December 2015

I C INTERNATIONAL QUALITY CERTIFICATIONS More than 1000 Clients in Central India

Leading consultants for

QMS | FSMS | IMS

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Paris: In a call coinciding with the start of the UN climate change conference in Paris, Prime Minister Narendra Modi reminded developed nations that they still have a moral imperative to lead the fight against global warming.

“The principle of common but differentiated responsibilities should be the bedrock of our collective enterprise. Anything else would be morally wrong."

"Justice demands that, with what little carbon we can still safely burn, developing countries are allowed to grow. The lifestyles of a few must not crowd out opportunities for the many still on the first steps of the development ladder," he said.

Advanced countries that "powered their way to prosperity on fossil fuel" must continue to shoulder the

New Delhi: Telecom gearmaker Ericsson announced setting up of a new unit — Industry and Society — which will focus on smart cities, the Digital India campaign and other technology projects from the government. It’s expected to account for 20 per cent of the group’s overall business from India.

“We are looking for a fifth of our business to come from our Industry and Society vertical by 2020,” Ericsson India V-P and head of Engagement Practices Nishant Batra said.

The government has clubbed all its

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greatest burden, Modi added.

He said he would, along with French President Francois Hollande, launch an international alliance among 121 solar-rich countries in the tropics.

"We expect the same from the world with respect to responding to climate change. The principle of common but differentiated responsibilities should be the bedrock of our collective enterprise," the prime minister wrote.

Modi said there are some who argue the development of cleaner energy alternatives means poor countries should be just as responsible for lowering emissions as rich nations, which were unaware of the harm fossil fuels caused when they industrialized.

“Since science has moved on and alternative energy sources are available, they argue that those just

Monthly I 15 December 2015 I Vol. 2 Issue 06 I 08 Pages I Rs.5/Page 7

beginning their development journey bear no less responsibility than those who have reached the zenith of their progress," he said.

"New awareness, however, should

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lead advanced countries to assume more responsibility. Just because technology exists does not mean it is affordable and accessible."

Over 130 world leaders will be at the opening of the climate meet, where billionaire philanthropist Bill Gates is expected to join several countries in unveiling plans for new renewable energy technologies to help poorer countries to reduce carbon emissions.

digital programmes under Digital India with an estimated Rs 1.13 lakh crore projects initially. It has also approved a plan for building 100 smart cities in India with an outlay of Rs 48,000 crore.

“With the government becoming a significant buyer, there is a massive opportunity for the industry. This is something the telecom sector in India is seeing for the first time. We are seeing a lot of interest in utilities and public safety from different state governments,” Batra said. Ericsson has registered its to September, driven by higher highest-ever sales growth of 81 per investments in mobile broadband cent in India during the three months service.

The type of person you are is usually reflected in your business. To improve your business, first improve yourself.” - Idowu Koyenikan

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NEWS

Indore : Indore’s youngsters are ready to launch MP’s largest biogas plant that will meet fuel requirements of 2,500 families in the first year.

According to their research, an average individual uses 1.5 litres of LPG in one day. The project requires an investment of around Rs 1.5 crore through which it will fulfil LPG requirements of 2,500 families (4 members each) in the first year.

Ideator of the project Kamal Rathore said, “I was inspired by my relatives’ small biogas plant during my visit to our village.” After returning, Rathore studied and researched biogas plants in India. He started with the basic theory he learned in the village. He implemented it and found that methane can be easily produced.

However, the presence of carbon dioxide hinders the bottling process.

“To understand the industrial processing of biogas I went to Appropriate Rural Technologies Institute in Pune,” Rathore added.

After understanding the different

EDITORIAL

chemical reactions used to purify biogas, he decided to put the plan into action. “I discussed the idea with entrepreneur Vivek Chandra Kumar, he helped me in realistic implementation of the idea,” Rathore said.

Kumar and Rathore worked on the idea and successfully bottled biogas in normal gas cylinder. They have a prototype of bottling biogas in 3 litre cylinders. The idea is ready to be implemented once investments start pouring in. from the IDBI Bank, making the way of privatization of the bank.

India's Agrarian Crisis

A survey of chronically droughtstricken Bundelkhand region of Uttar Pradesh published last week could not have come up with a more grim assessment. As a result of two consecutive years of deficient rainfall, farmers and their families in the area are cutting back on their already meagre meals and inching towards something approaching famine conditions. The survey by Swaraj Abhiyan, a farmers' activists group, found that more than 80 per cent of households reported cutting down on consumption of pulses and milk while more than three-quarters reported they were increasingly eating roti with just salt and spices. This grim reading came in a week when several states met the Union agriculture minister to discuss responses to the drought.

What is needed instead is a long-term action plan to tackle the effects of deficient rainfall, the overuse of fertilisers, the unpredictability of conditions - witness the heavy rainfall in Tamil Nadu this month - brought on by climate change, as well as the seemingly permanent lowproductivity trap of small-scale farming in India. Groundwater is rapidly depleting fresh water per capita in India has declined from 3,000 cubic meters to 1,123 cubic meters per capita in the past halfcentury. Taken together, this is a colossal crisis - and yet it punches well below its weight in national priorities.

When the government is stirred to act energetically, it is usually to impose a ban on "hoarding" whichever food stuff where price hikes have hit the headlines - onions usually, or pulses more recently. But these knee-jerk reactions amount to tampering with market mechanisms and make things worse rather than better. The need for

cold storage, or for increasing onion dehydration capacity, to solve the perennial shortage of onions has been suggested every year, only to be forgotten till the next episode of eyewatering prices. The emergency decision to import certain kinds of lentils was so low relative to the scale of the demand for pulses in India as to once again beg the question of whether the government was serious about solving the problem.

Instead of short-term responses, the Centre and the states need to dramatically increase funding for agricultural research and agricultural universities to develop better seeds and fertilisers, including varieties better able to thrive in the face of w a t e r s h o r t a g e s . Av e r a g e landholdings are a mere 1.15 hectares - but this is all the more reason for urgent action. Drip feed irrigation is also a priority as the water paucity crisis unfolds daily. Agricultural growth is limping along at about two per cent - some experts predict it might actually slip further this year while the rest of the economy is growing at more than seven per cent.

This disparity in prospects does not bode well when agriculture still employs more than half the population. As a recent series of reports in this newspaper showed, the crisis now extends from supposedly rich agrarian states like Punjab where the whitefly, abetted by an unusually extended hot weather period, has wreaked havoc on cotton farmers - to rubber farmers in Kerala, who have been clobbered by a collapse in prices. The limits of shortterm responses to forces as unyielding as climate change and embedded low productivity on India's small farms have been on display all this year. It is time for the government to act.

Pratibha Shrivastava “Success is not measured by who you are , only by the perception of what others think you are” Brian A. Leslie

Indore: The Employees Provident Fund Organisation (EPFO), Dewas released director of a firm when he deposited the pending amount.The EPFO had sent several notices and reminders to Manoj Choudhary, director of Kanhaiya Construction, Dewas to deposit the PF due of the employees but the firm did not pay heed t them.

Finally, the Dewas police arrested Choudhary and produced before the Recovery Officer and Assistant PF Commissioner Govind Sharma, who asked him either deposit the dues or go to jail.

Choudhary deposited pending dues of Rs 51,601 and was released.

Ajay Mehra, Regional PF Commissioner, said that the department would not spare the defaulters. The department has recovered dues from several firms by attaching their bank accounts.

Global Standard

15 December October 2015 2015

NEWS

3

I LIKE

My favorite Foods are Daal Makhani, Chicken Biryani, Sweet is Dark Chocolate & drink is Red Bull.

My favorite sports are Bodybuilding & Mixed Martial Arts. My favorite sports man is Sachin Tendulkar.

My favorite book is “Immortal of Meluha” and favorite Subject is Mahabharat.

My idol & iconic persons are My Father and My brother.

My favorite movie is Top Gun, last seen movie is Bahubali and favorite actor is Leonardo DiCaprio & actress is Kate Beckinsale.

My favorite holiday destination is Kashmir & last visited place is Bangkok.

I always carry with me My Ganesha.

Bhopal : Preparations to make further hike in taxes are on in the state to give government employees salaries as per seventh pay commission. The state government needs around Rs 9000 crore to pay salaries in accordance to recommendations of the commission.

To arrange this huge amount, departments which collect revenue have been asked to make preparations. Departments related to sales tax, excise, transport and registration have been asked to prepare a plan to increase their income to arrange money.

A proposal to raise by 33 per cent as target of departments involved in revenue collection is being considered. Finance Department has also been asked to assess the financial load on giving salaries as per recommendations of the commission.

Finance Department has estimated that it would cost around 9000 crore.

The ways to arrange the said amount are being contemplated.

8,000 crore to be spent on relief distribution. The government has to shell out Rs 8000 crore to be given as relief to farmers suffering from

In the recent past, Re 1 as VAT was increased on petrol price in the state due to its ramshackle financial condition. The purview of professional tax has also been expanded including educational institutions and other commercial sectors.

Commercial Tax Department is doing assessment regarding determination of hike in taxes on goods and eatables.

It is also being assessed as to how to increase income of Excise Department. Ways to increase income from ‘Afeem’, ‘Doda-Chura’ besides liquor are also being explored.

drought and crop damage, crop insurance scheme, to check recovery of loan and to give subsidy on interestfree loan. As possibility of any relief to farmers from Central government’s side seems remote, the state government is going to bear the burden. Sources said the government is facing problems in arranging the money despite stopping its construction works and curtailing expenses. Because of poor financial condition, the officers have also been asked to find out new sources of income.

L

New Delhi : Farmers have lost more than 100 lakh tonnes of rabi crops, valued over Rs 20,000 crore, due to unseasonal rainfall and hailstorm in February-April this year, the CSE said in a report. As a result, India may have to import 10 lakh tonnes of wheat in the current year as about 68.2 lakh tonnes were damaged due to unseasonal rainfall in the last rabi season, the Centre for Science and Environment (CSE) said. In February-April 2015, standing crops on 182.38 lakh hectares or 29.61% of the entire rabi sown area were

affected. 67% of this was wheat crop.

As per the CSE estimates, 40 per cent of the wheat cultivated area, 14 per cent of area under pulses and oil seeds, and four per cent of coarse cereals were affected by rain and hailstorm.

The report also emphasized that Indian farmers are reeling under extreme weather events and need protective measures to ensure that Country’s largest occupational sector, agriculture, does not decline further.

eading Manufacturer & Exporter of flexible intermediate bulk containers (FIBC), PP, HDPE, Woolen Sacks and Fabrics etc. Got ISO 9001:2008 Quality Management Certification & FSMS 22000 : 2005.

This certification is conferred to Shri Anurag Agrawal of Shree Tirupati Balaji Agro recently. The company received the certificate from Shri Bijay Sharma Marketing Manger, and Shri Ratnesh Shrivastava Director of Shark Certification. On this occasion Mr. Agrawal expressed that due to adopting the standards. The quality and efficiency of unit got dynamic changes. The Company Established in the year 2009, “Shree Tirupati Balaji Agro”, is a time-honored firm offering excellent manufacturing and exporting of flexible intermediate bulk (FIBC), PP, HDPE, Woolen Sacks and fabrics.

New Delhi: Cipla said it has inked an investment agreement with FIL Capital Investments (Mauritius) II Limited for its consumer healthcare business. “Cipla Health Ltd and FIL Capital Investments (Mauritius) II Limited have signed an investment agreement”, Cipla said in a regulatory filing. The investment is subject to approvals from the Foreign Investment Promotion Board and the Competition Commission of India, and the transfer of Cipla’s consumer healthcare business to Cipla Health Ltd, it added.

The company however did not disclose the financial details of the agreement. In July, Cipla’s board had approved an investment Fidelity Growth Partners India and US-based Fidelity Biosciences, through FIL Capital Investments (Mauritius) II or its affiliates in its recently launched consumer healthcare business.

Through the consumer healthcare business, Cipla has entered the over-thecounter (OTC) healthcare market in India. Earlier, the Mumbai-based company’s board had approved divestment of its consumer healthcare business to Cipla Health, a wholly-owned subsidiary, by way of a slump sale for a consideration of Rs 10.5 crore.

“A business plan is like a war plan, when you competitors know about it, it's no longer of any use.” Bangambiki Habyarimana,

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In a country where people have various tastes and preferences, an ecommerce start-up will always have enormous challenges. Flipkart was the first to implement the popular ‘Cash On Delivery’ facility, which every online shopping website in India offers as an option today.

A quick look into any success story shows a path breaking idea at the heart of the tale. Flipkart is no exception. It is not the idea itself but the conviction to convert ideas into action and action into results is what defines a true success story. Measured by that yardstick, Flipkart has been a hugely successful. Back in 2007, when Flipkart was launched, Indian e-commerce industry was taking its beginner steps. Sachin Bansal and Binny Bansal, who were working forAmazon.com had an idea to start an e-commerce company in India.

One can easily call that a risky move.

In a country where people have various tastes and preferences, an ecommerce start-up will always have enormous challenges. In India, people often prefer to shop in person and buy goods they see and like.

Today, thanks to Flipkart, ecommerce has become one of the fastest growing sectors in India.

Flipkart began selling books to begin with. It soon expanded and began offering a wide variety of goods.

Innovating right from the start, Flipkart has been home to few of the striking features of Indian ecommerce. Flipkart was the first to implement the popular ‘Cash On Delivery’ facility, which every online shopping website in India offers as an option today.

In the first few years of its existence, Flipkart raised funds through venture capital funding. As the company grew in stature, more funding arrived.

Flipkart repaid the investors’ faith with terrific performances year after year. In the financial year 2008-09, Flipkart had made sales to the tune of

40 million Indian rupees. This soon increased to 200 million Indian rupees the following year. Flipkart targets to hit the one billion mark by 2015. Going by their ever increasing popularity, it does not seem like a farfetched thought.

Back at the time when Flipkart was launched, any e-commerce company faced two major difficulties. One was the problem of online payment gateways. Not many people preferred online payment and the gateways were not easy to set up. Flipkart tackled this problem by introducing cash on delivery and payment by card on delivery in addition to others.

The second problem was the entire supply chain system. Delivering goods on time is one of the most important factor that determines the success of an ecommerce company.

Flipkart addressed this issue by launching their own supply chain management system to deliver orders in a timely fashion.

Flipkart also acquired few companies like Myntra.com, LetsBuy.com etc., to better their presence in the market.

With the entry of Amazon.com in India, the competition between the companies has seen many takeovers.

Flipkart’s journey from a small book e-retailer to India’s largest ecommerce platform inspires a generation of start-ups. In a country where stereotypes are common, Flipkart managed to break the norm and change the ecommerce industry in India for ever. Flipkart’s story proves that if you have a great idea, and you are a doer and not a thinker, success is not far off.

WOMEN ENTREPRENEUR

Early Life Like most of us know that Ekta started at quite an early age but what many don’t know is that, it was 17 and not 19 At the age of 17, she had first tried her hand to work with K ailas h S urendranath – the ad/feature-filmmaker, but was unsuccessful. When she turned 19, her dad Jitendra was offered a mouthwatering business deal by an old friend Ketan Somaia – owner of Dolphin Group. He had recently bought a Europe-based South Asian TV channel called ‘TV Asia’ from the god of acting – Amitabh Bachchan and offered Jitendra the opportunity to create shows for the network. Obviously, excited by the

Under the advice and financial backing of her father, Ekta began her production house – Balaji Telefilms, in 1994.

Balaji’s revenues in 2014 were INR 4.2544 billion (US$67 million) whereas their net income was INR 0.10 billion (US$1.6 million).Balaji Te l e f i l m s h a s 3 Subsidiaries under its wing: Balaji Motion P i c t u r e s , A LT Entertainment & BOLT Media Limited. offer’s scope, Jitendra asked the women of the house to take up the task. Hence, after completing her bachelor’s degree in Commerce, Ekta under the advice and financial backing of her father, began her production house – Balaji Telefilms, in 1994 (that name was used because Jitendra had huge respect & love for Tirupati Balaji temple).

Now although, she had began with huge hopes but unfortunately her first six telefilms pilots and three filmed ventures had turned out to become drastic failures, and only in 1995, when she launched the television serial Hum Paanch, did she receive the much needed success.

Born on the 7th of June 1975; the queen of soap operas – Ekta Kapoor is one woman who needs no introduction. The Director / Producer / Venture Capitalist / Businesswoman, presently acts as the Joint Managing Director & Creative Director of her Bombay Stock Exchange listed – Balaji Telefilms.

Having completed over 15,000 hours of television content since inception; there is no single soul in this country or

Entrepreneurship Ekta Kapoor is the founder & Managing Partner of Balaji Telefilms Ltd which was founded in the year 1994. Apart from her her father Jeetendra Kapoor acts as the Chairman of the firm and her brother Tushar Kapoor is a sitting director in the company. As per the stats mentioned on Wikipedia Balaji’s revenues in 2014 were INR 4.2544 billion (US$67 million) whereas their net income was INR 0.10 billion (US$1.6 million).Balaji Telefilms has 3 Subsidiaries under its wing Balaji Motion Pictures, ALT Entertainment & BOLT Media Limited. Since the very beginning Balaji has produced many & highly popular soap operas,

for that matter in the continent who has the guts to compete with her. And quite frankly by single handedly earning her stature in the industry, Ekta has become an unmatchable example for the entire woman race along with all the aspiring young creative minds and entrepreneurs too.

Personally, Ekta has completed her education from Bombay Scottish School, Mahim and had attended the Mithibai College. Her family

combines of the highly acclaimed superstar actor Jitendra & his wife Shobha Kapoor and the younger brother & Bollywood actor Tusshar Kapoor.

Lastly, some lesser known facts about her are that Ekta unlike other girls is a mommy’s girl, loves chocolates & animals, is a die-hard party animal, and has a completely whacky sense of humour.

Some of Include: Hum Paanch.

Kyunki Saas Bhi Kabhi Bahu Thi. Kahaani Ghar Ghar Kii Kasautii Zindagii Kay. Kabhii Sautan Kabhii Saheli.

Kahiin to Hoga.

Kasam Se. Kusum.

Gumrah – End Of Innocence.

Pavitra Rishta.

Bade Acche Lagte Hain.

Jodha Akbar, and many others.

And being in the movie industry as well, they have left behind their mark with some of the highest grossing.

Movies Such As: Kyo Kii… Main Jhuth Nahin Bolta Kucch To Hai.

Krishna Cottage.

Kyaa Kool Hai Hum & Kyaa Super Kool Hai Hum. Shootout at Lokhandwala & Shootout at Wadala.

Love Sex aur Dhokha.

Once Upon a Time in Mumbaai & Once Upon a Time In Mumbaai Dobara.

Shor in the City.

Ragini MMS & Ragini MMS 2.

The Dirty Picture.

Ek Thi Daayan.

Shaadi Ke Side Effects.

Main Tera Hero. and many more to come.

Now Ekta & Balaji’s Entrepreneurial Journey is mainly divided into three different sections i.e. Rise, Fall & Comeback.

“Immerse yourself in the customer's world and get to know their struggles and triumphs inside out.” Dane Brookes

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NEWS

YOUNG ENTREPRENEUR

A lot of freshers, and also those with a couple of years of work experience, are now choosing entrepreneurship over a standard 9to-5 job. Those who cannot escape the 9am-to-5pm due to their circumstances are thinking of how to effectively utilise their 7pm-to-2am.

This is an incredibly positive sign because it helps build a stomach for risks, experience failure early on and get a real taste of what it takes to put together the building blocks of a sustainable business.

Up until December 2010, Rohan Khara had not listened to a single podcast and admits that he was ignorant of the entire podcasting industry. Now he heads one of India’s handful of startups that are dedicated to creating and producing quality content via this medium of audio storytelling.

On what got him started, Rohan recalls, “One day in December 2010 my friend Gustavo Bitdinger sent me a detailed email outlining the different problems plaguing the podcast industry. I whipped out my iPhone, fired up the native podcast apps and spent about six weeks binging on different podcasts. This is how I realised how everything which Gus mentioned in his email was true especially the very first pain point ‘Make it really easy to discover and subscribe to new shows.’

He adds, “There is an intense increase in podcast consumption there’s an

annual $18 billion advertising market in audio programming which is transitioning from terrestrial radio to on-demand, mobile-based consumption. This is a huge opportunity for Jabbercast to capitalise on by redefining the podcast experience for content creators and their consumers.”

favourite podcast episodes and ‘snippets’ with friends.”

He offers the numbers to back up his claims, “Currently, 46 million Americans listen to podcasts every month and this is growing by 15-25% annually. The daily average podcast listener listens to more than two hours of podcasts a day more than any other form of audio. In 2014 itself, 7.5 billion hours of podcasts were consumed by listeners and this is What emerged was a podcast player going to touch an estimated 10 billion which differentiates itself from the hours by 2016.” rest by focussing on shareability.

Rohan says, “While at a high level Jabbercast offers all the fundamental experiences that a podcast player For like-minded ‘rodeos’, the newbie should provide, our goal is to help entrepreneur offers straight shooting anyone discover and share great words: “Gone are the days when podcast moments. Our secret sauce is having just a ‘cool’ idea or building a a unique experience that delivers a product with a slick UI was enough to daily mix of podcast highlights tag yourself an entrepreneur or raise tailored to your interests while funds. This is 2015 wake up and smell empowering you to share your the coffee You need to think about

Jabbercast

Advice

user acquisition from day 1. If you do not have a distribution strategy or at least some mental blueprint of how you plan to get real users, then you should find an answer. A lot of entrepreneurs are intoxicated with a ‘cool’ idea which does not solve a problem and the result, as is the case with any intoxication, is a bad hangover. In the early days of your startup, your users should ‘love’ your product/service. ‘Liking’ it is not enough. These users should not be your family members or close relatives. They are biased and may not give the brutally honest feedback which you need to hear to improve your chances of succeeding.”

Rohan clicking a selfie with one of his podcast heroes, Roman Mars of 99% Invisible but the chance to be part of this ecosystem was thrilling enough to warrant a move back to Bengaluru, which he did in 2014. He explains, “The startup landscape in India back

in 2010 was not even remotely as hot as it is right now. A lot of freshers, and also those with a couple of years of work experience, are now choosing entrepreneurship over a standard 9to-5 job. Those who cannot escape the 9am-to-5pm due to their circumstances are thinking of how to effectively utilise their 7pm-to-2am.

This is an incredibly positive sign because it helps build a stomach for risks, experience failure early on and get a real taste of what it takes to put together the building blocks of a sustainable business. Naturally, this has created more competition for hiring great engineering talent and more importantly, acquiring the customer’s attention and this in turn forces the entrepreneurs to become more innovative in their outreach to future employees and their customers. Overall, things are moving in a positive direction.”

VISTARNAMA

T

he success story of Haldiram is also a success of Hindu United Family business. The history of the brand begins from Bikaner in 1937. From a small corner shop to a brand worth Rs.1500 Crores, Haldiram has hit the right chords with its customers over the past seven decades.To chronicle the tale of this much-loved brand, Haldiram Story began in 1937 when one Gangabhisan Aggarwal started a shop selling ‘Nankeens’ in the town of Bikaner, Rajasthan. It was really this gentleman’s father Tansukhdas who originally started the ‘Bhujiya’ business but a new found popularity was gained by Gangabhisan’s small setup. The name Haldiram as the hear-say goes was his another name which was taken forward by his youngest son Rameshwar Lal who opened a shop in Calcutta, West Bengal by the name, ‘Haldiram Bhujiawala’.This name was the stepping stone to the later success story of Haldiram.

History Haldiram's was founded in 1937 by Gangabisenji Agrawal, as a retail sweets and namkeen shop in Bikaner, Rajasthan. In expansion, the company's first manufacturing plant was located in Calcutta. In 1970 a larger manufacturing plant was established in Nagpur. Another manufacturing plant was established in New Delhi, the capital of India, in the early 1990s, which also had a retail store. In 2003, the company began the process of developing convenience foods to be marketed to consumers. In 2008, the chairman of the company's Nagpur branch was Shivkishan Agarwal. In 2014, Haldiram was ranked 55th among India's most trusted brands according to the Brand Trust Report, a study conducted by Trust Research Advisor mouth watering products Halidram's snack foods are popular all over India. Here is Methi Gathiya Snack made out of lentils and fenugreek seeds. Haldiram's has over 100 products. Its products include

frozen foods such as frozen meals, ice cream, and kulfi, sweets, cookies, crackers, sherbet, papad, savories, chips and other snacks. Haldiram's also produces fruit-flavored beverages and dairy products The company also produces ready-to-eat food since 2010. In the 1990s, the production potato-based foods was enabled by the importation of machinery from the United States designed for these purposes.

Haldiram's products are marketed at various retail locations such as bakeries and confectionery stores, among others, and also on various commercial websites. The pricing of the company's products is typically inexpensive compared to similar products made by other companies.

Prior and up to August 2003 in the United States market, the company's products were limited to potato chips.

The company's products are carried by some Indian supermarkets in the U.S. Hardiram's products are popular with South Asian Americans.

From india to rest of the world Haldiram's is a major Indian sweets

and snacks manufacturer based inNagpur, Maharashtra, India. The c o m p a n y h a s manufacturing plants i n N a g p u r, N e w Delhi, Kolkata, B i k a n e r .

Haldiram's has its own retail chain stores and a range of restaurants in Nagpur and Delhi. In contemporary t i m e s , Haldiram's products are exported to several countries worldwide, including Sri Lanka, United Kingdom, United States, Canada, United Arab Emirates, Australia, New Zealand, Japan, Thailand and others.

“Express Your Appreciation To Your Employees. Do Not Think They Already Know, Cause They Don't.” Marieke Stoop

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NEWS

GLAMSCAN

SPORTING ANGLE

ICC TEST TEAM David Warner Alastair Kook Kane Willianson Younis Khan (AUS)

(ING) CPT

(NZ)

(PAK)

Steven Smith

Joe Root

(AUS)

(ENG)

Sarfraz Ahmed Stuart Broad (PAK) WK

(ENG)

Trent Boult (NZ)

Yaser Shah Josh Hazlewood R. Ashwin (PAK)

(AUS)

(IND) 12th man

M Rahman (BANG)

Imran Tahir (SA)

Joe Root (ING)

ICC ODI

TEAM T Dilshan (SL)

Hashim Amla K Sangakkara AB DE Villiers Steven Smisth Ross Taylor (SA) (SA) WK (SA) CPT ((AUS) (NZ)

Trent Boult (NZ

Mohd. Shami Mitchel Starc (IND) (AUS)

When India Prime Minister Narendra Modi and Pakistan Prime Minister Nawaz Sharif met and shook hands at the global summit on Climate Change in Paris, the fans of the international game from the two neighboring nations hoped that they might just get to see a bilateral series between India and Pakistan in Sri Lanka later this month.

Meanwhile, sports minister Sarbananda Sonowal has spoken in support of the Board of Control for Cricket in India's (BCCI) initiative to play with Pakistan later this month.

"Whatever initiative the BCCI is taking, it needs to be supported by us.

The BCCI has always been taking the initiatives for the promotion of games and also for the promotion of relationship," Sonowal was quoted as saying by ANI. Pakistan's PM Nawaz Sharif is a fan of cricket and his love for the game urged him to give a green signal to Pakistan Cricket Board (PCB) for the

much-talked-about series against India.

Indian Premier League (IPL) chairman Rajeev Shukla had stated earlier that it is not nice to involve the game of cricket into political and diplomatic issues. He had also stated that Sri Lanka has been chosen as the neutral venue for this much-awaited series.

"India-Pakistan series will happen tentatively from December 15 in Sri Lanka which will mark the resumption of cricketing ties between the two sides," Shukla had told.

The last time these two sides played a series was back in 2012-2013 when Pakistan had come down to India to play three ODIs and two T20 internationals. According to the MoU signed by the two Boards, Pakistan is supposed to host India for a series. But the fate of this series still hangs in the middle of nowhere.

The stage is set for yet another classic encounter between the arch-rivals, but the fans will only get to witness the series if PM Narendra Modi gives a go ahead to BCCI.

“Once you believe that you can do something, there is not a single person in the universe who can convince you otherwise.� Germany Kent

15 December 2015

Mumbai:The competition in the Indian telecom sector would intensify, mainly from the entry of Reliance Jio, which would cause fall in tariff and an industry shake up, according to Fitch Ratings.

The comments from the Ratings agency comes just a few days after Bharti Airtel Chairman Sunil Mittal said Jio would shake up the industry.

“Whatever Reliance does, it does on a scale that is always big and impactful,” Mr. Mittal said in the coastal Turkish city of Antalya.

"That is exactly what Reliance is planning to do in the telecommunication sector. From what we hear the launch will be imminent in the coming 30, 60, 90 days. India has 10, 11 operators.

New Delhi: India’s gross domestic product (GDP) for the three-month period ended September 30 grew 7.4 per cent — a tad higher than the seven per cent in the previous quarter — with a boost from manufacturing and financial services.The growth of the manufacturing sector — more than nine per cent — pleased the finance minister, Arun Jaitley. He said despite adverse global conditions, factory production had increased.

The statistics and programme implementation ministry released the figures. There was a slight increase in investments because of the government’s capital expenditure, but the domestic demand continued to be a concern. The growth was, however, much slower than the 8.4 per cent in the corresponding quarter of the previous financial year. Economists had projected that GDP would grow by 7.3-7.6 per cent this quarter.

The gross value added (GVA), comprising agriculture, industry and services, increased to 7.4 per cent in

We should have about four or five at the very most."

“We see the industry blended tariff falling by 5-6 per cent as Jio's entry will arrest the rise in data average revenue per user (ARPU) despite rising data usage, and as voice ARPU will continue to fall due to cannibalisation by data,” Fitch said in a statement.

Average operating EBITDA margin of top four telecos Bharti Airtel, Vodafone India, Idea Cellular and Reliance Communications to narrow by 100-200 basis points from 35 per cent in 2015, due to pricing pressure on the higher-margin data services and a rise in marketing spend as data competition rises, it said.

the September quarter, against 7.1 per cent in the June quarter. According to the new methodology, the GDP is calculated as the GVA plus indirect taxes, excluding subsidies. However, over 35 per cent growth in indirect tax collection was not factored in, as additional measures such as the hike in excise duty on oil, service tax rate and the withdrawal of excise duty sops to the auto industry were not taken into account while calculating economic growth.

For the July-September period, the manufacturing sector grew 9.3 per cent, a record since the new series of GDP was introduced in 2011-12, compared to 7.2 per cent in the previous quarter. Gross fixed capital formation, a proxy for investment, showed an uptick by expanding 6.8 per cent in the second quarter against 4.8 per cent in the previous three months. However, much of this has come on the back of increased government capital expenditure.

YES Bank chief economist Shubhada

New Delhi/Mumbai: The Seventh C e n t r a l P a y C o m m i s s i o n ’s recommendation of a 23.55% hike in pay, allowances and pensions (increase of Rs 102,000 crore) for central government employees is much higher than the Street’s expectations of a 1520 per cent hike. That should have lifted the spirits of India’s consumerfocused companies.

But, the subdued response of the S&P BSE Consumer Durables and S&P BSE Auto indices (up only 0.4 per cent and 0.6 per cent, respectively) tell a different story. The S&P BSE Realty and FMCG indices were down 0.3 per cent and 0.8 per cent, respectively, though optimists took solace that many individual stocks were up about a per cent, against a flattish Sensex.

Many market observers say part of the muted response can be explained by the difference between the hike given by the Sixth Pay Commission in March 2008 and the Seventh. Also, data given in an HSBC report doesn’t inspire any hope of a huge consumption boost following such increases. For example, during the Sixth Pay Commission years, consumer spending on items such as transport equipment (cars, two-wheelers and the rest), health and housing went up marginally, but all others (hotels, household goods etc) recorded a decline.

Rao said, “Gross fixed capital formation is expected to have been driven by government capex.” Jaitley, however, said there is also private sector investment which has now started picking up. “And I do hope in the months to come, it picks up faster.”

The impact of deflation was clearly visible as the GDP, without adjusting for inflation, rose just six per cent this quarter, against 8.8 per cent in the previous quarter. Data showed that for the first six months of 2015-16, India’s GDP growth stands at 7.2 per cent at 2011-12 prices and 7.4 per cent at current prices.

Rao, too, said she expected a government-led capex cycle to crowd in private capex along with a lagged impact of lower interest rates, easing supply bottlenecks and an improved business environment over the next two quarters.

Analysts said healthy increase in manufacturing growth was not necessarily because of an increase in household and private sector demand.

Private final consumption expenditure for the July-September period rose 6.8 per cent in the second quarter of 2015-16 against 7.3 per cent in the first quarter.

“This shows that household demand is still dull. We do expect it to pick up in the third and fourth quarters of the financial year,” said Madan Sabnavis, chief economist at Care Ratings.

The July-September quarter GDP numbers will certainly lead to a downward revision of the official GDP growth estimates of 8.1 to 8.5 per cent, laid out in the 2014-15 economic survey. Even eight per cent growth for 2015-16 requires the economy to grow 8.9 per cent in the next half.

Religare Institutional Research’s analysts expect state government pay hikes to total around Rs 240,000 crore or another 1.5 per cent of the gross domestic product (GDP). “In all, central and state governments (via gradual pay hikes of 10 million state

government employees over the next two years) will pump in about Rs 340,000 crore into the economy. This is in line with our expectations of a $50-billion stimulus.”

The optimistic ones say automobile, consumer durables and real estate companies stand to gain most from the pay hikes. Within the four-wheeler auto segment, Nomura expects Maruti Suzuki to benefit the most as its products in the entry segment would

appeal to these employees. "After the sixth pay commission, Maruti's sales to government employees rose from four per cent of volumes in FY08 to 14 per cent in FY11 and 17 per cent in FY15," Kapil Singh and Siddhartha Bera of Nomura wrote in a November report.

Indranil Sen Gupta, India economist at Bank of America-Merrill Lynch, too, believes that the recommendations have boosted their confidence as regards a recovery in consumption and will largely be spent on consumer discretionary items and housing. With the actual pay-out likely in the June 2016 quarter, he says, the consumption stimulus will persist for two–three years.

Rahul Agrawal of Religare Institutional Research expects consumer discretionary companies such as Bajaj Auto, Maruti Suzuki, Hyundai Motors, Jubilant FoodWorks, Bata, Asian Paints, Voltas and KJC Kajaria Ceramics to benefit the most from these measures FY17-18 onwards. While analysts at Citigroup remain positive and expect consumption growth to improve to 8.4 per cent in FY17 versus 6.3 per cent in FY15, CARE Ratings estimates a secondary impact on steel, electric goods, auto parts, etc. “Banks would experience increased business in the form of higher home loans,” says CARE Ratings.

Welspun Renewables has 308 Mw of solar power capacity Has 440 Mw of solar power projects in the pipeline It is building one of the largest solar power projects in Madhya Pradesh, with capacity of 750 Mw Had committed to add 11,001 Mw of renewable energy capacity by 2022 in New Delhi: Hero Future Energies, ReNew Power and Reliance Cleangen are evaluating the renewable energy portfolio of Welspun Enterprises. Welspun Renewables, wholly-owned green e n e r g y a r m o f We l s p u n Enterprises, is selling equity stakes in its solar and wind power projects. SoftBank, earlier keen to pick up stakes in the projects, has dropped out.

Welspun Renewables was raising capital through equity sales, said a person close to development.

Persons in the know said domestic and foreign companies were in the fray to invest in Welspun Renewables' projects totaling 400 Mw. Vineet Mittal, vice-chairman, Welspun Renewables, did not respond to phone calls and text messages. The company's spokesperson also did not respond.

“Business is not about having ideas but it rather about making ideas happen..” Dr. Victor Ide-Okoye

Promoted by B D Goenka, the Welspun Group has interests in textiles, polychemicals, steel, cement and renewable energy.

Hero Future Energies, a comparatively new entrant with 250 Mw capacity, is keen to buy Welspun's projects but chief executive Sunil Jain declined to comment. Hero has a pipeline of around 1,000 Mw of wind power projects, in seven states.

Reliance Cleangen, renewable energy arm of the Anil Ambanipromoted Reliance Power, said it had no such plans. Sumant Sinha, chief executive, ReNew Power Ventures, said he would "refrain" from commenting.

Welspun has 308 Mw of solar power capacity and is building its wind energy portfolio. It has committed to adding 11,000 Mw of renewable energy capacity by 2022.

8

Global Standard

15 December 2015

NEWS

Mumbai : The beverage arm of the $110-billion (Rs 7 lakh crore) Tata Group announced foray into the Rs 1,300-crore instant coffee market, with a new brand, Tata Coffee Grand.

The move comes as the Rs 7,833crore Tata Global Beverages (TGB) looks to increase revenues from the coffee division, one of two areas the company has identified as future growth drivers. TGB gets 75 per cent of its revenue from tea. Coffee and water contribute around 18 per cent and two per cent, respectively. The

extend subsidiary Tata Coffee's packaged coffee bean brand (Mr Bean) into the instant coffee space in India. However, this was shelved for a new product altogether. Sushant Dash, regional president for TGB, said Tata Coffee Grand was developed in-house, after months of research and consumer studies.

A 50g bottle has been priced at Rs 130 in the north, west and eastern regions in the south, it is seven to eight per cent lower, he said. The southern region accounts for 80 per cent of

plan is to take coffee and water revenues to 35 per cent and seven per cent, respectively, in the next few years, as the company wishes to reduce its dependence on tea.

TGB had set the process in motion a few years earlier with a tie-up with global coffee house major Starbucks.

At the time, there was big gap in the packaged coffee space in India.

Globally, TGB has brands such as Eight O' Clock Coffee and Grand in its portfolio. The initial plan was to

coffee consumption in India and is also driving the shift from roast and grind to instant coffee, Dash added.

The brand will also be available in 50g pouches and sachets priced at Rs 3, Rs 5 and Rs 10. Rivals such as Bru from Hindustan Unilever (HUL) and Nescafe from Nestle are also available in these formats, implying TGB is taking the fight for share to their respective doorsteps, analysts tracking the market said.

TGB will be the third player in this

market. Bru and Nescafe make up the bulk of the instant coffee market in India. Bru's market share, according to industry sources, is around 49-50 per cent, while Nescafe's market share is around 51 per cent.

Last year, Nestle revamped its advertising for Nescafe, which was part of a global relaunch. The brand had a new slogan 'It all starts with a Nescafe', with unique digital ads calling the shots. This was in contrast to what the brand had done in the past when it had celebrities such as Deepika Padukone, Purab Kohli, musicians Shankar-Ehsaan-Loy and director-producer Karan Johar featuring in its ads.

Rival Bru wasn't far behind, getting actors Siddharth Malhotra and Anuskha Sharma on board. Prior to Malhotra and Khan, Bru had Priyanka Chopra and Shahid Kapur as brand ambassadors. The two brands have also taken their fight to the retail market, with exclusive Bru World Cafes and Nescafe Bars in select cities, intended to give consumers, mostly youth, an onground experience of the two products.

While Dash of TGB did not indicate what was in store for Tata Coffee Grand, he did indicate that advertising and marketing communication for the new product would roll out in a fortnight from now.

recently in the NJRS which enables the Assessing Officer (AO) and his superiors to view appeals pertaining to their jurisdiction based on the Permanent Account Number (PAN).

It is essential that the PAN number for each case is fed in the appeal to allow the system help the taxman.

“The new measure will drastically cut down time in appeal and litigation management in the department,” a senior official said.

The tax department is on a spree to ensure more and more number of people and taxpayers in the country use the PAN card. It has recently launched business application software which uses PAN to track all the transactions and financial records

of an individual and entity across the country.

Authorities working in the resource management wing of the NJRS database said the facility will also be made fully accessible for taxpayers in the near future so that they can check the status of their appeals on this portal.

According to official records accessed by PTI, the database has over 1.5 lakh orders and judgments and data of over 5 lakh appeals (pending and disposed) of ITAT, HCs and the Supreme Court was hosted for use till now.“The database is being continuously enhanced and more and more records are being uploaded every day,” said.

New Delhi: Aimed to reduce lengthy proceedings and time taken in l i t i g a t i o n , t h e I n c o m e Ta x department has activated a PANbased online system which enables the taxman to access cases in their jurisdiction on a click, amongst a building database of over 5 lakh appeals and 1.50 lakh judgements.

The new facility is part of the National Judicial Reference System (NJRS), an electronic repository of cases under the direct taxes category or income tax pending in legal forums like the Income Tax Appellate Tribunal (ITAT), Authority for Advanced Ruling (AAR), various High Courts and the Supreme Court.

“A new link has been activated

Mumbai: Bharti Airtel announced it will invest Rs 60,000 crore towards transformation of its network in next three years. Announcement comes ahead of impending launch of Reliance Jio, owned by Mukesh Ambani, next year. A majority of investment will go towards capex, Gopal Vittal, MD and CEO, Bharti Airtel (India and South Asia) said.

This will significantly improve the quality of voice services.

The Project Leap will see addition of 70,000 base stations in the current fiscal and 160,000 base stations in the next three years. It will swap out of legacy networks and will start with circles - Punjab, Karnataka, Andhra Pradesh and Assam.

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