Gujarat Vibrant summit on SME Sammellan 2014; A Complete Survival Kit for SMEsVibrant Gujarat
Address issues SMEs suffer from and compete with large and global enterprises, SMEs need to adopt innovative approaches in operations whereas government and financial institutions should also come out with encouraging financial models to enable SMEs to ensure their survival and grow.
The vigorous cultural and civilization connections between ASEAN and India hold a significant potential for development of a strong partnership for further strengthening global linkages. The substantial areas of cooperation between India and ASEAN have grown tremendously and include diverse sectors such as Trade, Science & Technology, Human Resource Development, Health and Pharmaceuticals, Space Science, Agriculture, New and Renewable Energy, Information and Communication Technology, Telecommunications and Transport.
The August 2014 edition of the Multilateral Newsletter highlights the key deliberations made at the 12th ASEAN-India Foreign Ministers Meeting held in Nay Pyi Taw, Myanmar on 9 August 2014. In addition, it covers major happenings from the World Bank, United Nations Conference on Trade and Investment (UNCTAD), Asian Development Bank (ADB) and United Nations Development Programme (UNDP).
The Union Budget 2014-15 document discusses several key points:
1. The Finance Minister Arun Jaitley presented the budget with the goals of promoting growth while maintaining fiscal prudence.
2. Key announcements included increasing FDI limits, introducing GST by the end of the year, providing tax benefits to renewable energy, and addressing power issues faced by industry.
3. The budget aimed to boost manufacturing, exports, infrastructure development, and focus on sectors like defense, insurance, housing, and renewable energy through various policy measures and incentives.
4. While the stock market initially declined, industry remained positive about the government's stated intent to promote growth, investment, and manufacturing, though implementation of reforms
The document discusses employee welfare at NTPC Ltd. NTPC Ltd is India's largest power company established in 1975 to accelerate power development. It generates power through coal and gas. NTPC ranks among the largest companies in the world and was the first power utility in India to conduct environmental impact assessments. NTPC performs its social responsibilities efficiently and aims to provide a satisfactory job satisfaction level for employees. The document focuses on the importance of employee welfare and the various types of welfare measures taken at NTPC Ltd to care for employees.
The presentation covers the ecosystem of MSMEs in India, the challenges faced by entrepreneurs, GoI Initiatives, MSME Schemes provided by the government to encourage new enterprises, Opportunities available and the reasons of failure of new ventures and finally, details of the secors which provide opportunities for entrepreneurs to start a new business.
This document provides an overview of National Thermal Power Corporation Limited (NTPC), India's largest power producer. It discusses NTPC's history, operations, subsidiaries, joint ventures, vision, and culture. Some key points:
- NTPC was established in 1975 and has grown to become one of India's largest power producers with over 24,000 MW of installed capacity.
- It aims to become a 128,000 MW company by 2032 through numerous new projects.
- NTPC has a strong culture of professionalism, transparency, and knowledge sharing. It is considered one of the best companies to work for in India.
- In addition to power generation, NTPC has diversified
This document discusses human resource requirements and skill development needs in the wind energy sector in India. It notes that the wind energy sector is expected to generate 2 million green jobs over the next 10 years to support growing wind power capacity targets. The Skill Council for Green Jobs was established to help meet this demand through industry-led skill development programs. Several studies have identified key skill gaps in areas like business development, design, construction, operations and maintenance, and manufacturing that will need to be addressed to achieve India's wind energy targets.
This document provides details about a study conducted on non-performing assets of Haryana State Industrial & Infrastructure Development Corporation Limited. It includes an introduction to HSIIDC, its objectives and quality policy. It discusses the rise of NPAs, factors causing them and measures to prevent them. The study analyzes NPA accounts in HSIIDC, compares it to other banks, and describes the recovery process. It also includes a case study of an NPA account of M/S Jyoti Oil Industries Ltd. The document concludes with findings and suggestions from the study.
Gujarat Vibrant summit on SME Sammellan 2014; A Complete Survival Kit for SMEsVibrant Gujarat
Address issues SMEs suffer from and compete with large and global enterprises, SMEs need to adopt innovative approaches in operations whereas government and financial institutions should also come out with encouraging financial models to enable SMEs to ensure their survival and grow.
The vigorous cultural and civilization connections between ASEAN and India hold a significant potential for development of a strong partnership for further strengthening global linkages. The substantial areas of cooperation between India and ASEAN have grown tremendously and include diverse sectors such as Trade, Science & Technology, Human Resource Development, Health and Pharmaceuticals, Space Science, Agriculture, New and Renewable Energy, Information and Communication Technology, Telecommunications and Transport.
The August 2014 edition of the Multilateral Newsletter highlights the key deliberations made at the 12th ASEAN-India Foreign Ministers Meeting held in Nay Pyi Taw, Myanmar on 9 August 2014. In addition, it covers major happenings from the World Bank, United Nations Conference on Trade and Investment (UNCTAD), Asian Development Bank (ADB) and United Nations Development Programme (UNDP).
The Union Budget 2014-15 document discusses several key points:
1. The Finance Minister Arun Jaitley presented the budget with the goals of promoting growth while maintaining fiscal prudence.
2. Key announcements included increasing FDI limits, introducing GST by the end of the year, providing tax benefits to renewable energy, and addressing power issues faced by industry.
3. The budget aimed to boost manufacturing, exports, infrastructure development, and focus on sectors like defense, insurance, housing, and renewable energy through various policy measures and incentives.
4. While the stock market initially declined, industry remained positive about the government's stated intent to promote growth, investment, and manufacturing, though implementation of reforms
The document discusses employee welfare at NTPC Ltd. NTPC Ltd is India's largest power company established in 1975 to accelerate power development. It generates power through coal and gas. NTPC ranks among the largest companies in the world and was the first power utility in India to conduct environmental impact assessments. NTPC performs its social responsibilities efficiently and aims to provide a satisfactory job satisfaction level for employees. The document focuses on the importance of employee welfare and the various types of welfare measures taken at NTPC Ltd to care for employees.
The presentation covers the ecosystem of MSMEs in India, the challenges faced by entrepreneurs, GoI Initiatives, MSME Schemes provided by the government to encourage new enterprises, Opportunities available and the reasons of failure of new ventures and finally, details of the secors which provide opportunities for entrepreneurs to start a new business.
This document provides an overview of National Thermal Power Corporation Limited (NTPC), India's largest power producer. It discusses NTPC's history, operations, subsidiaries, joint ventures, vision, and culture. Some key points:
- NTPC was established in 1975 and has grown to become one of India's largest power producers with over 24,000 MW of installed capacity.
- It aims to become a 128,000 MW company by 2032 through numerous new projects.
- NTPC has a strong culture of professionalism, transparency, and knowledge sharing. It is considered one of the best companies to work for in India.
- In addition to power generation, NTPC has diversified
This document discusses human resource requirements and skill development needs in the wind energy sector in India. It notes that the wind energy sector is expected to generate 2 million green jobs over the next 10 years to support growing wind power capacity targets. The Skill Council for Green Jobs was established to help meet this demand through industry-led skill development programs. Several studies have identified key skill gaps in areas like business development, design, construction, operations and maintenance, and manufacturing that will need to be addressed to achieve India's wind energy targets.
This document provides details about a study conducted on non-performing assets of Haryana State Industrial & Infrastructure Development Corporation Limited. It includes an introduction to HSIIDC, its objectives and quality policy. It discusses the rise of NPAs, factors causing them and measures to prevent them. The study analyzes NPA accounts in HSIIDC, compares it to other banks, and describes the recovery process. It also includes a case study of an NPA account of M/S Jyoti Oil Industries Ltd. The document concludes with findings and suggestions from the study.
CMPDI provides total consultancy services to Coal India Limited and its seven subsidiaries. It was established in 1975 as a subsidiary of Coal India Limited. CMPDI has over 700 technical professionals and operates through its headquarters in Ranchi and seven regional institutes located across six states. Its mission is to provide total consultancy in coal and mineral exploration, mining, engineering and allied fields as a leading consultant in India and internationally.
NURTURING ENTRPRENEURS FOR SUSTAINABILITY MSMEs IN ASSAM-|| - Part -14Resurgent India
The document discusses various advantages and opportunities for investment and entrepreneurship in Assam, India. It outlines Assam's natural resources, infrastructure development, industrial parks, financial institutions that support small and medium enterprises, labor welfare programs, and plans to develop industry clusters. The future plans section envisions doubling Assam's growth rate over the next 20 years to reduce poverty and close its economic gap with the national average.
In this Annual Report, we have disclosed forward-looking information to enable investors to comprehend our prospects and take investment decisions. This report and other statements - written and oral – that we periodically make contain forward-looking statements that set out anticipated results based on the management’s plans and assumptions.
With a view to focus on CII’s policy advocacy work in the International context, CII has started a new publication called as “ Global Watch”. The CII “Global Watch” focusses on global economic issues and highlights India’s linkages with other countries.
Knowledge Compendium (India Backbone) chage march 2015Alok Sinha
This document introduces the IndiaWorks High Five! model for enabling stakeholders to work together collaboratively. The model is based on the Capacity WORKS framework developed by GIZ to address complex development challenges through multi-stakeholder cooperation rather than traditional hierarchical organizations.
The IndiaWorks model focuses on shaping cooperation systems rather than organizations through five elements: shared purpose and objectives, stakeholder alignment, a joint steering structure, systematic collaborative processes, and accelerating learning. Tools and examples from GIZ projects demonstrate how to establish shared goals and understanding, define roles and responsibilities, develop action plans and monitoring, and build skills for cooperation. The model provides an operating system to help practitioners convert contention into collaboration and confusion into coordination.
This document provides an executive summary, background on NTPC Ltd and the Indian power sector, objectives of the project report, methodology used, and results.
The objectives were to provide an optimal financial model for NTPC's capital budget and structure to meet 12th Five Year Plan targets, and analyze power policies in India and China to enhance India's capacity.
The methodology included primary and secondary data collection, exploratory and mathematical analysis using tools like capital budgeting and Excel, and recommending policies.
The results showed that India needs improvements in various areas like capacity addition, operations, funding, costs, regulations and distribution to meet targets sustainably while transitioning to alternative energy sources.
As we progress ahead with the new budget of 2015-16, lets have a look at some of the highlights of the budget of last year by Dewan P.N. Chopra & Co. http://bit.ly/1U3OJaA
1. The annual report summarizes CII Western Region's activities in 2016-17 to further its theme of "Building Competitiveness: Deliberate Detail; Deliver Delight".
2. Key activities included policy advocacy, organizing investment summits, forums and B2B meetings to promote business. CII engaged with state governments through 41 committees and organized events showcasing business opportunities in the region.
3. Initiatives focused on MSMEs, sustainability, skills development, startups, education and affirmative action. Over 3,000 individuals were trained under various programs. CII continued engaging with governments, industry and other stakeholders to improve the business environment and competitiveness of the region.
The document summarizes the proceedings of the 'Startup Summit 2016' conference. It discusses the four main sessions of the summit which focused on opportunities and challenges for startups in India. Key highlights included making India a global startup hub, raising capital for startups, scaling up startups, and the importance of storytelling for founders. The summit aimed to bring together stakeholders like investors, mentors, and accelerators to help entrepreneurs overcome obstacles and promote innovation.
The document summarizes NTPC's leave rules for its employees. It outlines the different types of leaves available - casual leave and special casual leave. Casual leave is intended for personal reasons and entitlement is 12 days per year for executives/supervisors and 10-12 days for others. Special casual leave of up to 30 days per year can be granted for representing company in tournaments or attending professional meetings. The rules also specify how leaves are calculated for part years and that unused casual leave lapses at the end of each calendar year.
The document discusses performance management systems at NHPC Limited and NTPC Limited, two major power companies in India. It finds that over half of employees surveyed at each company are satisfied with the current performance appraisal system. However, some appraises find it difficult to select their key result areas without help from appraisers. The research also finds that job training is helpful for growth. Overall, the performance management systems are found to have a positive impact on managerial employees. Suggestions include improving training on appraisal systems and allowing more input from appraises.
This document is Jeffin Scaria's internship report submitted to Saintgits College of Engineering for their MBA program. It details his 45 day internship with Punj Lloyd Upstream Ltd in their human resources department. The report includes an introduction covering the objectives of retaining employees, an analysis of the energy industry and employee retention trends. It also includes sections on the company profile of Punj Lloyd Upstream, Jeffin's role and responsibilities during the internship, and weekly reports from his time there. The report aims to study employee job satisfaction and retention practices at Punj Lloyd Upstream.
CII PSE Insights provides key perspectives on the policy and news on Public Sector Enterprises. The CII Apex Council on Public Sector Enterprises is a platform of all CEOs of Central PSEs which meets every quarter to decide on issues of common interest and works towards the benefit and growth of the PSEs. This initiative is a reiteration of the importance that CII attaches to the important role of PSEs in the growth of the Indian economy, as a part of the Industry. The July edition of CII PSE Insights talks about Make in India initiatives & latest PSE updates.
Based on the definitions and concepts discussed in the literature, net working capital is considered a more accurate representation of working capital as it reflects the actual working capital available to the company after accounting for current liabilities that are required to be paid in the short term using current assets. Gross working capital alone does not account for current liabilities and thus overstates the working capital position of the company.
c.paramasivan Financial inclusion and its impact on economic developmentchelliah paramasivan
1) The document discusses financial inclusion and its impact on Dalit entrepreneurs in India. It analyzes how financial assistance from institutions like the Tamilnadu Industrial Investment Corporation (TIIC) promotes entrepreneurship among Dalits. [2) TIIC provides various loans and subsidies to micro, small and medium enterprises. About 40% of its assistance goes to first generation entrepreneurs, including Dalits. [3) The paper examines how schemes like capital subsidies, interest subsidies, and single window clearances have benefited Dalit entrepreneurs by improving their access to financial resources and strengthening their businesses.
Performance appraisal of rural entrepreneurship development programmes [www.w...WriteKraft Dissertations
Better Research For a Better World
Due to irregularities, lack of guidance and facilities doing a PhD takes approximately 6-8 years in India and then too there is no Guarantee of completion. Scholars are not able to complete thesis, assignments and research papers that are needed to complete the PhD degree due to lack of mentoring and guidance. Writekraft provides assistance right from your admission, entrance to getting your PhD degree. This will be achieved by helping you in Entrance, Pre PhD work, Thesis work, Research Paper Publication, Viva and Interviews. In this way you will be able to complete your PhD smoothly and in the stipulated time.
The small and medium enterprise sector in the country is being irrigated with unique ideas and dauntless effort. "India, standalone, is being seen by global players as a centre for mass action" says Kavi Arora. Read more.
This document provides an overview of a project report on establishing a small-scale steel almirah manufacturing unit. It acknowledges those who helped with the project and provides a table of contents that outlines chapters on entrepreneurship, financial requirements, marketing, product details, manufacturing process, cost estimation, and break-even analysis. The introduction chapter defines small-scale industries in India and their importance for employment and economic growth. It also outlines the government's strategy and support for small businesses.
The document summarizes the accomplishments of Balmer Lawrie's Leather Chemicals (LC) and Refinery & Oil Field Services (ROFS) strategic business units. It highlights that both SBUs demonstrated exemplary performance in the previous year through excellent teamwork. LC turned around to become profitable after losses, while ROFS surpassed its targets. The success of both SBUs is attributed to the vision of their leaders and the hard work of their teams in executing that vision. The issue of BLOG magazine covers the key achievements and interviews with leaders of LC and ROFS. It also discusses the company's Chairman speaking about pushing for further growth and innovation across all business sectors.
The document appears to be a resume for an individual named Vishvas Yadav. It includes contact information, educational and employment history, and mentions that Vishvas Yadav is the program director of C.M.M.A.A.O. Pvt. Ltd. Project Management Institute and is involved with fundraising campaigns for NGOs, orphanages, and charitable trusts. The document is repeated multiple times and includes references to project management certification.
The document appears to be promotional materials for Vishvas Yadav's company CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED, which offers Project Management certification and conducts fundraising campaigns for NGOs, orphanages, and charitable trusts. It provides details on Vishvas Yadav's role as Program Director, the company's fundraising efforts, and contact information to learn more about Project Management certification or contributing to the fundraising campaigns.
CMPDI provides total consultancy services to Coal India Limited and its seven subsidiaries. It was established in 1975 as a subsidiary of Coal India Limited. CMPDI has over 700 technical professionals and operates through its headquarters in Ranchi and seven regional institutes located across six states. Its mission is to provide total consultancy in coal and mineral exploration, mining, engineering and allied fields as a leading consultant in India and internationally.
NURTURING ENTRPRENEURS FOR SUSTAINABILITY MSMEs IN ASSAM-|| - Part -14Resurgent India
The document discusses various advantages and opportunities for investment and entrepreneurship in Assam, India. It outlines Assam's natural resources, infrastructure development, industrial parks, financial institutions that support small and medium enterprises, labor welfare programs, and plans to develop industry clusters. The future plans section envisions doubling Assam's growth rate over the next 20 years to reduce poverty and close its economic gap with the national average.
In this Annual Report, we have disclosed forward-looking information to enable investors to comprehend our prospects and take investment decisions. This report and other statements - written and oral – that we periodically make contain forward-looking statements that set out anticipated results based on the management’s plans and assumptions.
With a view to focus on CII’s policy advocacy work in the International context, CII has started a new publication called as “ Global Watch”. The CII “Global Watch” focusses on global economic issues and highlights India’s linkages with other countries.
Knowledge Compendium (India Backbone) chage march 2015Alok Sinha
This document introduces the IndiaWorks High Five! model for enabling stakeholders to work together collaboratively. The model is based on the Capacity WORKS framework developed by GIZ to address complex development challenges through multi-stakeholder cooperation rather than traditional hierarchical organizations.
The IndiaWorks model focuses on shaping cooperation systems rather than organizations through five elements: shared purpose and objectives, stakeholder alignment, a joint steering structure, systematic collaborative processes, and accelerating learning. Tools and examples from GIZ projects demonstrate how to establish shared goals and understanding, define roles and responsibilities, develop action plans and monitoring, and build skills for cooperation. The model provides an operating system to help practitioners convert contention into collaboration and confusion into coordination.
This document provides an executive summary, background on NTPC Ltd and the Indian power sector, objectives of the project report, methodology used, and results.
The objectives were to provide an optimal financial model for NTPC's capital budget and structure to meet 12th Five Year Plan targets, and analyze power policies in India and China to enhance India's capacity.
The methodology included primary and secondary data collection, exploratory and mathematical analysis using tools like capital budgeting and Excel, and recommending policies.
The results showed that India needs improvements in various areas like capacity addition, operations, funding, costs, regulations and distribution to meet targets sustainably while transitioning to alternative energy sources.
As we progress ahead with the new budget of 2015-16, lets have a look at some of the highlights of the budget of last year by Dewan P.N. Chopra & Co. http://bit.ly/1U3OJaA
1. The annual report summarizes CII Western Region's activities in 2016-17 to further its theme of "Building Competitiveness: Deliberate Detail; Deliver Delight".
2. Key activities included policy advocacy, organizing investment summits, forums and B2B meetings to promote business. CII engaged with state governments through 41 committees and organized events showcasing business opportunities in the region.
3. Initiatives focused on MSMEs, sustainability, skills development, startups, education and affirmative action. Over 3,000 individuals were trained under various programs. CII continued engaging with governments, industry and other stakeholders to improve the business environment and competitiveness of the region.
The document summarizes the proceedings of the 'Startup Summit 2016' conference. It discusses the four main sessions of the summit which focused on opportunities and challenges for startups in India. Key highlights included making India a global startup hub, raising capital for startups, scaling up startups, and the importance of storytelling for founders. The summit aimed to bring together stakeholders like investors, mentors, and accelerators to help entrepreneurs overcome obstacles and promote innovation.
The document summarizes NTPC's leave rules for its employees. It outlines the different types of leaves available - casual leave and special casual leave. Casual leave is intended for personal reasons and entitlement is 12 days per year for executives/supervisors and 10-12 days for others. Special casual leave of up to 30 days per year can be granted for representing company in tournaments or attending professional meetings. The rules also specify how leaves are calculated for part years and that unused casual leave lapses at the end of each calendar year.
The document discusses performance management systems at NHPC Limited and NTPC Limited, two major power companies in India. It finds that over half of employees surveyed at each company are satisfied with the current performance appraisal system. However, some appraises find it difficult to select their key result areas without help from appraisers. The research also finds that job training is helpful for growth. Overall, the performance management systems are found to have a positive impact on managerial employees. Suggestions include improving training on appraisal systems and allowing more input from appraises.
This document is Jeffin Scaria's internship report submitted to Saintgits College of Engineering for their MBA program. It details his 45 day internship with Punj Lloyd Upstream Ltd in their human resources department. The report includes an introduction covering the objectives of retaining employees, an analysis of the energy industry and employee retention trends. It also includes sections on the company profile of Punj Lloyd Upstream, Jeffin's role and responsibilities during the internship, and weekly reports from his time there. The report aims to study employee job satisfaction and retention practices at Punj Lloyd Upstream.
CII PSE Insights provides key perspectives on the policy and news on Public Sector Enterprises. The CII Apex Council on Public Sector Enterprises is a platform of all CEOs of Central PSEs which meets every quarter to decide on issues of common interest and works towards the benefit and growth of the PSEs. This initiative is a reiteration of the importance that CII attaches to the important role of PSEs in the growth of the Indian economy, as a part of the Industry. The July edition of CII PSE Insights talks about Make in India initiatives & latest PSE updates.
Based on the definitions and concepts discussed in the literature, net working capital is considered a more accurate representation of working capital as it reflects the actual working capital available to the company after accounting for current liabilities that are required to be paid in the short term using current assets. Gross working capital alone does not account for current liabilities and thus overstates the working capital position of the company.
c.paramasivan Financial inclusion and its impact on economic developmentchelliah paramasivan
1) The document discusses financial inclusion and its impact on Dalit entrepreneurs in India. It analyzes how financial assistance from institutions like the Tamilnadu Industrial Investment Corporation (TIIC) promotes entrepreneurship among Dalits. [2) TIIC provides various loans and subsidies to micro, small and medium enterprises. About 40% of its assistance goes to first generation entrepreneurs, including Dalits. [3) The paper examines how schemes like capital subsidies, interest subsidies, and single window clearances have benefited Dalit entrepreneurs by improving their access to financial resources and strengthening their businesses.
Performance appraisal of rural entrepreneurship development programmes [www.w...WriteKraft Dissertations
Better Research For a Better World
Due to irregularities, lack of guidance and facilities doing a PhD takes approximately 6-8 years in India and then too there is no Guarantee of completion. Scholars are not able to complete thesis, assignments and research papers that are needed to complete the PhD degree due to lack of mentoring and guidance. Writekraft provides assistance right from your admission, entrance to getting your PhD degree. This will be achieved by helping you in Entrance, Pre PhD work, Thesis work, Research Paper Publication, Viva and Interviews. In this way you will be able to complete your PhD smoothly and in the stipulated time.
The small and medium enterprise sector in the country is being irrigated with unique ideas and dauntless effort. "India, standalone, is being seen by global players as a centre for mass action" says Kavi Arora. Read more.
This document provides an overview of a project report on establishing a small-scale steel almirah manufacturing unit. It acknowledges those who helped with the project and provides a table of contents that outlines chapters on entrepreneurship, financial requirements, marketing, product details, manufacturing process, cost estimation, and break-even analysis. The introduction chapter defines small-scale industries in India and their importance for employment and economic growth. It also outlines the government's strategy and support for small businesses.
The document summarizes the accomplishments of Balmer Lawrie's Leather Chemicals (LC) and Refinery & Oil Field Services (ROFS) strategic business units. It highlights that both SBUs demonstrated exemplary performance in the previous year through excellent teamwork. LC turned around to become profitable after losses, while ROFS surpassed its targets. The success of both SBUs is attributed to the vision of their leaders and the hard work of their teams in executing that vision. The issue of BLOG magazine covers the key achievements and interviews with leaders of LC and ROFS. It also discusses the company's Chairman speaking about pushing for further growth and innovation across all business sectors.
The document appears to be a resume for an individual named Vishvas Yadav. It includes contact information, educational and employment history, and mentions that Vishvas Yadav is the program director of C.M.M.A.A.O. Pvt. Ltd. Project Management Institute and is involved with fundraising campaigns for NGOs, orphanages, and charitable trusts. The document is repeated multiple times and includes references to project management certification.
The document appears to be promotional materials for Vishvas Yadav's company CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED, which offers Project Management certification and conducts fundraising campaigns for NGOs, orphanages, and charitable trusts. It provides details on Vishvas Yadav's role as Program Director, the company's fundraising efforts, and contact information to learn more about Project Management certification or contributing to the fundraising campaigns.
This document provides information about a Real Estate Practice course offered in fall 2014 including the instructor's contact information, class meeting times and device policy, course description and objectives, required text, student learning outcomes, evaluation methods, grading scale, class schedule and important policies. The course covers all aspects of a real estate career including ethics, contracts, financing, escrow and title issues. Evaluation includes quizzes, a midterm and final exam and class participation. The class meets on Wednesdays from 6:50-10pm and covers topics in 15 chapters through lectures, discussion and guest speakers.
The document appears to be a resume for an individual named YOUR NAME. It includes contact information, a profile, education history attending School1 and School2, work experience at Company1 and Company2, and appears to promote Project Management certification courses through C.M.M.A.A.O.Pvt.Ltd.Project Management Institute. It also includes repeated text about fundraising campaigns.
The document discusses what was learned from the preliminary magazine task to the full music magazine product. It covers four areas:
1) Conventions - The author learned to follow genre conventions but also take risks to make the magazine unique. The preliminary task only followed conventions while the music magazine took creative risks.
2) Technique - Technique improved from basic skills to more advanced cropping, blending. The approach changed from sticking to lessons for the preliminary task to experimenting for the music magazine.
3) Effects - Effects were not used in the preliminary task but added visual appeal and symbolism to the music magazine, such as the grayscale effect tying to the headline on the double page spread.
4)
This document appears to be a resume or CV for an individual named [NAME]. It includes sections on profile, education, experience, skills, and contact information. It also includes advertisements for project management certification and fundraising campaigns for charities. The document contains repetitive blocks of text advertising the certifications and campaigns.
This document provides an overview of absorption costing and marginal costing. Absorption costing treats all manufacturing costs, including fixed costs, as product costs. Marginal costing treats only variable manufacturing costs as product costs, regarding fixed costs as period costs. Absorption costing results in higher inventory valuations and can result in different profit amounts than marginal costing depending on production and sales levels. The document also discusses breakeven analysis and how it can be used to determine sales volumes needed to reach the breakeven point or a target profit level.
More than a minimum: The review of the minimum wage - Final reportResolutionFoundation
The report recommends reforms to strengthen the UK's minimum wage system while retaining its core elements. It suggests taking a broader approach by making reducing low pay an explicit economic policy goal and empowering the Low Pay Commission as an independent low pay watchdog. It also recommends a more far-sighted approach that balances short-term flexibility with medium-term ambition, and a more assertive approach where the Commission identifies sectors that could afford to pay more and references a higher London rate.
1) The document discusses multiplying rational numbers. It provides two rules for determining the sign of the product: if the numbers have the same sign, the product is positive, and if they have different signs, the product is negative.
2) Examples are provided of multiplying rational expressions by writing them as fractions and cancelling terms if possible.
3) The document emphasizes that when there is an odd number of negative signs in the factors being multiplied, the product will be negative, and if there is an even number of negative signs, the product will be positive.
1. The 2-10 Home Buyers Warranty provides structural warranty coverage and acts as an administrator in the complaint process, but does not advocate for either party. The warranty insurer is responsible for paying claims if the builder defaults.
2. Many common beliefs about structural warranty programs are misconceptions. In reality, the warranty covers limited obligations, does not provide legal counsel for builders, and allows homeowners to file suits. The warranty insurer does pay qualified claims amounting to over $250 million.
3. Structural defects from soil movement are more common than assumed, and are the leading cause of property damage in the US. The Construction Performance Guidelines used in the warranty program are adopted from the National Association of Home
The document discusses normalization and database design. It describes normalization as eliminating repeating data by spreading a database design across multiple tables linked with keys. It also outlines tasks for a project that include identifying entities, creating an initial entity relationship diagram, explaining data concepts and structures, describing file processing and database management systems, and data relationships.
What Fiber to the Home Can Do For Your CommunityMia Nickels
This document discusses the benefits of fiber to the home (FTTH) broadband networks. It argues that FTTH networks provide more reliable and higher bandwidth internet access that can boost economic growth and productivity. FTTH enables new applications and services in healthcare, education, entertainment and more. While FTTH has higher initial installation costs than existing copper networks, it has lower long-term operating costs and enables higher revenue opportunities. The document advocates that governments and communities consider FTTH networks as a key infrastructure investment for future economic and social development.
This document shares a passage that is presented as a Chinese proverb about money not being able to buy important things like love, time, and health. It then claims that forwarding the proverb will bring the sender good luck, including stories of people who forwarded it winning the lottery or their sick child recovering. It encourages forwarding the proverb within 4 days to 20 people in order to receive one's own luck.
Дело имеет все признаки заказного и пилотного, поскольку, фактически, за независимую гражданскую позицию, научную деятельность и контакты с легальными международными институтами, профессора Савву могут привлечь за госизмену. Буду очень-очень рад ошибиться и признать, что ФСБ просто помогает МВД и следственному комитету бороться с экономическими преступлениями. Но, вот у меня большие сомнения по поводу этой «бескорыстной» помощи.
Public Sector Enterprises (PSEs) are emerging as lead players in the ‘Make in India’ initiative that is targeted at transforming the manufacturing sector of the country.
This edition of PSE Insights elaborates on the role of PSEs in manufacturing, their potential and the opportunities for partnerships arising under Make in India.
The document discusses India's smart cities initiative which aims to develop 100 smart cities through public-private partnerships. A sum of Rs. 7060 crore has been allocated for this project in the 2014-15 budget. Smart cities are defined as ecologically friendly and technologically integrated urban spaces that use information technology to improve efficiency. They aim to create livable, workable and sustainable cities. However, challenges include ensuring projects are self-sustaining without controversial land acquisition and that resources also go towards improving existing cities' basic infrastructure through urban renewal.
The document provides highlights from the Indian budget for 2013-2014. It discusses challenges facing the Indian economy including slowing growth and inflation. It outlines the government's goals of inclusive development and priorities like education, health, and job creation. It also summarizes various funding allocations and new policies/initiatives across sectors like agriculture, infrastructure, renewable energy, banking, and skills development.
The document provides highlights from the 2013-2014 Indian budget. It discusses challenges facing the Indian economy including slowing growth and inflation. Key areas of focus for the budget include job creation for youth, education, healthcare, agriculture and food security. Infrastructure projects in areas like roads, ports, industrial corridors and power transmission are to receive additional funds. Financial reforms and support for small businesses, exports and insurance are also outlined.
The Infrastructure sector has been the key driver for the Indian economy. The sector is critically important for sustaining the momentum of the economic growth, and the Government has undertaken policy interventions and initiatives to boost the sector.
Foreign Direct Investment (FDI) received in the construction sector (including townships, housing and built-up infrastructure) from April 2000 to March 2017 is estimated at USD 24.3 billion.
CII, over the years, has been working very closely with stakeholders across the infrastructure verticals to stimulate greater private sector investment. This edition of the Policy Watch focuses on the infrastructure sector.
Micro, Small and Medium Enterprises, Key Government Schemes and Initiatives to support MSMEs, Current Financing Landscape for MSMEs, Issues and Challenges for MSMEs
CII has identified accelerating growth and creating employment as the foremost priorities for the nation as we recover from two years of slow growth and falling investments. We believe that a proactive reform agenda could lift GDP growth to 6.5 per cent this year and to above 8 per cent by 2016-17. The objective should be to create 150 million jobs over the next decade. The CII Theme for the year therefore is ‘Accelerating Growth, Creating Employment’.
In this issue of Policy Watch, we examine the critically important enablers that have the potential to boost economic growth, and help India return to a high-growth trajectory. These enablers include:
• Education System
• Skill Development
• Economic Growth
• Manufacturing Sector Growth
• Investments
• Ease of Doing Business
• Export Competitiveness
• Legal and Regulatory Architecture
• Labour Law Reforms
• Entrepreneurship
BRICS (Brazil, Russia, India, China, & South Africa) - today, signifies the collective economic power of the world’s leading emerging market economies and is charting a new global landscape. BRICS accounts for more than a quarter of the world’s land mass, 41% of the world’s population, and a combined GDP of nearly US$16.2 trillion (in nominal terms) and just over US$ 37.4 trillion (in PPP terms). The common feature that binds these countries is their large fast growing economies.
The need for infrastructure development for integration and economic prosperity of the world cannot be overemphasized as it is seen as a key aspect in encouraging foreign and domestic investment. BRICS economies realizing the importance, are already in the process to evolve an effective regulatory framework for Infrastructure sectors and long term financing of Infra projects. We need to be cognizant that there is a need to better manage the PPP projects with a special focus on disputes, innate uncertainties of finances and regulatory structure.
This edition of multilateral newsletter summarizes the best practices adopted by BRICS countries on PPPs and Infrastructure Financing. In addition, it also provides insights to actions at various multilateral grouping and institutions such as ASEAN, ADB.
With the General Elections coming up in April-May, political parties are drafting their manifestos taking into account the perspectives of all stakeholders, including industry. As Indian industry plays a vital role in nation-building, CII undertook a wide-ranging consultative process to prepare a suggested Election Manifesto for consideration of political parties, in the context of subdued GDP growth outlook.
The mission statement of CII’s Suggested Election Manifesto is to ‘Empower All Indians to Build an Inclusive, Developed and Secure Nation’.
We have subsequently had detailed interactions with several Political parties with our suggestions, for their consideration.
This issue of Policy Watch focuses on the suggested Election Manifesto for Political Parties.
Manufacturing sector, the key driver of the Indian economy, after a prolonged period of declining growth and slowdown in industrial output has seen signs of revival. Manufacturing for the month of May grew at 4.8% after two years of near stagnation providing a boost to the overall economic growth, which, for the first quarter of this financial year (April-June 2014) has witnessed a GDP growth of 5.7%.
However challenges pertaining to structural issues such as poor infrastructure and lack of labour reforms, skills deficit, along with demand volatility, low investments, high interest rates, etc. still persist in the industry and CII therefore continues to advocate with government at highest levels to take steps for overcoming these challenges and creating an enabling environment for reviving and re-igniting manufacturing growth.
The August issue of Policy Watch takes an in-depth look at the agenda for reviving Manufacturing Sector and has outlined some specific recommendations, which would help the sector to reclaim its rightful place in India’s growth story.
Promoting Sustainable Development of MSMEs - FMCTheBambooLink
Sustainability has already taken centre stage of development globally and Govt. of India has made several commitments at national and international platforms. Make in India with Zero Defect & Zero Effect initiatives of the Government express the zeal to balance economic growth with sustainability and social inclusion. All the sectors of economy viz. agriculture, manufacturing and services will need to contribute in this collective endeavour of nation building.
The essence of the CII Sessions on Africa India Cooperation organized during the 52nd Annual Meetings of the African Development Bank Group 2017 at Gandhinagar, Gujarat has been to encourage Indian exporters to access the African countries and increase their presence in the region. This multi-pronged target of increasing trade, investment and developmental activities requires sustained efforts. CII has been taking initiatives towards keeping up the momentum on the Africa agenda with the Indian investors and exporters. The growing India-Africa economic exchanges bear testimony to the tangible benefits that has accrued from the high profile engagements at the Sessions.
The April-May edition of the newsletter outlines the highlights of the Sessions on Africa India Cooperation organized as the part of the 52nd Annual Meetings of the African Development Bank Group as well as provides brief information on happenings at Multilateral regions and institutions.
This document provides a summary of a capstone project report submitted by 9 students on the status of small scale industries (SSIs) in the state of Gujarat, India. The report includes an executive summary, acknowledgements, table of contents, and 7 chapters analyzing various aspects of SSIs in Gujarat such as difficulties faced, use of information technology, financial structure, accountability, and conclusions. Site visits were conducted to 200 small enterprises across Gujarat to gather data for the study.
With a headcount of around 1.4 billion in 2015, India is expected to become one of the most populous nations by 2025. The country’s population pyramid is expected to “bulge” across the 15–64 age bracket over the next decade, increasing the working age population from approximately 761 million to 869 million during 2011–2023. Consequently, until 2020, India will experience a period of “demographic bonus”.
India needs to poise itself to take advantage of this “demographic bonus”. Today, India has to focus on increasing the skilled workforce in the country, which is a dismal 2 per cent compared to 96 per cent in South Korea, 80 per cent in Japan and 75 per cent in Germany.
Given the thrust on landmark reforms like “Make in India”, both Government and industry have endorsed that the focus on Skill Development has to take priority.
Given the structural changes and the industry friendly policy changes, the January issue of the Policy Watch is a sincere endeavor to get sectoral industry views on skill development through the voices of the Chairmen of National Committees and Regional Chairmen of the various skill Sub-Committees.
CEOs are adjusting their business strategies to focus on domestic growth opportunities from rising middle-income consumers in Asia Pacific. They are increasing investments in innovation, services, and distribution capabilities while also expanding through new partnerships with local companies. However, CEOs see human resources and research & development operations as less prepared for these strategic changes compared to other areas like marketing and customer service. The shift toward domestic-led growth is leading businesses to transform their operating models and partnerships to adapt to changing consumer preferences in Asia Pacific.
Sourajit Aiyer - Business & Money UK - Will the Indian Elephant dance again, ...South Asia Fast Track
The document discusses the economic challenges facing India's new Prime Minister, including slowing GDP growth, high inflation, and pressure on public finances. It outlines several areas that need to be addressed such as reviving economic growth through reforms and investments, reining in public spending, reducing inflation, supporting agriculture, boosting jobs, and making industrial and export growth a priority. Addressing these challenges will be difficult but necessary for India's economy to improve.
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With the Government’s reforms drive and resolve, scalable improvement in ease of doing business holds the key to enhance investment attractiveness of the Indian economy and help attain higher GDP growth as also spur job creation in a sustainable manner.
To realise the Prime Minister’s vision of positioning India among the top 50 countries globally for ease of doing business in next two years, the Government has recently undertaken a number of measures including the launch of e-biz portal to integrate 14 regulatory permissions at one source, rationalization of tax procedures, simplification of labour regulations and creation of appropriate skill development ecosystem.
Given the thrust on landmark reforms like “Make in India”, both Government and industry have endorsed that the focus on improving the Ease of Doing Business in India has to take priority.
In light of the recent industry friendly policy changes, this issue of the Policy Watch is an endeavor to get industry views on the current scenario and outlook on the overall Ease of Doing Business in India.
Ministry of Heavy Industries & Public Enterprises, Government of India - Year...D Murali ☆
The Ministry of Heavy Industries & Public Enterprises had a productive year in 2014, highlighted by several key events:
1) A Memorandum of Understanding was signed in January 2014 to establish a 4,000 MW Ultra Mega Solar Power Project in Rajasthan, which will be the largest single location solar power project in the world.
2) Several initiatives were approved to provide financial support to struggling public sector enterprises, including grants to Hindustan Paper Corporation and HMT Machine Tools Ltd, and a voluntary retirement package for Hindustan Photo Films employees.
3) In September, a new Scheme for Enhancement of Competitiveness in the Indian Capital Goods Sector was approved, aiming to boost
Similar to Public Sector Enterprises Newsletter, January 2014 (20)
The May edition of the Multilateral Newsletter highlights the key deliberations from the Forum and provides the key recommendations made by the OECD stakeholders. In addition, the edition covers major happenings at the World Bank, Asian Development Bank (ADB), B20 and International Labour Organisation (ILO).
The document discusses empowering micro, small and medium enterprises (MSMEs) in India. It outlines some key policies and initiatives that have impacted MSMEs recently, both positively and negatively. These include banning letter of undertakings to check banking irregularities, addressing issues from demonetization, and the impacts of implementing the Goods and Services Tax (GST). Overall, the MSME sector contributes significantly to the Indian economy but still faces challenges around access to finance, regulations and compliance that need to be addressed for it to reach its full potential.
It’s a matter of concern that 600 million people in India face high to extreme water stress in the country. About three-fourths of the households in the country do not have drinking water at their premise. With nearly 70% of water being contaminated, India is placed at 120th amongst 122 countries in the water quality index. It’s a fact that water is a State subject and its optimal utilization and management lies predominantly within the domain of the States. This index is an attempt to budge States and UTs towards
efficient and optimal utilization of water and recycling thereof with a sense of urgency.
GST has been implemented in India for one year. A survey found that most respondents believe GST was the right decision and are satisfied with its overall implementation. Specifically:
- 83% believe GST was the right step. Nearly two-thirds are satisfied with the overall implementation.
- GST has had a positive impact on employment and demand for goods and services.
- Respondents were satisfied with many aspects of GST like registration, invoices, record keeping. However, some were less satisfied with penalties, interest rates and certain refund processes.
Cyberspace is rapidly transforming our lives – how we live, interact, govern and create value. With the JAM (Jan Dhan, Aadhaar and Mobile) trinity, India is at the forefront of global digital transformation. “Digital India” is being hailed as the world's largest technology led programme of its kind.
While internet, smartphones and modern information and
communication devices have been great force multipliers, endless connectivity and proliferation of IoT devices is giving rise to vulnerabilities, risks and concerns. Cyber security is today ranked among top threats by governments and corporates. Heightened concerns about data security and privacy have resulted in a spate of regulations in India and across the world. India is in the process of discussing and enacting its own comprehensive data security and privacy regulation, as well as vertical specific ones. Cyber security is an ecosystem where laws, organisations, skills, cooperation and
technical implementation would need to be in harmony to be
effective.
Overall, a robust regulatory framework based on global and
country-specific regulations, development of a holistic cyber
security eco-system (academia and industry as well as
entrepreneurial) and a coordinated global approach through
proactive cyber diplomacy would help to secure cyber space and promote confidence and trust of key stakeholders including
citizens, businesses, political and security leaders.
CII has been actively working in the cyber security space. The CII Task Force on Public Private Partnership for Security of the Cyber Space has been set up to bring about improvements in the legal framework to strengthen and maintain a safe cyberspace ecosystem by capacity building through education and training programmes. We would facilitate collaboration and cooperation between Government and Industry in the area of cyber security in general and protection of critical information infrastructure in particular, covering cyber threats, vulnerabilities, breaches, potential protective measures, and adoption of best practices.
Delhi, the capital of India, has emerged as a major commercial capital and industrial hub of India. It is home to a wide range of industries including textiles, electrical and electronics, IT &ITeS services, hotel and tourism, which have contributed immensely to the economic and industrial growth of the country. Nearly 88% of the SMEs in Delhi revealed that this cluster is as an attractive destination for conducting business. Delhi has become an attractive business and tourist destination. This is driven by its improved infrastructure, good connectivity with other Asian and western regions, ease of access to market and availability of skilled labor among others. Consequently, it has emerged as
one of the most preferred investment and business destinations.
The state government of Maharashtra has been at the forefront in creating a conducive business environment that fosters globally competitive firms. Business reforms introduced both by the Central as well as the state government have played a critical role in India’s 30 spots improvement in the Doing Business ranking for 2018.
The State, under the Business Reforms Action Plan (BRAP) 2016, has implemented over 90 per cent reforms in 7 out of 10 parameters, including labour registration, utility connections, single window system, environment registration, among others. These policy reforms have significantly helped in the reduction in time and cost of doing business for the industry, thereby
establishing Maharashtra as one of the top investment destinations in the country.
This report provides the key highlights of the select initiatives on ease of doing reforms in Maharashtra. With a view to provide on-ground impact of these initiatives, the Report also captures industry views on various aspects of business reforms.
The March-April edition of the Multilateral Newsletter gives insights on the key happenings at the various multilateral institutions and highlights the key discussions and deliberations at the informal WTO Ministerial Meeting held in New Delhi.
WTO plays a vital role by bringing stability and predictability to the multilateral trading system. It is a collective responsibility of WTO members to address the challenges faced by the system and putting the economies back on steady and meaningful way forward.
Several proposals and initiatives on investment facilitation were tabled at the WTO in the run-up to the 11th Ministerial Conference. The proponents advocated discussions on Investment Facilitation within the WTO framework. However, there was no consensus on initiating negotiations, or even establishing a Work Programme, on Investment Facilitation. A clear need of more work to look at all aspects of a potential multilateral rules on Investment, particularly on its impact on domestic policy space was stated.
In order to deepen the understanding between the member it is important that an open, transparent and inclusive approach of decision making for the various interventions. The informal WTO Ministerial gathering in New Delhi saw convergence of around 53 members representing a broad spectrum of the WTO membership.
CII, as an Industry Institution is cognizant of the need for India to engage constructively in some of the new issues being discussed under the WTO framework.
Businesses are gradually recognizing that ethics means good business. It is believed that well-run and trustworthy
companies are more likely to attract greater investment opportunities, which enables them to innovate and expand, and
generate wealth and jobs. Good corporate governance practices are regarded as providing an 'extra' edge to companies
to enhance their image and stay ahead in an intensely competitive business environment. This would help them imbibe
universally accepted values of ethics and good governance—accountability, transparency, responsibility and
responsiveness to stake holders. Besides, it would also mean looking beyond achieving mere economic sustainability to
include social and environmental sustainability as well. Many corporates are adhering to sustainable business practices
and many more are likely to follow suit in the time to come.
On the domestic front, CII expects economic growth to bounce back to 7.3-7.7 per cent in FY19 from the estimated 6.6
per cent in FY18. The prognosis of improved rural consumption and a recovery in private investment will support
growth, even as the debilitating effects of demonetisation and GSTimplementation will fade away
The Commuique May 2018 edition discusses the cover story
on 'Resolving Insolvency in India'
The Insolvency and Bankruptcy Code (IBC) 2016, is one of
the biggest regulatory reforms corporate India has witnessed
in recent times.
It also features 'UK-India CEO Forum Meeting ', 'CII CEOs Delegation to 11th Commonwealth Business Forum 2018', 'Four Transformations of the Global Energy Market', Economy pieces on 'The Innovation Paradox' & 'Can the Lion Conquer the Forest?' along with a piece on 'India-Africa Economic Partnership'.
The government of India has, in the past few years, accorded an utmost priority to the Ease of Doing Business (EoDB). The accent is on simplification of regulations and use of technology to make the compliance more efficient for businesses. Apart from the Centre, the States are also being encouraged to implement business reforms in the spirit of competitive federalism, to foster reforms at the sub-national level. The measures are aimed at creating a conducive business environment, which is a key to facilitating growth and creating jobs. Thanks to these measures, India’s EoDB ranking, captured by the World Bank, has improved by 42 spots since 2014 to touch the 100th position now. The Prime Minister envisions India among the top 50 nations in the next couple of years.
While business reforms are being undertaken at a rapid pace and large scale, cutting across Central as well as state levels, it is imperative that awareness about these developments is created among stakeholders and regular feedback is generated to address the gaps in the implementation of reforms. Identification of pending issues and suggesting possible solutions are equally vital. It is also important to identify the best practices within and outside the country, which are considered for implementation by the needy states.
The report reflects on the role of broadband connectivity and the multiplier effect it has on the larger ecosystem. India is ripe for a Digital rethink, with both government and industry aligning their efforts toward a broadband powered Digital India. Broadband has the power to enable the gigabit society that is always connected. Broadband connectivity has changed the way people
communicate, socialise, create, sell, shop and work. India’s digital consumption patterns highlights the evolution. On an average Indians spend 200 minutes on mobile every day, with the second highest app downloads globally. Almost 79% of the web traffic in India is on mobile.
To realise the Digital India dream, there is a need to strengthen the broadband backbone, which forms a key pillar of this transformation. This report highlights the need for future ready and robust broadband infrastructure and the requisite efforts for expediting its reach.
South Africa and India share a rich past and bright future. India has transitioned from being South Africa’s political ally to being a vibrant economic partner. Despite challenges, the opportunity for increasing the value of bilateral trade between the two countries is growing exponentially each year.
South Africa and India have nurtured a bilateral relationship since the 1860s, when the first Indians arrived in South Africa. India was one of the first countries that rallied at the United Nations in support of the anti apartheid movement in South Africa. The strong bond established between the two countries during the struggle for democracy in South Africa became further entrenched in post-apartheid South Africa.
Most global businesses recognise South Africa as the most favourable destination in Africa for making long-term investments. The country offers a stable political and economic environment with established institutions. Policies and procedures are well articulated and consistent, and it offers a free and competitive environment with open-minded consumers. South Africa provides the most stable and technologically viable environment for Indian companies wishing to establish a base from which to expand across the continent. As a gateway to Africa, it is renowned for its infrastructure, skills pool and expertise.
The document discusses India's progress and potential in innovation and adoption of new technologies. It makes the following key points:
1) While India has the human capital and resources to leverage new technologies like AI, machine learning, and IoT, its spending on R&D as a percentage of GDP is still low compared to other countries. The industry sector in particular needs to increase its investment in technology and innovation.
2) CII has been promoting technology adoption in Indian industry through various programs and platforms. It is also partnering with the government on initiatives to facilitate industry-academia collaboration and international joint R&D projects.
3) For India to fully capitalize on new technologies, both industry and start
This is the fifth edition of the Grant Thornton India meets Britain Tracker, developed in collaboration with the Confederation of Indian Industry. The India Tracker identifies the fastest-growing Indian companies in the UK, as well as the top Indian employers. It provides insight into the evolving scale, business activities, locations and performance of the Indian-owned companies who are making the biggest impact in the UK.
This year, our research identified approximately 800 Indian companies operating in the UK, with combined revenues of £46.4 billion (£47.5 billion in 2017). Together, they paid £360 million in corporation tax (£275.7 million in 2017) and employed 104,932 people (105,268 in 2017). This shows the continued importance of the contribution that Indian companies make to the UK economy.
The Make in India initiative of the government which lays emphasis on domestic manufacturing, indigenization and import substitution, is expected to pave the way for making the Indian defence sector self-sufficient.Encouragingly, the Indian industry is now actively engagedand is partnering with the government in building a modern and best-in-class defence systems, equipment and components which should strengthen our forces and make the country more self-reliant. The formation of the Society of Indian Defence Manufacturers (SIDM) as an apex body of the Indian defence industry is critical in this regard. SIDM is expected to play a proactive role as an advocate, catalyst and facilitator for building the growth and capability of the defence industry in India. Given the rising importance of buttressing the Make in India programme for expanding the capacity of the Indian defence sector, in this issue of Economy Matters, a few SIDM office bearers and defence experts present their insights into this crucial topic.
As India integrates deeper into the global economy, it is becoming increasingly clear that the country needs to focus both on meeting international competition and its own developmental challenges.
The Government launched several initiatives last year, such as Make in India, Skill India, and Digital India, among others, towards make the vision of integrated inclusive development a reality.
For industry, grappling with the challenges of disruptive technologies, restrictive trade laws, environmental responsibilities and more demanding and discerning customers, the imperative is for sharper focus on producing excellent goods and services, along with building skills, generating jobs, and mainstreaming the marginalized.
The document recommends actions to reform public transport and shared mobility in Delhi to reduce air pollution. It finds that private vehicles have significantly increased while public transport options like buses have declined. It recommends identifying gaps in public transport accessibility, increasing bus fleets by involving private players through liberalized permit systems, leveraging existing cluster bus models, and liberalizing taxi permits for aggregators. Coordinated action is needed between central and state governments to ensure bus aggregators and state transport undertakings coexist synergistically. Expanding public transport options can help shift travelers from private vehicles to more sustainable modes.
Confederation of Indian Industry (CII) takes immense pleasure in presenting the third edition of Annual CSR Tracker 2017. Similar to the last two editions, this is the most comprehensive analysis of CSR disclosures of Bombay Stock Exchange (BSE-listed) companies obligated to practice CSR as per the Companies Act, 2013.
The Annual CSR Tracker 2017 is based on disclosures of 1,522 companies as compared to 1,270 companies in 2016 and 1,181 in 2015. Disclosures are broken into approximately, 41 indicators spread across six aspects of CSR legislation: governance, policy, financials, spends as per Schedule VII, spend channels, and spend locations. Also included is beneficiary data that companies voluntarily disclose in their annual reports.
At CII Indian Women Network, we are driven by the imperative that Indian women become a core critical mass of the workforce to bring about the transformational change in attitude and behavior. We have also recognized the importance of some amazing women role models who can inspire the future generation into believing that there are no limits to what a woman can achieve. One critical aspect is our own self-belief and innermost conviction that will ultimately help us triumph in our relentless struggle for gender equality. It is a pleasure to share this comprehensive report with you that captures the universe of several variables that will impact our future progress.
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Public Sector Enterprises Newsletter, January 2014
1. PSE
Newsletter
The Bi-Monthly Newsletter
January 2014 • Vol 5 No. 1
From the Chairman’s Desk . . .
Dear Colleagues,
W
elcome
to the January
2014 edition of
the newsletter of
the CII Council
on Public Sector
Enterprises.
This
year
promises to be
eventful for the PSEs in more than
one way. We are seeing initial signs
of rebuilding of confidence among
businesses and industry. RBI also in
its latest assessment has indicated a
gradual recovery. There are some green
shoots that are emerging in terms of
macro environment also.
With GDP growth hovering around
5%, the year 2014 comes with a host
of challenges for not only the public
sector but the industry as a whole.
PSEs have been a source of financial
support to the government throughout
the bygone year in an environment full
of uncertainty and subdued sentiment.
The overall capital investment during
April-June period of the year 2013-14
was actualised to the extent of 94% of
the annual target.
Going forward, the economy over
medium to long term is likely to benefit
from the expeditious implementation
of the approvals accorded by CCI
to fast track the held up projects,
domestic structural reforms in the
direction of easing some supply-side
constraints, export growth due to
positive trends seen in global economy
and an expected re-look by RBI into
its monitory policy.
CII PSE Council co-organized CII
Global PSE Summit along with the
Department of Public Enterprises,
Ministry of Heavy Industries and
Public Enterprises to initiate the
next phase of PSE reforms in the
country to enable them to become
multinationals, meeting the associated
challenges successfully for their
own growth as well as the country’s
development in the emerging global
scenario. Hon’ble President of India,
while inaugurating the Summit on
13th December 2013 in Vigyan
Bhawan New Delhi, observed “As vital
members of a thriving industry sector,
PSEs must drive overall industrial and
economic growth and to meet the
demands of the market in a responsive
manner”. It is therefore a compelling
requirement for the PSEs to focus on
technology development, innovation
and development of new products to
enhance their competitiveness to enter
new markets and to promote growth.
Hon’ble Union Minister for Heavy
Industries and Public Enterprises, Shri
Praful Patel, addressing the inaugural
session appreciated the commendable
role played by the PSEs in nation
building and upheld that that both
the public and private sectors are now
contributing together in economic
development of the country. It was
felt across the board that reworking
of the HR strategies & compensation
structures at par with the private sector
along with quicker decision making
are the imperatives for sustained long
term success for the CPSEs.
Notwithstanding
the
multiple
constraints, the public sector in India,
has often been the innovation leader
in building the country’s image as an
emerging global power. For instance,
ISRO pioneered the launch of an
indigenous Polar Satellite Launch
Vehicle-C25 (PSLV-C25) to Mars
in November last year and the
Geosynchronous Satellite Launch
Vehicle D5 (GSLV) in January 2014
where, many of our CPSEs played a
role in supplying critical components.
PSEs have also been a source of
employment to thousands of aspiring
job seekers despite subdued economic
environment when private sectors
have taken recourse to downsizing
their manpower strength and fresh
recruitments are almost stalled. PSEs
have shown an increasing trend in the
generation of internal resources where
50% of the total capital formation of
the country was contributed by the
public sector alone.
At this juncture Government needs
to take a fresh look on the ownership
of CPSEs in the line of ‘Roongta
Committee’ recommendations to
enable these veritable growth engines
of economy focus on global scale in
strategic sectors and play a leadership
role in the international level.
Sincerely,
B Prasada Rao
Chairman, CII Council on PSEs
& CMD, Bharat Heavy Electricals Ltd
Inside this Issue
From the Chairman’s Desk…................1
CII Global PSE Summit........................2
PSE News Update...................................7
CSR Initiatives......................................11
Appointments........................................13
2. GLOBAL PSE SUMMIT
Giving a power punch to PSEs
{L to R , Mr M Narayana Rao, CMD, MIdhani & Chairman of steering Committee on PSE Global summit, Mr O P Rawat,
Secretary, DPE, Mr Praful Patel, Minister, HI & PE, Hon’ble President of India, Mr S Gopalakrishnan, President , CII, Mr B P
Rao, CMD, BHEL & Chairman , CII PSE Council, Mr Chandrajit Banerjee, DG, CII}.
T
he key challenge for Indian
Public Sector Enterprises
(PSEs) is to increase
competitiveness, said Mr Pranab
Mukherjee. More reforms needed to
be undertaken, observed the Hon’ble
President of India while inaugurating
the Global PSE Summit organised
by CII in association with the
Department of Public Enterprises,
Union Ministry of Heavy Industries
and Public Enterprises, in New
Delhi on 13 December.
Union Ministry of Heavy Industries
and Public Enterprises, said his
Department will soon set guidelines
to improve governance in PSEs in
line with global best practices. There
is a need to review the performance
of PSEs and allow them to withdraw
from areas that are better served by the
private sector, he said.
Mr S Gopalakrishnan, President,
CII, and Executive Vice Chairman,
Infosys Ltd, mentioned that proactive
reform measures are being adopted
by CPSEs on the lines the Roongta
and Arjun Sengupta Committee
reports. The Cabinet processing of
recommendations, through steps
such as fixing the tenure of three
years for chief executives of PSEs to
improve accountability, transparency
and efficiency, were welcome steps,
he said. The unlocking of PSE assets,
both physical and human, will bring
huge resources into the ambit of the
national exchequer and raise the
productivity of units that are currently
stagnant due to various circumstances,
he felt. Mr Gopalakrishnan also urged
the Government to take a hard look
at Article 12 which was restrictive of
competitiveness for PSEs.
Mr B P Rao, Chairman, CII Council
on PSEs, and CMD, BHEL, said PSEs
continue to operate under constraints.
While the Government has taken
According to Mr Praful Patel, Union several policy initiatives to strengthen
Minister of Heavy Industries and the Public Sector, areas such as
Public Enterprises, PSEs have Corporate Governance, Vigilance
laid a strong foundation for India’s Mechanism,
Human
Resource
industrial development. According Strategy, Joint Ventures, Partnerships,
to him, both the public and private Procurement Policy, etc. merit urgent
sectors are contributing equally to attention, he said. Urgent steps are
India’s economic development.
needed to create a level-playing field
with their counterparts in the private
Mr O P Rawat, then Secretary, sector, Mr Rao added.
Earlier, in his welcome remarks,
Department of Public Enterprises,
Mr Chandrajit Banerjee, Director
2 PSE Newsletter
3. GLOBAL PSE SUMMIT
General, CII, described PSEs as a
formidable and integral force of the
economy. Mr M Narayana Rao,
Chairman, Steering Committee, CII
Global PSE Summit, and CMD,
Mishra Dhatu Nigam Ltd. delivered
the vote of thanks, at the inaugural
session.
PLENARY SESSIONS
{L to R – Mr Sutanu Behuria, Secretary,
Department of Heavy Industry, & Mr
Zheng Changhong, Chairman, CSR Corporation , China}
The session on Strategic Role of
State-Owned Enterprises (SOEs) in
the Economy focused on the role of
PSE and SOEs in achieving flexibility
and sustainability of the economy.
Dr Sutanu Behuria, Secretary,
Department of Heavy Industries,
Union Ministry of Heavy Industries
and Public Enterprises, said SoEs have
been established for strengthening and
supporting the industrialization process
especially in areas and sectors which
require high investments, such the
North Eastern region, and the Defence
industry, where the private sector had
its inhibitions, as maximizing profit
was not the PSE objective.
A background paper prepared
by KPMG titled ‘Public Sector
Enterprises in India: Transformation,
Empowerment and Sustainability’
notes that China established a Stateowned Assets Supervision and
Administration Commission (SASAC)
which launched a process of redefining
the relationship between the central
government and the so-called ’central
enterprises.’ Similarly, the report points
out, in Singapore, Temasek Holdings
was set up as the Government’s private
investment arm and the holding
company of Singapore’s PSEs.
Mr Zheng Changhong, CEO, China
CSR Corporation Ltd, explained
China’s model to catalyze both the
public and the private sector. Over
the years, the Chinese Government
has made significant policy changes,
which have encouraged the public
and private sector to work together.
The private sector in China is a major
supplier to PSE, and hence the goods
manufactured are an amalgamation of
public and private sector.
The session on ‘Relationship of
State-owned Enterprise with its
Stakeholders,’ was chaired by Mr
G C Pati, Secretary, Department
of Defence Production, Union
Ministry of Defence. Highlighting the
expectations and relationship of PSEs
with their various stakeholders, Mr A
K Garg, CMD, MTNL, categorised
the stakeholders as owner, customer,
vendor and employee, and elaborated
on their roles and expectations with
PSEs.
Plenary Session III, on Governance
of SOEs, saw an informative debate on
{L to R – Mr M Narayana Rao, CMD, Midhani, RAdm A K verma, CMD, GRSE,
Mr Passang Dorji, Director, Druk holding & Investment, Bhutan, Mr R Srikumar,
Vigilance Commissioner, Mr S K Roongta, Former Chairman SAIL & Head Al. &
Power business, Sesa Sterlite Ltd. Mr Shardul Shroff, Managing Partner, Amarchand
& Magaldas & Suresh a Shroff & Co, Mr B Prasada Rao, CMD, BHEL}
PSE Newsletter
3
5. GLOBAL PSE SUMMIT
the need for greater autonomy, and the
impact on their performance due to
greater accountability to Government
agencies such as CVC, among others.
has serious ramifications for companies
and directors, he said.
2) Become leaders in technology and
innovation
R Adm (Retd) A K Verma, CMD,
Garden Reach Shipbuilders &
Mr
R
Srikumar,
Vigilance Engineers Ltd, reiterated the need for
Commissioner, Central Vigilance more autonomy and a level-playing
Commission, (CVC) who chaired field for SoEs. The inability to reward
the session, said there were a lot of good performers hampers the efficiency
expectations from SOEs. The Public of SOEs, he felt.
Sector by its very definition is a ‘state’
and therefore accountable to the public, Thought Leaders Panel:
he said. The strain on revenue due to Roadmap for Future
severe taxations and conflict of interest
between the owner (Government)
and management, peculiar to PSEs,
deprives them of a level-playing field.
3) Change HR policies to attract best
talents
Mr S K Roongta, former Chairman,
SAIL, pitched for reforms in
governance and functioning of Central
PSEs. He also called for more proactive
roles by boards, mergers and strategic
partnerships, and better performance
evaluation of employees.
Bhutan has initiated reforms and
brought some rethinking in the way
of managing and governing PSEs, said
Mr Passang Dorgi, Associate Director,
Druk Holding and Investment (DHI),
Bhutan. DHI, a single holding
company for PSEs was set up in 2007,
and all PSEs are consolidated into this
one company i.e. DHI, which manages
all the stakeholders, and is responsible
for delivering the performance targets.
Taking a fresh perspective on
governance, Mr Shardul S Shroff,
Managing Partner, Amarchand &
Mangaldas & Suresh A Shroff & Co,
discussed the new Companies Act,
2013, which makes comprehensive
provisions for all listed and unlisted
companies in the country. This new law
4) Aspire for the best pool of talent
and follow the latest HR systems and
recruitment practices
5) High-level of autonomy for PSEs
is required to facilitate the other four
reforms.
Mr R S Butola, Chairman, Indian
Oil Corporation Ltd, however, said
scaling up Indian PSEs face a range
of constraints including disparity
in compensation structures. Indian
PSEs, he said, often lose out on major
contracts because of strict guidelines
– something that delays renegotiation
of terms. He favoured the creation of
{L To R – Mr Adil Zainulbhai, Chair- an umbrella organisation or a trust to
man – India, Mckinsey & Company, Mr oversee the working of all PSEs and
Siddharth Zarabi, Editor- Economic state-owned wealth.
Policy,CNBC TV 18, Mr R S Butola
Chairman , Indian Oil Corporation Mr Nalin Shinghal, Chairman,
Limited & Mr Nalin Shinghal, CMD, Central Electronic Ltd, regretted that
procedural delays in appointments
Central Electronics Ltd}.
There was a lively discussion on
the reforms PSEs need for good
governance.
Mr Siddharth Zarabi, Editor –
Economic Policy, CNBC TV 18, the
moderator, said the present market
situation calls for dynamism by the
country’s political leadership to make
PSEs globally-competitive.
Mr Adil Zainulbhai, Chairman,
India, McKinsey & Company,
outlined a five-point vision for PSEs:
1) Achieve world-class scale
and promotions were affecting the
talent pool of Indian PSEs. He called
for a policy change in restrictive
oversight mechanisms that make
government employees, especially in
senior levels, averse to risk taking and
innovations.
Taking a different view, Mr D Raja,
MP Rajya Sabha, expressed his
,
reservation towards privatisation of
PSEs. “I strongly support and believe
in the Public Sector, which has played
a major role in achieving our national
and social goals,” he said, commenting
on Government plans to aggressively
PSE Newsletter
5
7. PSE News Update
Industries and Public Enterprises.
Ms. Sidhu has a rich and diversified
experience of working in senior
positions, both at Central and State
levels. During her career spanning over
30 years, she has served in responsible
positions in various Government
departments like Irrigation, Water
Resources, Power, Tourism, Higher
Education & Languages, Planning,
Personnel etc. She also held the charge
of Chief Electoral officer and Principal
Secretary of Elections Department,
Government of Punjab from October
2008 to April 2013.
Ms. Sidhu has served as a Part-time
{L To R – Mr Vimal Wakhlu, CMD, TCIL, Mr O P Rawat, Secretary, Departmnet official Director in HEC, HMT Ltd
of Public Enterprises, Mr Ajay Shankar, Member Secretary, National Manufacturing and BHEL.
Competitive Council Mr B Prasada Rao, CMD, BHEL, Mr R S Butola, Chairman,
IOCL}.
pursue privatization of PSEs. He,
however, backed the view that PSEs
need functional autonomy. “The Public
Sector needs functional autonomy, and
not political interference,” he said.
PSE News Update
CII welcomes Ms Kusumjit
Sidhu as Secretary,
Department of Public
Mr Ajay Shankar, Member Secretary, Enterprise
National Manufacturing Competitive
Council in his valedictory remarks, said
PSEs should take pride on what they
have achieved and build a brand for
themselves. PSEs should have a risktaking appetite, he said, adding they
should encourage their executives to
explore ‘disruptive innovation’ where
new ideas can evolve.
Mr Vimal Wakhlu, CMD,
Telecommunications
Consultants
of India Ltd. felt that Indian PSEs
could do better by drawing from the
Chinese experience. China, he said,
has a holding company for all PSUs
that takes all the critical decisions in
terms of investment and also provides
monetary resources. He also called for
technological upgradation in PSEs.
Ms. Kusumjit Sidhu, a 1979 batch
IAS officer of Punjab cadre has been
appointed as Secretary in Department
of Public Enterprises from 1st January
2014. Ms. Sidhu, was earlier holding
the charge as Additional Secretary
& Financial Adviser in Department
of Industrial Policy and Promotion,
Ministry of Commerce & Industry,
Ministry of Micro Small & Medium
Enterprises and Ministry of Heavy
NTPC set to realise its hydel
dream
The filling-up operation at the reservoir
in the Koldam project in Himachal
Pradesh by NTPC is being described as
a move that will enable the power major
to achieve long-cherished hydel dream.
Built in Bilaspur district and located six
km upstream of Dehar power house of
the Beas-Satluj Link Project (BSL), the
800-MW project will not only provide
the much-needed generation capacity
to help meet a sudden rise in demand
in the Northern Grid, but will also
enhance the life of the Bhakra reservoir
by trapping the sediments of Satlej in
Koldam. With an installed capacity of
800 MW (4x200 MW), the project
will annually generate 3054 GWh
electricity.
OVL signs MoU with Ecuador for
evaluating E&P opportunities
ONGC Videsh Limited (OVL) and
Ecuador have signed an MoU for
studying exploration and production
(E&P) opportunities in the oil-rich
South American country. As per the
PSE Newsletter
7
8. IICA Green Building, Manesar (Haryana)
NBCC
Building Landmarks.
Creating Milestones
E
stablished as a Government of India Enterprise in the year
1960, National Buildings Construction Corporation Ltd.
(NBCC), under the Ministry of Urban Development, Govt. of
India, has been executing many a landmark projects in diversified areas
both at home & overseas. Presently, its operations can be categorized
into three main segments i.e.(i) Project Management Consultancy
(PMC), (ii) Real Estate Development and (iii) EPC Contract. The
company intends to continue to focus on performance & quality
execution in order to gain maximum customers satisfaction in all the
segment of its operations.
NBCC is a certified ISO 9001:2008 company in respect of Project
Management & Consultancy Services. The Corporation has land
reserves of approximately 145.25 Acres. As on date, NBCC's Order
Book stands at `15000 Crore.
NBCC, a schedule 'A' CPSU, is presently operating in diversified areas
that include sectors such as Real Estate-both Residential &
Commercial, Power, Environment, Health Care, Institutions, Roads,
Border Fencing, Mass Housing, Office Complexes etc.
The Corporation has also earned a niche for itself recently, by
constructing a Green Building named Indian Institute of Corporate
Affairs (IICA), Manesar in the State of Haryana.
Company's financial performance in the year 2012-13 has
been impressive as compared to previous year, with
improvement in Profit Before Tax from `289.83 crore to
`301.64 crore and Profit After Tax from `190.17 crore to
`207.50 crore
NBCC Centre, Okhla (Delhi)- A Commercial
Real Estate Project
Cooling Tower & Chimney,
Simhadri STPP (AP)
TOWARDS GREEN
Contributing towards the environment is a matter of pride and NBCC is
pleased of being an eco-friendly organization. Company's all new projects
are conceived/ conceptualized in line with Bureau of Energy Efficiency (BEE)
and GRIHA norms.
NBCC has successfully executed LEED certified first Green Building project
called Indian Institute of Corporate Affairs (IICA), Manesar, with captive solar
power, solar heating and energy saving system. This iconic Green Building
for the Ministry of Corporate Affairs at Manesar, Haryana, was inaugurated
by the Hon'ble Prime Minister of India in April, 2012. Indian Green Building
Council of the Confederation of Indian Industry has awarded the prestigious
LEED India Gold Rating to this building.
Along with that, NBCC has also completed :
• Central Services Officers Institute (CSOI) in New Delhi,
a GRIHA 3-Star Building
• National Institute of Food Technology Entrepreneurship and
Management (NIFTEM) in Sonepat, Haryana
• Aaykar Bhawan in NOIDA (UP).
In July 2012, NBCC has also entered into MoU with The Energy and
Resources Institute (TERI) for implementing projects of NBCC with GREEN
compliance. TERI shall provide advice and consultancy to NBCC for
undertaking future construction work as per Green Building and sustainable
building concepts.
NATIONAL BUILDINGS CONSTRUCTION CORPORATION LIMITED
(A Government of India Enterprise)
A Mini Ratna
Schedule ‘A’ PSE
8 PSE Newsletter
NBCC Bhawan, Lodhi Road, New Delhi-110 003,Visit us : www.nbccindia.gov.in
An IS/ISO 9001:2008
Company
(For Consultancy &
Project Management Division)
9. PSE News Update
MoU, Ecuador will share important
information on oil and gas projects
in the country with OVL. Brazil,
Venezuela and Colombia contribute
about 30 per cent of OVL’s oil
production. The MoU was signed
between the Coordinating Ministry for
Strategic Sectors (MICSE), Ecuador
and OVL in New Delhi with Mr
Rafael Poveda Bonilla, Minister,
MICSE, Ecuador, and DK Sarraf,
MD & CEO, OVL, completing the
formalities. Ecuador is a member of
OPEC and produces about 500,000
barrels of crude oil daily.
IOC tops Fortune India 500 list;
6 PSUs in Top 10
Indian Oil Corp (IOC) is the country’s
biggest company in terms of annual
revenue, followed by private sector
giant Reliance Industries, according to
the Fortune 500 list in India. Compiled
by the global business magazine’s
Indian edition, the list contains six
state-run companies and four from the
private sector. Significantly, the elite list
has seven companies from the energy
sector. IOC was the biggest with annual
revenue of Rs 475,867 crore. Last
year, the oil PSU ranked 83 globally.
It is followed by BPCL (Rs 244,822
crore) at the third place and HPCL
(Rs 217,771 crore) at fourth. Other
companies figuring in the list include
State Bank of India (5th), Tata Motors
(6th), ONGC (7th), Tata Steel (8th),
Essar Oil (9th), Coal India (10th) and
NTPC (15th).
SAIL’s expansion work to be
completed by next year
The massive expansion work at SAIL
is likely to be completed by 2014, said
the Union Steel Minister, Mr Beni
Prasad Verma, in a reply to a query in
the Lok Sabha. The expansion work
is being undertaken to take SAIL’s steel
production from 12.8 million tonnes
per annum (mtpa) to 21.4 mtpa. In
the current phase, SAIL will spend
Rs 61,870-crore on modernisation
and expansion of all its five integrated
steel plants. Till October 31, 2013,
SAIL had spent Rs 44,489 crore on
modernisation and expansion.
PM pitches for greater
functional autonomy for PSEs
The Prime Minister, Dr Manmohan
Singh, once again rooted for greater
functional autonomy for PSEs saying the
state-owned entities have long enjoyed
undue protection. The Prime Minister,
who was speaking at the 3rd BRICS
(Brazil, Russia, India, China and South
Africa) International Competition
Conference in New Delhi in November,
also insisted that bureaucracy loosens
control over PSEs to increase efficiency
and promote a culture of competition
across the board. “The government may
own a public sector firm and exercise
the normal rights of ownership. This
does not mean that it should shelter
the firm from competition as well,”
said Dr Singh. Government ownership
inevitably brings with it a bureaucratic
style of decision-making and the result is
that the enterprise lags in a competitive
market, he added. “The solution lies
in giving public sector firms greater
functional autonomy and freeing them
from bureaucratic control, and not in
tolerating a slip in their competitiveness
and then shielding
competition,” he said.
them
from
New PSE launch boosts India’s
bullet train dream
India’s bid to run bullet trains at
a speed of 300-350 km per hour
received a shot in the arm when the
Railway Minister, Mr Mallikarjun
Kharge, launched a new PSE called
High Speed Rail Corporation of
India Limited (HSRC) in New
Delhi on October 29, 2013. HSRC
was formed on the directions of the
Ministry of Railways for development
and implementation of high speed rail
projects. This special purpose vehicle
(SPV) was incorporated on July 27,
2012 as a subsidiary of Rail Vikas
Nigam Limited (RVNL). Earlier, the
Union Government had announced
its decision to build High Speed
Passenger Rail corridors for running
trains at speed of 250-350 km an hour.
Work is under way for developing two
high-speed corridors.
SJVN’s Khirvire Wind
Power Project Commences
Generation
After achieving great success in hydro
power generation, SJVN Limited
has successfully commissioned 15
Wind Power turbines of its 47.6
MW Khirvire Wind Power Project in
Ahmednagar District of Maharashtra.
Each of the 15 Wind Power turbines
has a capacity to generate 850 kV
energy. The project will have a total
56 turbine units and will have annual
energy generation of 85.65 MU of
electricity. The 15 turbine units
PSE Newsletter
9
11. CSR Initiatives
commissioned are located in village
Khirvire/Kombhalane.
The project has been linked to a 132
kV Transmission Line from Akole 132
kV Grid Sub Station to 2 x 50 MVA,
33/132 kV Wind Farm Pooling
Station connecting 33 kV Line for
Inter connecting the Maharashtra
Grid. As per the execution schedule,
the project will be fully commissioned
during current financial year.
The Wind Power Project at village
Khirvire/Kombhalane,
Distt.
Ahmednagar, Maharashtra for a
total capacity of 47.6 MW is being
executed through M/s Gamesa Wind
Turbine Pvt. Ltd., Chennai (A wholly
owned subsidiary of Gamesa, Spain),
as a contractor.
crore. The Central Government has
approved the revival of 44 CPSEs and
closure of three CPSEs envisaging total
assistance of Rs 28,354 crore. This has
benefited about 216,000 employees.
Under Dr Nitish Sengupta’s* guidance,
BRPSE emphasised on giving more
empowerment rather than on mere
cash infusion.
* Dr Nitish K. Sengupta – a man
of versatile talent
Four turnaround CPSEs
awarded
Four Central Public Sector Enterprises
(CPSEs) received BRPSE (Board
for Reconstruction of Public Sector
Enterprises) Turnaround Awards
2013 for scripting inspiring stories of
transformation – emerging from the
pits of losses to the orbit of profits.
Late Dr Nitish Sengupta*, chairman,
BRPSE, gave away the awards to
Bharat Coking Coal Ltd, National
Film Development Corporation
Ltd., National Project Construction
Corporation Ltd, and SAIL Refractory
Unit (Formerly Bharat Refractories
Ltd) on November 1. The four
CPSEs have posted profits for three
consecutive financial years — 201011, 2011-12 and 2012-13. Their net
worth has increased after receiving
financial aid from government. So
far BRPSE has recommended revival
of 58 CPSEs and closure of six CPSEs
envisaging total assistance of Rs 39,200
(Born: 8 July, 1933; Died: 3 November,
2013
Dr Nitish K. Sengupta, who died on
3 November 2013, was a versatile
personality – administrator, academic,
politician and author of a number
of books. Educated at Presidency
College, Kolkata, Dr Sengupta was
a gold medallist in MA, and received
his Ph.D in Management from Delhi
University in 1972.
Dr Sengupta headed the Board for
Reconstruction of Public Sector
Enterprises and was also a Member of
the Second Pay Revision Committee
of Public Enterprises and Member of
the Expert Committee for Selecting
Independent Directors for Navratna
Public Sector Enterprises.
As a civil servant, Dr Sengupta
had an illustrious career holding
important positions such as Revenue
Secretary, Member Secretary, Planning
Commission, Controller of Capital
Issues and Secretary, Department of
Supply in the Government of India
and Secretary, and Director-General
Tourism.
Dr Sengupta was elected MP to the 13th
Lok Sabha (1999-2004) and also served
as a member of the Public Accounts
Committee, Petitions Committee, and
Standing Committee for Ministry of
Railways and Consultative Committee
for Ministry of Finance.
He was a Visiting Faculty at IIMCalcutta & Ahmedabad, Delhi
University and Administrative Staff
College, Hyderabad. After retirement
in 1992, Dr Sengupta took over
as Director-General, International
Management Institute, New Delhi.
He was also as a Resource Person/
Faculty in a number of UN-sponsored
seminars at Beijing, Moscow,
Singapore, Turin, Bangkok, Seoul,
Mumbai, etc., on public enterprise
reforms and developing private sector
initiatives.
CSR Initiatives
EIL wins Golden Peacock Award
for CSR
It was a proud moment for Engineers
India Ltd (EIL) when it bagged the
Golden Peacock Award 2013. The
honour was conferred by the Institute
of Directors in recognition of EIL’s
significant work in Corporate Social
Responsibility (CSR) initiatives and
execution of projects undertaken to
support the underprivileged sections
PSE Newsletter
11
13. Appointments
of society. Ms Veena Swarup, Director
(HR), received the award from Mr
Nikhil Kumar, the Hon’ble Governor
of Kerala, at the 8th International
Conference on Corporate Social
Responsibility in Bengaluru on 17
January 2014. According to an EIL press
release, the company’s commitment
to social causes is unwavering. It will
continue to work as a responsible
company contributing to society and
the environment for a prosperous and
sustainable future, it added.
BEL sets up libraries in village
schools
In an attempt to encourage reading
habits among children, Bharat
Electronics Limited (BEL) teamed
up with Sikshana Foundation and
identified 50 government schools
located in rural areas in Karnataka for
setting up libraries. Significantly, BEL
and Sikshana have asked pupils to set
their school library themselves and
arrange books in order. This has created
fresh interests among the children.
As part of its CSR activities, the
Navratna PSE takes special initiatives
in areas such as healthcare, education,
rural development and environment
protection.
NTPC’ gift of dignity to persons
with disabilities
The District Rehabilitation Centre at
NTPC, Tanda, is a source of succor
for persons with disabilities (PWDs),
especially those living in remote
areas where rehabilitation services
are virtually non-existent. Set up in
association with the National Institute
of Orthopedically Handicapped,
Kolkata, the rehabilitation centre offers
a variety of services which include
screening camps PWDs, doctors’s
advice, appliances and equipment
needed for performing surgeries.
According to reports, more than
7,100 PWDs have already benefitted
from this centre. In a true sense, this
is all about “giving thousands a life
of dignity and possibilities”. NTPC
also runs four such centres at Dadri,
Korba, Rihand and Bongaigaon.
Appointments
S K Sharma takes charge as
Chairman & Managing Director,
Bharat Electronics Limited (BEL)
DRDO. He has served as Unit Head
at BEL’s Hyderabad plant and under
his leadership, the Unit was conferred
the prestigious Raksha Mantri Award
for best performing Defence PSU.
While Mr Sharma was General
Manager (Network Centric Systems)
and head of BEL’s Ghaziabad Unit
,as part of Quality initiatives, he
spearheaded the Business Excellence
process to attain second level
recognition in the CII-Exim Award.
Mr S K Sharma is a BEL nominee
Director on the Boards of BEL’s Joint
Venture Companies, GE BEL Pvt Ltd
and BEL Multitone Pvt Ltd.
S. Varadarajan takes charge
as CMD, Bharat Petroleum
Corporation Limited
Mr S K Sharma took charge as
Chairman & Managing Director
(CMD) of Navratna defence PSE
Bharat Electronics Limited (BEL)
on January 1, 2014. He was Director
(Bangalore Complex), BEL, before his
elevation.
Mr Sharma joined BEL in 1978
after graduating from the University
College of Engineering, Bangalore.
He completed his Masters in Business
Administration while in service.
He has wide experience in multiple
disciplines
covering
Electronic
Warfare, Avionics, Network Centric
Systems, Radars and Components,
having served in various capacities
at BEL’s Bangalore, Ghaziabad and
Hyderabad Units.
Mr. S. Varadarajan has taken charge as
the Chairman & Managing Director
of Bharat Petroleum Corporation
Limited (BPCL) on 1st October,
2013. An Associate Member of the
Institute of Chartered Accountants
of India and the Institute of Cost
Accountants of India, Mr. Varadarajan
has about 30 years of experience in all
aspects of the oil and gas industry,
ranging from Finance and Marketing
to Corporate Strategy and Planning.
During his tenure at Bangalore In addition, he enjoyed a stint as the
Complex, he was responsible for Chief Financial Officer, Bharat Shell
development of Airborne Radar Limited (BSL).
Warning Receivers and Avionic
products in collaboration with As Director (Finance) in 2011, he
PSE Newsletter
13
14. Appointments
had the overall responsibility of
the Finance function, Information
Technology and Corporate Planning
in the Corporation. One of his
noteworthy achievement was the
successful completion of BPCL’s
maiden issue of unsecured bonds in
the international market. The issue,
which was placed at a very fine rate
of interest, was over-subscribed by 15
times – the largest for an offering by
distinction of securing the University
an Indian company in 2012.
rank in his graduation and is also
As Executive Director (Corporate a rank holder of the Institute of
Finance),
he
had
treasury Chartered Accountants of India.
management, risk management,
corporate accounts, taxation and Shri Madhusudan, started his
budgeting under his purview. He has career at Bhilai Steel Plant and
participated in several international after serving in various capacities
conferences and road shows and for over 24 years, moved to IISCO
constantly interacts with the investor Steel Plant, Burnpur, as General
and analyst community.While at the Manager(Finance). Shri Madhusudan
helm of Corporate Strategy, he was joined Rashtriya Ispat Nigam Limited
instrumental in ensuring the seamless in 2009 as Director(Finance) and
was instrumental in bringing about
acquisition of Kochi Refineries.
a number of structural changes
Mr. Varadarajan is the Chairman of in Finance functions and made
Petronet India Limited and Petronet significant contribution through
CCK Limited. He is also a Director on prudent Financial Management.
the Board of Bharat Oman Refineries He spearheaded the cost savings
Limited, Bharat PetroResources movement across the organization and
Limited, Matrix Bharat Pte Limited, evolved “a cost culture” for improving
Bharat Stars Services Private Limited the bottom line.
and Bharat Stars Services (Delhi)
Shri Madhusudan is presently the
Private Limited.
Chairman of the Bird Group of
Companies which includes the Orissa
P Madhusudan takes charge
Minerals Development Company
as CMD, RINL
Ltd. (OMDC), The Bisra Stone
Shri P Madhusudan, Chairman-cum- Lime Company Ltd. (BSLC) &
Managing Director, Rashtriya Ispat Eastern Investments Ltd. (EIL). He
Nigam Limited, is a triple qualified is also member on the Board of the
professional – a Chartered Accountant, International Coal Ventures Ltd.
Cost Accountant and Company (ICVL) – a consortium of leading
Secretary. Shri Madhusudan has the state-run firms, viz. CIL, SAIL,
14 PSE Newsletter
RINL & NMDC, for acquiring coal
assets overseas, apart from being the
Chairman of RINL Board.
An astute cricketer and connoisseur
of classical and light music, Shri
Madhusudan has a passion for allround development of the surrounding
community and has initiated a
number of multifaceted schemes
in and around Visakhapatnam for
inclusive growth.
Atul Sobti takes charge as
Director (Power), Bharat Heavy
Electricals Limited (BHEL)
On his appointment as Director on
the Board of Bharat Heavy Electricals
Limited (BHEL), Mr. Atul Sobti, has
assumed charge as Director (Power)
on 1st December 2013.
Prior to this, he was Executive Director
(Power) at BHEL, New Delhi and
was also holding concurrent charge
of Industrial Systems Group (ISG), a
Bangalore based unit of BHEL.
Mr. Sobti is a ‘Mechanical Graduate
Engineer’ with ‘Post Graduation
in International Management’ and
15. Appointments
‘Diploma in Project Management’. He
was awarded the Gold Medal at IMI,
while pursuing ‘Post Graduation in
International Management’. He has
also undergone Advance Management
Training Programmes at IIM,
Ahmedabad and Asian Institute of
Management, Manila.
During his tenure at BHEL’s
International Operations Division, Mr.
Sobti was a key contributor to a fifteen
fold increase in its overseas business
through securing and executing
prestigious power projects and product
orders from many countries including
Oman, UAE, Iraq, Libya, China,
Kazakhstan, Suriname, Bhutan, Sri
Lanka, Egypt, Kuwait, Ukraine, etc.
Mr. Sobti has been an active member
of ‘CII National Committee of young
Managers’, National level ‘CII Trade
committee’ and Bangalore Chamber
of Industry and Commerce (BCIC).
He is also a regular faculty member
at a number of reputed Management
Institutes as well as BHEL’s Human
Resource Development Institute.
e-commerce and is also providing a
range of tourism products, services and
e-ticketing.
Mrs. Amrit Brar is an economics scholar
having done her post graduation
and M.Phil from Panjab University,
Chandigarh. She has also done her
post graduation in Public Policy and
Management from the University of
Pittsburgh, USA under the Joint Japan/
in Central Coalfields Ltd. He worked
World Bank Scholarship Program in
in different capacities in CCL and in
1999.
BCCL he played a vital role as GM/
CGM in Western Jharia Area, Eastern She joined the Indian Railway Traffic
Jharia Area & BCCL HQ.
Service in 1985 and has worked
with the Indian Railways in various
He is a life member in MGMI & Indian
capacities in Operations, Commercial,
Mine Manager’s Association.
Marketing and IT Functions as well
as with organizations such as FOIS
Ms Amrit Brar takes charge
where she handled IT projects. Her
as Director (Tourism &
28 years of meritorious career covers
Marketing), Indian Railways
a wide range of challenging projects
Catering & Tourism
and assignments in Public Sector
Corporation Ltd (IRCTC)
Organizations and Government.
Vinod Kumar Sinha takes
charge as Director (Technical)
RD & T, CMPDI.
Shri Vinod Kumar Sinha has taken
charge as Director (T)RD & T CMPDI,
Ranchi zfrom 08/01/2014. He is a
Mining Engineer from Indian School of
Mines, Dhanbad & also having a First
Class Mine Manager’s Certificate of
Competency from DGMS, Dhanbad.
Mrs. Amrit Brar has recently joined the
Indian Railways Catering & Tourism
Corporation Ltd (IRCTC) as Director
(Tourism & Marketing) and is heading
the Travel, Tourism and IT business
He started his career as Executive Trainee of IRCTC, a Railway PSU which is
today a premier name in the field of
Mrs. Brar has published a number
of articles in leading national &
international journals such as Economic
& Political Weekly, CTRAM Journal
and Journal of Rail Transport Institute.
In addition to being an eminent
scholar and professional, she has also
won a number of awards and accolades
for outstanding performance during
her service period so far.
Amitabh Banerjee takes charge
as Director (Finance), Konkan
Railway Corporation Ltd
Mr. Amitabh Banerjee, 1988 batch
IRAS cadre, assumed the charge as
PSE Newsletter
15
16. Appointments
Director (Finance), Konkan Railway
Corporation Ltd. He was working
Aluminium
Company
Limited
as Director (Finance) in Hindustan
(NALCO) on 3rd January 2014. Prior
Paper Corporation Limited, since
to this assignment, he was working as
September,2010.
the Executive Director (Finance) of the
Mr Banerjee was previously on company.
deputation to Delhi Metro, in the
A fellow member of Institute of Cost
capacity of General Manager (Finance)
Accountants of India, Shri Samal has
He is a Fellow Member of the Institute
significant exposure in the areas of
of Cost Accountants of India. He has
Treasury Functions, Foreign Exchange
handled major projects like Gauge
Management, Corporate Accounts,
Conversion, Laying of New Lines,Track
Budgeting & Control.
Doubling, Construction of Railway
Bridges, etc. He has also worked in He has played a key role in largethe capacity of Director in the Office scale computerization in Finance,
of Comptroller & Auditor General Capital Restructuring, Foreign Debt
of India for about 2 years from 2003 Management, introducing Risk
onward as a representative of Ministry Management against Foreign Exchange
of Railways in an Autonomous Body exposure. He was also associated with
- “Government Accounting Standards various academic institutions as visiting
Advisory Board” - under the aegis of faculty like XIMB, Utkal University,
CAG, involved in the formulation KIIT, ICAI.
of Accounting Standards for Central
Government and State Governments. He is representing Nalco on the Board
He has also worked in Steel Authority of Joint Venture Company-Angul,
of India Limited as a Finance Executive Aluminium Park Ltd. and NPCILNALCO Power Company Ltd
from 1986 to 1989.
K C Samal takes charge as
Director (Finance), National
Aluminium Company Limited
(NALCO)
2014. He is an HR professional with over
30 years of rich experience in Strategic
Human Capital Engagement (SHCE)
in social responsibility initiatives, talent
attraction & development, industrial
relations, formulation of personnel
policies, improvement of HR systems,
nurturing successors and developing
committed team.
Sri Borgohain had acquired globally
accredited MBA degree (EQUIS,
Europe, AACSB, USA) from
International Centre for Promotion
of Enterprise, Slovenia, sponsored for
this programme by the Department of
Public Enterprises, GOI. Sri Borgohain
was also a Gold Medalist in his post
graduation studies with specialisation
in Personnel Management & Labour
Welfare and obtained LL.B degree after
completion of his graduation.
Alok Sinha takes additional
charge as CMD, Airport
Authority of India
M P Mall takes additional
charge as CMD, Indian
Satyabrata Borgohain takes
Railways Catering & Tourism
charge as Director (Personnel), Corporation Ltd (IRCTC)
NEEPCO Ltd
Sri Satyabrata Borgohain assumed
Shri K.C.Samal has assumed the office the charge of Director (Personnel) in
of Director (Finance) of National NEEPCO Ltd, Shillong on January 1,
For comments/suggestions, please write to Nita Karmakar, Director, CII at nita.karmakar@cii.in
Disclaimer: This document is being shared for information purposes only and is therefore not intended to substitute for formal professional advice. All information in this document has been compiled and/ or arrived at from various sources available in the public domain.
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