia.

Mitsbubishi Motors Corp is looking at selling kei-concept cars in Africa, where President Osamu Masuko plans to attend a distributors' conference this month. Nissan's Chief Operating Officer Toshiyuki Shiga also said last month that kei cars have a potential of going global.

While few Japanese carmakers have tried to popularize microcars outside of Japan, there are exceptions.

Suzuki Motor Corp and Daihatsu have targeted India and Southeast Asia since the early 1980s, building a credible presence although their technology differs from that used to build Honda's kei.

More recently, General Motors Co and its Chinese affiliate Wuling have been making an aggressive push for micro minivans in China. Their next bet is India.

Honda believes its advanced microcar technology and the favourable marketing conditions in India and Indonesia mean that the time is right to export the kei concept.

Joost Geginat, an autos market expert with Roland Berger consultancy in Singapore, predicts Japanese companies will invest a total $1.8 billion to produce kei-concept cars in Indonesia.

MICROS IN MACRO RACE

Now the race in the microcar market is heating up. Honda, Japan's No.3 automaker most famous for its Civic and Accord cars, is betting on small cars to meet its aggressive target of selling 6 million vehicles globally a year by March 2017 from current sales of around 4 million.

To do so, Honda aims to double sales in emerging markets to account for half of total vehicle sales, and its kei car technology could play a key role in that.

Indonesia, where over a million cars were sold last year, is one such market. Last month, Jakarta rolled back fuel subsidies, raising motor fuel prices by an average of 33 percent. At around the same time, Indonesia signed into law a Low Cost Green Car (LCGC) programme to promote small cars such as the kei, though it is on hold pending review.

Geginat says Toyota, Daihatsu, Suzuki and Honda could roll out a combined 500,000 LCGCs, valued at under at USD 10,000 each, a year once the new law is in place.

Honda is looking at taking the microcar technology to Indonesia and neighbouring Malaysia, Hiroshi Takemura, who oversees Honda's small car operations, told Reuters last month.

The company has designed its N BOX to share certain structures with the Fit, Honda's global compact car also known as the Jazz, meaning the two cars can be manufactured on the same line, said Yoshiyuki Matsumoto, Honda's managing officer.

Honda currently builds the Fit or Jazz at 10 plants around the world, including Indonesia and Thailand.

One challenge for Honda and other Japanese automakers is pricing. Honda's N BOX starts from around USD 12,500, slightly more expensive than the outgoing model of the Fit that starts from about USD 12,200.

To produce a sub USD 10,000 no-frills car in Indonesia, features like the turbocharger, vehicle assist system and airbags may have to go, and an old-fashioned key used to start the car instead of an electronic smart key.



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'India to lead global growth; bet on financial services'

Written By Unknown on Minggu, 14 Juli 2013 | 10.56

Ajay Piramal of Piramal Group hailing from a family that ran a very successful textile industry business, switched track to become one of India's renowned pharmaceutical entrepreneurs business. Today, he has holds the reputation of being one of India's savviest deal-makers and investors.

Speaking to CNBC-TV18, Piramal adds that he wishes to be both a strategic investor and a financial powerhouse focusing on sectors where the risks in execution have been overcome and are in need of last-mile funding. He says that the economy touching a bottom was one of the reasons behind the shift of his investment focus from overseas markets to India.

Below is the edited transcript of the show on CNBC-TV18

Q: After you sold your business to Abbott , you used the pile of cash to foray into real estate, financial services business and earned the reputation of being a very savvy and contrarian investor. What is your outlook regarding the investment climate?

A: As an investor, I exited the domestic Indian pharmaceutical business in 2010 as I felt the investment climate was not very conducive. In 2010, we decided to diversify a little and enter overseas markets. We invested USD 630 million in an information management company in the US. Now I think that the investment climate in India has probably hit a bottom and its time to re-look at investing in India.

Q: That's a contrarian view because at the moment one couldn't get more gloomier on India — the uninterrupted depreciation in the rupee, complete lack of any policy action.

A: My view was contrarian even in 2010. Investors wondered why we exited the pharmaceutical sector which was at its peak. But one look at the valuations for our domestic business in 2010 makes it clear that it will not be possible to get the same valuations today.

Q: Were you paid nine times your sales figures?

A: A little over that and about 30 times operating profits.

Q: Putting that into perspective, the Daiichi-Ranbaxy deal was five times sales?

A: That's right.

Q: Do you think those valuations will return?

A: You can never say 'never'. It looks difficult today because the domestic economic environment is not what it used to be. Frankly, the buzz that India generated in 2010 is not there today. I don't think there is any deal that's taking place at these valuations today.

Q: You mean the buzz in the pharma sector?

A: The buzz in the pharma sector, the buzz about India as a really hot growth economy is not what it was in 2010.

Q: Yet you think today is not a bad time for investment in India?

A: I believe that in the future India's growth rate in is going to be higher than rest of the world. There are so many needs much we have — consumption, infrastructure. Economic growth has actually suffered a lot in the last few years. I don't see that trend continuing. There will be changes.

Q: But isn't it your style to look and invest slowly as and when the opportunity arises ?

A: That's right. Yes, I have been investing. Another plan that I followed up on after exiting the pharma sector in 2010 besides the information management investment, was to start planning a foray into financial services. That's where I found opportunities to invest.

An overview of the In the financial-services sector shows that the banking sector is stretched due to tepid economic growth and the lack of sufficient funds. The returns on offer are higher than what one would get in normal circumstances.

Q: You have also invested in Shriram Transport . Do you plan to be a strategic investor in high growth financial companies or become a financial powerhouse?

A: I plan to be both. I have already started a non-banking financial company (NBFC) which has been performing well. I have also invested in Shriram Transport because this sector is unique. Despite the entire commercial-vehicles sector coping with difficult times, Shriram Transport Finance has been able to record strong growth with a change in the focus on funding second-hand vehicles.

I believe that there are many sectors such as infrastructure which need last mile funding and the risks in execution have been overcome.



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