All
Politics
Business
Entertainment
Sports
Celebrities
In his reply to the Motion of Thanks to the President’s address in the Lok Sabha, PM Narendra Modi was at his aggressive best as he savaged LoP Rahul Gandhi. From mocking the Congress leader and two members of his family for becoming MPs — mother Sonia and sister Priyanka — at the same time to turning “certain spaces into personal museums”. He was referring to the manner in which the Gandhi family maintains control over Indira Gandhi Memorial and had refused to share documents pertaining to the Rajiv Gandhi era with the Prime Ministers’ Museum. The PM said we have established the Prime Ministers’ Museum, where the legacy of every Prime Minister—from the first to my predecessors—has been honoured. “I urge their family members to visit it.” Taking a swipe at the three Gandhis who are all MPs, Modi said, “I pose an important question to the citizens through this House — have there even been three MPs simultaneously from the same family of SC community? I also ask, tell me if there ever were three MPs simultaneously from the same family belonging to the ST community…” There is a vast difference between their words and actions. However, the harshest jab was when Modi felt leaders have compulsions to raise questions on foreign policy to be taken seriously — he was referring to questions raised by both Rahul and Samajwadi Party chief Akhilesh Yadav on tensions with China. He asked them to read Bruce Riedel’s book JFK’s Forgotten Crisis— as it details discussions between India’s Nehru and the U.S. President John F Kennedy, revealing how foreign policy was handled during challenging times and the games played in its name. Congress leaders are apparently not amused by this suggestion.
Congress bossman Rahul Gandhi told Parliament that External Affairs Minister Dr S Jaishankar’s USA visit only sought an invite for PM Narendra Modi for the U.S. President Donald Trump’s oath ceremony. Jaishankar refuted RaGa’s averments, without revealing the true purpose after having accomplished never before witnessed outcomes. Highly placed sources reveal, “India’s MEA secured distinction of only nation’s representative holding bilateral discussions with the newly installed U.S. government both, before and after, official transition of power.” Dr Jaishankar didn’t elucidate beyond dismissing Gandhi’s tall tales to the Lok Sabha, but actually established grounds for PM Modi to ink U.S. deal for technology transfer regarding fifth/sixth generation fighter engines deliberately kept in abeyance over two years by erstwhile Biden administration. India will be on par though F35 fighter was doled out to Pakistan and, even poised to counter Chinese aviation capabilities with next generation fighters. Dr Jaishankar also held discussions with newly installed FBI director Kash Patel, National Intelligence Director Tulsi Gabbard over sensitive issues regarding Indian nationals targeted by earlier dispensation. Another positive outcome: Funding cut off for Gurpatwant Singh Panun, separatist pro-Khalistani rebel, creating aviation scares in India through threats of blowing up Indian commercial airliners. More covert results were achieved to become apparent sooner than later even as Rahul Gandhi termed Dr Jaishankar’s international statesmanship as mere kow-towing to U.S. hegemony.
Ever since mid-January when Bihar CM Nitish Kumar was accompanied by his son Nishant Kumar at a political function in Bakhtiyarpur, there has been a buzz that the JD(U)leader’s son would be taking a political plunge. The event was to pay tributes to freedom fighters, including Nitish’s father Ram Lakhan Singh, who too had participated in the freedom movement. Soon after the function, 50-year old Nishant, the only child of Nitish and his late wife Manju Sinha, told the local gathering that his father had put Bihar on the fast track of development and appealed to them to make him CM again. Nishant’s appeal came in the midst of reports that he was keeping indifferent health and had reduced public interaction. An engineer by training, Nishant had so far kept away from public glare. Raised by his mother, he is known to have spent time away from his father and dabbled in spiritualism. He came to live with his father only after his mother passed away in 2007. Those who have known the JD (U) supremo personally as well as politically feel with an indifferent health Nitish may no longer be in a position to even oppose entry of his son into politics much as he has always opposed dynastic politics. A section of JD(U) dominated by Kurmis is reportedly rooting for Nishant’s entry to perpetuate Nitish Kumar’s legacy; this section doesn’t care if it fits with Nitish Kumar’s vision of politics. It is being argued that JD(U) can’t survive without Nitish’s legacy. As for those competing against the towering stature of Nitish Kumar in Bihar — both the BJP and RJD — are also keen that a bumbling newbie and dynast Nishant does take the plunge and salvage JD(U). Ahead of assembly polls, JD(U) is likely to witness a churn.
What goes out seems to return to the same place. Well, how else could one view the unfolding scenario. Reports suggest that Aditya Birla Group-owned UltraTech Cement is in advanced talks to acquire Heidelberg Cement India. Heidelberg Cement India is the subsidiary of HeidelbergCement Group, Germany. It entered India in 2006 with the acquisition of erstwhile Mysore Cement, Cochin Cement and a JV with Indorama Cement. The company has plants at Damoh (MP), Jhansi (UP), and Ammasandra (Karnataka). If this acquisition happens, UltraTech may get Zuari Cements as well, which is a part of the Heidelberg Group. In such an eventuality, the Sitapuram plant of Zuari will also come under UltraTech. The Sitapuram plant was once with The India Cements (ICL). The India Cements got the Sitapuram plant as a bonus when it acquired Raasi Cement many years ago. Subsequently, India Cements sold the Sitapuram plant to Zuari to raise funds. The Parli grinding unit of India Cements, it may be recalled, was acquired by UltraTech. Since UltraTech has taken over India Cements, the Parli grinding unit has technically returned to its original place (since India Cements has now become a subsidiary of UltraTech). Well, the world is small after all. And, the world is indeed round!
An estimated 30% of the IAS administered Indian bureaucracy actively considers the VRS option. According to well-placed sources, “Last three years registered a spurt in the number of pending applications to exercise the VRS option, most officers still having over five years of service left. The handsome pension amount appears lucrative to many, including those put on notice by the Union government (and respective state governments like Maharashtra) for low productivity, efficiency and delinquent public service.” Majority of the pending applications seek the cushy handshake option, while those who fell foul of GOI evaluation parameters were told to consider exit plans sooner than resignation options later. Prime Minister Narendra Modi’s 1.0 and 2.0 tenures (between 2014 and 2024) had witnessed not only weeding out of senior officials through shortening of tenures under government service but also witnessed the lateral entry of professionals and industry domain specialists into government service. Similarly, several officials continue to perform government service notwithstanding their respective retirement from service due to their diligent and outstanding performance till retirement to include Pravin Pardeshi (CEO of MITRA). Others like former Chief Secretary of Maharashtra Dr Nitin Kareer are also expected to be tapped for active post-retirement service to the nation, sources reveal. As pen-pushing, non-productive Babus opt for early retirement the Maharashtra IAS fraternity anticipates similar cleansing of Maharashtra’s state secretariat that may be on the cards once again.
After all the hype over the low-cost DeepSeek artificial intelligence from China that seemed to be threatening the earlier model, doubts have begun to surface, at least in India, about its ability to continue posing a challenge to ChatGPT in the long term. The new app, which became the most-downloaded free app on the iOS App Store in the U.S. a fortnight after its launch on 10 January 2025, resulted in a steep fall in the share price of the more established Nvidia. While various users and reviewers have hailed it as a harbinger of the “global AI space race”, experts here are raising the old question of the longevity and reliability of anything made in China, especially when it is priced at a fraction of others in the same space. Says one leading infotech player, expressing the opinion of many in the field: “Like any data from China, nobody knows the real cost — it may be a whole lot higher than those incurred by Open AI.” Drawing a parallel with renewable energy, this expert points to a record 11 Gw of wind turbines commissioned years ago with turbines in almost all remote areas but no connection to the grid. “Renowned global consultants based in China whom I have met, always take any data from the Chinese government or otherwise from China with a pound of salt,” he adds. “It is perhaps disruptive news to pull the U.S. down. Let’s wait and see.” The Chinese company, established in Hangzhou, Zhejiang in 2023, is owned and funded by Chinese hedge fund High-Flyer, which develops open-source large language models (LLMs).
In recent times, Bollywood has seen a noticeable shift, with many newcomers struggling to leave a lasting impression on audiences. This decline can be traced back to a variety of factors, including the selection of projects that fail to resonate with viewers. Gone are the days when iconic films like Betaab, which introduced Sunny Deol or Rocky which launched Sanjay Dutt, captivated audiences and launched the careers of these stars. So too Jackie Shroff with Hero. In contrast, today’s newcomers like Suraj Pancholi, Siddhant Kapoor and Sasha Agha find themselves lost in films that do not provide them with the platform to showcase their talents effectively. The recent film Azaad featuring Aaman Devgan and Rasha Thadani serves as a case in point. Aaman Devgn, nephew of Ajay Devgn has struggled to make a significant impact, while Raveena Tandon’s daughter Rasha Thadani managed to capture some attention with her performance. Many of the films do not offer the newcomers a fair opportunity to shine; often focusing more on star power than on storytelling. For instance, in Azaad, the narrative centres around the titular horse rather than the lead pair, which diminishes the impact of the human characters. This misalignment can lead to a lack of engagement from the audience, making it difficult for the actors to connect with viewers. Aaman’s performance, despite being camera-friendly, lacks the emotional depth and histrionics that are often necessary to truly engage the audience. In contrast, Rasha stands out with her strong screen presence and impressive dance moves, showcasing a talent that could potentially elevate her career. Ultimately, even when a film does not resonate with audiences, a standout performance can create opportunities for newcomers to prove themselves.
The England captain Jos Buttler did not mince words on the matter of fast bowler Harshit Rana replacing Shivam Dube as the like-for-like “concussion substitute” in the fourth Twenty20 international in Pune. The scoreboard will show left-hander Dube having scored 53 off 34 balls with 7x 4s and 2x6s – a fine performance that went a long way in India posting a stiff 181 in 20 overs after being rocked by Saqib Mahmood’s three-wicket burst in his first over. It was Dube’s first international match in eight months. Rana, who replaced Dube after India chose to use the “Concussion substitute” rule at the innings break, ended up with flattering figures of 3 for 33, sending down his full quota of four overs. Rana took the wickets of Liam Livingstone, Jacob Bethell and Jamie Overton – all capable of giving the ball a solid whack. A pertinent question that cropped up was whether “Rana was a like-for-like’’ replacement for Dube, particularly as a fast bowler. In his previous 33 matches, Dube had sent down 45.3 overs and taken 11 wickets with a 3 for 30 as his best against Bangladesh in Nagpur in 2019. He did not bowl in 11 matches and went wicket-less in 15. Buttler disagreed with “Rana coming in for Dube” and wondered if Dube’s bowling speed had shot up by 25 miles per hour or if Rana’s batting had improved. On the face of it, Rana was a far from like-for-like replacement for Dube. India’s bowling coach, Morne Morkel, explained that the team forwarded Rana’s name and the match referee, Javagal Srinath approved it. The unsavoury event will compel the ICC to mull over the “Concussion substitute” rule.
Armed with a landslide majority in Maharashtra, the BJP, it is learnt, is now strongly pushing its coalition partners up against the wall. Not only has it launched a strong attack against Ajit Pawar’ party deputy leader Dhananjay Munde but it is keeping Eknath Shinde on the edge too. While the knives have been sharpened against controversial minister Dhananjay Munde demanding his resignation for the alleged involvement of his aide in the murder of Beed sarpanch Santosh Deshmukh. Munde and his party have been resisting and fighting it against all odds. While Ajit Pawar may have strongly backed Munde for now, he realises that the BJP may not stop at him and could launch fresh salvo against his other deputies. Hence, Pawar has directed his men to maintain a clean slate and even demanded that freshers be vetted before giving entry in his party. His contemporary, Eknath Shinde too is not having it easy with BJP ministers like Ganesh Naik eyeing his Thane stronghold and launching a worker engagement campaign clearly with an eye on the forthcoming local body polls. While Shinde chose to brush aside concerns, his workers have threatened to do a quid pro quo by launching similar exercises in BJP’s constituencies. Shinde did not attend the cabinet meeting last week, while Munde is believed to have left mid-way. The BJP strategy seems to be to keep the coalition partners constantly on the edge.
The year 1952 saw the release of a cult movie and a classic coming together of two names that shaped Dravidian cinema indelibly. A talented writer from Thirukkuvalai …the indomitable M Karunanidhi (DMK founder) and a firebrand actor who set the template for Tamil cinema…Sivaji Ganesan. These two cinema debutants made Parasakthi, an evergreen movie still remembered by connoisseurs of this powerful medium. Suddenly, Parasakthi is in the news. Two Kollywood producers are claiming the title Parasakthi. Vijay Antony (actor-producer-director-music director) claims that his 25th movie under production, Sakti Thirumagan has been already registered as Parasakthi for its Telugu version in July 2024. His posters were splashed on X. Imagine the shock that Town Pictures and avant garde director Sudha Kongara got on hearing that their Sivakarthikeyan’s 25th film Parasakthi has an ostensible me too. This was no filmi coincidence. A high decibel legal battle is being averted by Akash Bhaskaran, emissary of Kongara who met Antony to resolve the issue. AVM Pictures also endorsed that the title was given to Kongara’s team and all concerned were just heaving a sigh of relief. Then for Kongara trouble came from an entirely unexpected quarter. The legal heirs of Perumal Mudaliar, National Pictures, original Parasakthi producers decided to digitalise the 1952 hit and re-release it. This claims that the Krishnan Panju directed original has allotted only distribution rights to AVN for a few areas, that no other house could use the title. Avowedly, the Sivaji craze and the Kalaignar charisma guarantee big crowds.
European hospitals say 80 % of Covid patients lose the sense of smell, not regaining that sensitivity even after recovery. When the sense of smell is gone, vital sensory cognition is lost too. The five crucial senses of cognition and life are now viewed in a new light, as marketers and manufacturers perceive newer horizons to tap, post pandemic. Aradhna Krishna, the Dwight F Benton Professor of Marketing at the Ross School of Business, University of Michigan cites the intricacies of our sensory reach that marketers are engaging with. Scents from the past and present possess a unique signature, sensory cues. “Smell is vital to our existence, essential for taste, even foretelling danger like smelling smoke or bad food.” The Harvard Business Review acknowledges her as “the foremost expert in the field of sensory marketing”. Her book, Customer Sense provides researched insight on how the five senses influence human buying behaviour. Her paper on Olfactory Imagery postulates that imagining/imaging odours affects human responses towards products. No wonder India with its cultural and gastronomic diversities is so amenable to marketing products that evoke a positive response. Now restaurants may simply market their signature Panneer Tikka or Kerala Chatti Meen Kuzhambu by opening a vent directly onto the streets and, the hungry will just follow the aroma trail for an actual taste of their drool worthy dish.
The Citi never sleeps. Citibank literally rode on this famous tag line for an increased mind share even as India was only just opening up to the world in the early 90s. The MNC bank left no stone unturned embarking on its aggressive business expansion. Somewhere along the line, however, the aggressive instinct for growth turned ugly and, Citibank went about issuing credit cards without any let or hindrance, to onboard lakhs of customers. Citibank had indeed re-laid the retail thrust in the Indian banking industry. Many in Indian industry did follow the Citi line but, somewhere along the way, Citi went overboard as an incident in the early 90s hit national headlines. In its zest to recover dues, its agents waylaid a top bureaucrat in the Central government on the Bombay-Pune Highway in a case of mistaken identity. The script went horribly wrong and Citi should have realised the `retail difficulty’ in India. It did slug it out for several seasons thereafter. Though it launched credit cards in India in 1987, Citi’s market share has slumped to 4% from 13% just a decade and, it has decided to sell its retail business to Axis Bank. After 119 years in India, Citi is restructuring and exiting the consumer banking business. Over the last few years was Citi out of sync in India?
Late DC Kothari was a tall name in the industrial landscape of Tamil Nadu. And, Kothari Industrial Corporation Ltd (KICL), the agro input (fertilisers and insecticides) company promoted by him, an iconic entity. After him, the onus fell upon son Pradip D Kothari but, it hasn’t been a smooth ride. He had to fend off incursions from cousin, the late Shyam Kothari (son-in-law of the late Dhirubhai Ambani). Pradip Kothari did succeed in barricading KICL. That legal battle in the 90s did make national headlines then. Much water has flown under the bridge since then. KICL now appears to have undergone a major overhaul and, sports new names on the management list. Of course, Pradip Kothari remains the Chairman. But it is driven by self-taught entrepreneur Jinnah Rafiq Ahmed, who is now the vice-chairman & MD of KICL. Parveen Roadways, his key venture, does quite a lot of work for the Southern Railways showing his experience with the contracts business model. Will this push the well-networked Ahmed to opt for contract manufacturing of fertilisers sold under the brand name Horse? This could see the company do well and get re-listed soon after internal issues saw its share trading being suspended many moons ago. Hopefully, investors holding KICL shares would soon find a window to cash out.
There are certain advantages in being an unlisted, closely-held company. Owners of such firms, however, may encounter irritants coming their way. A few shareholders, with marginal holdings could prove to be an avoidable hindrance. One such unlisted, closely-held company is attempting to implement share consolidation ostensibly to ease the cumbersome procedural formalities in administration. It is also touted as a goodwill exercise offering small shareholders an exit option. In some instances, small shareholders do not see any goodwill in such an exercise. Rather, the move is viewed as an ill-intentioned initiative to get them out cheaply. The city of Chennai has seen Chettinad Cement, a well-known player in the bulk commodity space, delist its shares a few summers ago. But that has put its industrialist-shareholder AC Muthiah in a spot. If sources are to be believed, Muthiah is unable to get rid of his shares in the company at a price he considers equitable. The owner of Chettinad Cement appears to be playing it cool for now. The business, it may be recalled, is run by MAM Ramaswamy’s adopted son MAMR Muthiah who has an old score to settle with AC Muthiah, whom he had accused of usurping the company assets while his father was ailing. Alternatively, he doesn’t feel the need to acquire more shares, sitting comfortably as he is with a majority holding.
The world has indeed termed this as an abrasive action by Russian President Vladimir Putin. The Russia-Ukraine military face-off has certainly thrown the nation states across the globe in a tailspin. The ongoing war between the two hostile neighbouring nations is bound to have far-reaching implications for the international community. Nearer home in Chennai, this business group is keeping its fingers crossed. The abrasive action of Putin has put this abrasive maker in a tight spot. Carborundum Universal (CUMI), a Murugappa Group company, it may be recalled, acquired 84% of the ordinary shares of Volzhsky Abrasive Works (VAW), located in the Volgograd Region of Russia, through its wholly-owned subsidiary, CUMI International Ltd., Cyprus, for a consideration of around $37 million sometime in 2007. The Russian venture fetched CUMI a PBT of Rs 1,350 million during 2020-21. The company expanded the capacity of the nitride bonded silicon carbide facility at VAW. This was ostensibly done to provide the company the capability to address the increasing global requirement of nitride bonded refractories for non-ferrous and waste-to-energy applications. Well, the dynamics have completely changed now. With the two countries at loggerheads, a sense of uncertainty has gripped Indian business in Russia. An abrasive action has put this abrasive maker in a bind, it appears.
Come April 1, 2022, the IPO market will witness three major changes that will immensely benefit retail investors. First, as per RBI stipulation, investors cannot borrow over Rs 1 crore from NBFCs to apply for an IPO. Second, SEBI has split the current HNI category into two. The first part, 1/3 of the bucket size of HNI portion, is for Rs 2-10 lakh and, the second bucket size of Rs 10 lakh and above is for HNI-Non-Institutional Investors. Third: change in lock-in period for anchor investors from current 30 days in two bucket groups: 50% shares will have 30-day lock-in and balance 50% for 90 days. Clearly, institutional investors are uncomfortable with the 90-day lock-in with good reason. The last three months saw all new age companies losing around 50% values since their listing. Allotment for HNI category, in case of oversubscription, would be similar to the retail category with one lot per applicant. For example, in the Rs 2 lakh plus category it would be just Rs 2 lakh. Similarly, it would be Rs 10 lakh in the Rs 10 lakh plus category. The new rules will see unrealistic over subscriptions by over 200-300 times disappear to more realistic levels in turn, making grey markets vanish. It will also force promoters to price IPOs more realistically.
A little-read news piece got buried in the avalanche of revelations on Chitra Ramkrishna, her shenanigans at the National Stock Exchange and more. The interesting news has lost relevance now thanks to the identity disclosure of Ramkrishna’s ‘Himalayan Guru’ – Anand Subramaniam — her right-hand man at the NSE. A couple of days before the bombshell caused a blast, the Maharashtra Andhashraddha Nirmoolan Samiti (superstition eradication committee), founded by the late rationalist Dr Narendra Dabholkar, had submitted a memorandum to the Central Bureau of Investigation (CBI), also Mumbai Police seeking the arrest of the NSE’s former CEO and MD under the Anti- Superstition and Black Magic Act. Pointing out that Subramanian’s appointment as the exchange’s COO in 2013 had cost the NSE Rs 5 crore, the Samiti said the entire case was an embarrassment for India, as a highly-educated person like Ramkrishna took advice from a self-proclaimed guru. “MANS has brought it to the notice of CBI and Police Commissioner Mumbai that according to the Act it is an offence to claim divine powers and deceive people on the basis of it,” the organisation had said. “The current case is a clear incidence of a person holding important public office working under the influence of superstitious beliefs and hence doing harm to the greater public good hence we have decided to take up this issue.”
The Odisha Electricity Regulatory Commission (OERC), currently hearing the annual revenue requirement to fix bulk supply price for 2022-23, was subtly asked by the state government to disallow tariff hikes sought by power utilities. The popular Naveen Patnaik government has told OERC to find a win-win solution for all stakeholders. “The balancing act of finding a solution without consumer tariff hikes is the prerogative of OERC, which is doable,” an industry expert says. The rationale for “no power tariff hikes”: The Four Tata Power DISCOMs in Odisha especially, TPWODL posted excellent results for the nine-month period in the current financial year. Their performances contributed to a total of Rs 600 crore regulatory surpluses. In the regulatory framework, DISCOMs are permitted pass through of reasonable expenses and only 16% return on equity (RoE) and hence, the possibility to adjust the Rs 600 crore revenue surplus of Tata DISCOMs suitably while accommodating pass through of genuine expenses of GRIDCO, OPTCL and other state generation companies (OHPC & OPGC) with no increase in retail tariffs for consumers in 2022-23. The quality of power supply and consumer services in the State are expected to improve with capital investment of Rs 2000 Cr by the Odisha Government over the next 2-3 years.
The fast unfolding drama around Chitra Ramkrishna, the erstwhile MD of NSE, has pushed the issue of Corporate Governance back into focus. Breached more than it is practiced, it is the most widely abused term in the corporate world. Instances are a dime a dozen of vociferous proponents of corporate governance gave it a go by to suit their own interests. A trip down memory lane reveals this hard truth. When co-founder NR Narayana Murthy returned to head Infosys again, he brought his son Rohan along with him! A revered personality in the corporate world, he subsequently turned activist of an unusual kind. He went ballistic in public against the Infosys board, triggering the ouster of chairman R Seshasayee. In like manner, it still remains a mystery how a member of the search panel for the appointment of a chairman for Tata Sons landed the coveted job for himself. The mystery deepened when Cyrus Mistry was unceremoniously thrown out subsequently. “How could I go against the Tatas?” an independent director put it succinctly. It is easy to preach but, difficult to practice. When it came to cutting his stake in his bank the banker, who headed the panel on corporate governance, prevaricated. Corporate governance appears to follow a “heads I win, tails you lose” maxim. NSE isn’t so unique experience after all.
Looks like there will be no let-up in the probe against the “mystery Yogi” who gave divine instructions to former MD & CEO of the National Stock Exchange, Chitra Ramkrishna. At an official weekend meeting, PM Narendra Modi made clear that investigations must be conducted thoroughly to delve into the depths (gehariyan) of the scam. This means Ramakrishna will not get away with pleading innocence for having taken instructions from a godman who resided in the Himalayas. The official keenness to get to the bottom of the story is also because Ramkrishna, a qualified CA, was connected with an influential political family, a father-son duo, from Tamil Nadu since 2012. It was this connection that helped her secure the coveted job in 2013. Sources close to Ramkrishna, keen to protect her, are peddling multiple theories including one, about the yogi being a finance ministry bureaucrat besides speculative assertions about him. He was probably a Karnataka cadre officer, once a close aide to the senior Tamil Nadu leader. Interestingly, the political class seems very keen to see a bureaucrat is made the fall guy in the Chitra Ramkrishna episode so it fails to impact their political space.
The Indian cricket field will soon witness a major turf war of a different kind, a battle for media and digital rights. Amazon and Reliance Industries, two corporate majors locked in a head-on battle for physical shopping space in Future Retail, will also flex their muscles to bid for the 2023-2027 IPL rights. Valuations have breached the stratosphere already with talk of bids reaching $7 billion dollars and, many other giants ready to do battle as well. The previous 5-year cycle that attracted a consolidated Rs 16,347.5 crore from Star-Disney ends with the 15th IPL featuring 10 teams and more matches than were on offer under the 8-team format. Disney-owned Star India may have to reach deep into its pockets to take on the global e-commerce giant Amazon with its Prime Video OTT pay channel, even as India’s industry and commerce behemoth Reliance, with a broadcasting arm in Viacom18, opens up its considerable war chest to bid for what is seen in broadcasting as an everyday Super Bowl with a 2.5 billion worldwide audience. The BCCI may unbundle the TV and digital rights. IPL has probably already factored in its Rs 7,000 crore a year rights earnings, which is believable as cricket is king in India and IPL dishes out magical live sport entertainment.
This news comes as a much needed relief for many family-run enterprises. In a sudden about-turn, SEBI decided to make splitting of the posts of chairperson and managing director (CMD) by listed entities voluntary and not mandatory. A dozen such enterprises thrive in the Dravidian land. With one too many family members within such enterprises, splitting the CMD could have triggered considerable tensions within such enterprises. The consequences for them would have been a lot severe if it was enforced with a stricter fiat from the market regulator? What made the regulator do a U-Turn? One can debate the volte-face endlessly. One thing is sure, however. Regulation by force has often proved ineffective, and hasn’t really delivered the intended result. We have seen this happening in the unfolding Chitra imbroglio in the NSE. The entire governance structure at NSE appears to have gone for a toss. Will more rules solve the problems? They won’t. Be it in the re-nomination of the Maran couple on the board of Sun TV Network or the infamous Tata-Mistry imbroglio, corporate governance has been a consistent casualty. It reflects the erosion in the value system of society. The Venu Srinivasan and R Dinesh-led wings in the now partitioned TVS group have gone for non-family members to chair some of their boards. That’s refreshing. Laws often don’t get the right result.
Tata Power operations in Odisha is firing on all cylinders for an uninterrupted quality power supply. According to Shenbagam Manthiram, CEO of Tata Power Central Odisha, by 2023, the twin cities of Cuttack and Bhubaneswar will have power quality on Mumbai city standards, thanks to its SCADA technology and LT protection system. This apart, Tata Discoms is putting in place a cyclone resilience disaster network spanning 60 km between the Puri and Konark shoreline to withstand cyclones which annually ravage Odisha, paralysing its power supply. Moreover, it is focusing on a single digit AT&C loss through Capex plans of Rs 1500 crore over the next three years. It will soon launch smart pre-paid self-reading certified HPL 3 phase meters on rental basis at Rs 150 per month and re-charge options. “From February/ March 2022 power purchase in Odisha will go hi-tech, enabling customers with pre-paid meters,” says Manthiram. Initially, covering only 3 phase consumers the scheme will scale up to include others subsequently. The aim is to cover 175,000 customers, improving progressively thereafter. To achieve this goal, Tata Discoms has automated 155 sub-stations linked to SCADA, another 300 will be added this year so that by 2023, 80% of its sub-stations will be unmanned. By 2024 it plans to eradicate low voltage power supply pockets in Odisha and, unveil roof top solar projects in Odisha.
In the corporate world, the phrase ‘All is fair in love and war’ has assumed a new meaning. Well, all is fair if rules are observed is now the touted line and reasoning given to explain away an ethically and morally unjustifiable action. Institutional shareholders voted against a resolution but found themselves unable to vote out the resolution in the face of a steamrolling majority held by the promoters. A classic case was when the resolution relating to the reappointment of the Maran couple — Kalanithi and Kavery — sailed through at the annual general body meeting of the Sun TV Network despite a majority of institutional shareholders voting against it. The Maran couple are the highest paid executives in India. They have taken home close to Rs 1,500 crore by way of managerial remunerations over the last decade. The promoter remuneration is now the subject of intense debate. Is it ethical for promoters to vote on a resolution pertaining to their own compensation? The whole issue has made a mockery of the so-called SEBI-ordained tight governance system. Like the RBI does, can’t corporations be told to make public disclosure of detailed minutes of meetings that clear the compensation paid to promoters? At least that will give the minority shareholders a clue about the logic for the high pay packets.
There is great news for coffee drinkers, bombarded for years by their brothers and sisters on the other side of the coffee-tea divide and, all they heard was about the health benefits of tea, the cup that cheers but not inebriate. The findings from a large research group of 4.70 lakh people over 11 years suggests that coffee could help you live longer. Scientists not only know how many cups per day of beans to cup coffee are best but have also found out that three cups of ground coffee a day is the best. The findings also suggest that decaffeinated coffee gives almost as much benefit while not so in the case of instant coffee. Moderate coffee drinkers who take up to three cups of ground coffee a day are 12% less likely to die too soon and, 17 to 21% less likely to die from heart disease or stroke, according to a study by the Semmelweis University in Budapest and Queen Mary University, London. The benefits are only partly due to caffeine containing antioxidants while other chemicals play a larger role. The focus of the study was on the effect of coffee on cardiovascular health. But higher coffee intake was also found linked to cause cardiovascular mortality. So, do drink up to three cups a day without guilt.
Chennai’s real estate market is abuzz over news that the TVS Group has put its landmark property on Chennai’s Mount Road on the block. This 2.14 lakh square feet property that houses Sundaram Honda Sales, Madras Auto Service and a clutch of family-run companies, is a bespoke landmark, along with Spencer’s, LIC and Higginbothams. Generations have gawked at these imposing car dealerships. It is learnt that real estate biggies from Bengaluru like Purvankara, Brigade, Prestige and Embassy have thrown their hats into the frenzied bidding ring. Sources say Brigade Group has pocketed the deal with a Rs 550 crore offer. Senior VP of Anarock Property Consultants, Sanjay Chugh, says the sale will set the trend for commercial and retail development on Chennai’s arterial Mount Road and its hinterland. The $ 8.5 billion TVS Group quietly restructured the family holdings while putting an end to the holding company practice. Hereon, each of the four families will completely own the businesses they have grown, following the mega sale monetization of the assets. Corporate analysts say the sale of the Mount Road property could be the starting point of many more future deals. It may be noted that TVS Group owns a big chunk of properties in Chennai’s Poonamallee, Tiruchirappalli and Madurai. Cashing in when the going is good seems to be the motto now.
Finance Minister Nirmala Sitharaman’s Budget announcement of 400 new Vande Bharat trains at a time when only two currently ply in India — Delhi-Varanasi and Delhi-Katra — has set the wheels in motion at high speed. Train 18, as it is called, is a semi-high-speed, intercity EMU train with airplane style rotatable seats designed and manufactured at the Integral Coach Factory at Perambur in Chennai. Railways Minister Ashwini Vaishwav says a new version series of these trains has been designed and serial production for the rakes is likely to commence by September. With the focus on safety and comfort, including reduced noise and vibration levels, the Indian Railways and its vendors are working hard to meet these new targets. “We have an order for the front end of 35 trains and are now building them,” says Shekhar Sardessai, Executive Vice Chairman & Managing Director of the Goa-based Kineco Ltd. A pioneer of composites for the manufacture of a wide range of products for rail, road, air and space transport vehicles, Kineco is also understood to have bid to create the complete interiors for the first rollout of the trains. The Railways is also considering the use of aluminium over steel for building the coaches, to make the trains lighter and faster, as well as, improving energy efficiency.
What holds a business family together? Just about everything. But, when it entails an extended family, then the task become more daunting. One Chennai-based conglomerate discovered the right formula many summers ago, to navigate the business cycles smoothly while also keeping the assorted wings of the larger family well and truly satisfied. The Murugappa group employs a house-keeping entity that has largely been instrumental in fairly compensating male members of the extended Murugappa family. They may all be differently talented but, when it comes to compensation, each of them (read every male heir) is treated on par. This entity came in handy especially when the group established a Murugappa corporate board and went in for a group branding in the ‘90s. The board members and others in the family were largely paid compensation through this unlisted house-keeping entity. A public limited outfit, this house-keeping firm doesn’t include any family members as directors. It was structured in such a way to avoid action under the MRTPC lens. A little birdie tells us that female heirs in the family aren’t fortunate enough to enjoy identical benefits. That may explain the cause for the open rebellion demonstrated by Valli Arunachalam, whose father MV Murugappan, former executive chairman of Murugappa group, expired a few years ago. This family enterprise makes for a fascinating story, all the same.
All of a sudden, the Chennai corporate landscape is buzzing with action. It is witnessing some significant transformation. Indeed, coming events are casting their shadows before them (read SEBI ruling on splitting the CMD post). For the first time perhaps in its annals, a TVS group company will have a non-family member as chairman. Come April 1, TVS Motor Company will see non-executive director Prof Sir Ralf Dieter Speth becoming its Chairman. Promoter Venu Srinivasan will then be designated as Chairman Emeritus. Several summers ago when the TVS group chose to dilute its majority holding in its then joint venture, TVS Whirlpool, Suresh Krishna voluntarily gave up his position as the Chairman of the joint venture. Well, much water has flown under the bridge since then. Venu Srinivasan’s son, Sudarshan, in the meanwhile, has been inducted into the board of Coromandel International, a Murugappa group company. Sudarshan has joined the board of Coromandel International as an Independent Director. In an equally significant development, Srinivas Acharya, former managing director of Sundaram Home Finance, a subsidiary of Sundaram Finance, is being roped in to join the board of Hindujas’ housing arm. An able hand with enormous experience in the field of housing finance, Acharya can provide the Hinduja housing arm with deeper insights. Indeed, the Chennai corporate world is undergoing a churn
Tata Power took over four Odisha government-owned power distribution companies in early 2021, confident of turning these around in three years despite pressure from media Moghul and, ruling party MLA Soumya Ranjan Patnaik over the sought tariff hikes. Patnaik filed objection with the Odisha Electricity Regulatory Commission (OERC) over the Tata Power Discoms and Odisha government-owned GRIDCO’s Aggregate Revenue Requirement recommendations to hike power tariffs from the current Rs 296.20 per unit to Rs 385.21, for the financial year 2022-23. The OERC is currently headless after its chairperson and former IAS officer, UN Behera’s tenure ended January 15, 2022. Unless his successor is appointed, the existing quasi-judicial two-member commission is expected to conduct public hearings and pass power tariff orders for the next fiscal. Sources suggest that the OERC members are not in favour of a tariff hike. However, Tata Power’s business plan has worked out a detailed mapping of the high technical loss areas along with the investment required to reduce the same. Sanjay Banga, President of Tata Power says “magic will happen within the three-year time-frame by when, Odisha will emerge as the best performing discom (towering) over rest of India.”
Currently, IPO subscription in India is skewed to favour the leveraged HNI and subject to a very high degree of money power. Come April 1, 2022, this is set to undergo a major change with the RBI directing that no individual can be lent more than Rs 1 crore to apply for shares in an IPO. The immediate ramifications will be huge. Firstly, the number of times the HNI portion is subscribed will fall sharply from the present 100-800 times to maybe 5-10 times. The present grey market premiums which decide the subscription level will no longer exist at these levels as the subscription will not match. The reverse math will not allow such premiums to remain. The pricing of issues will go through a downward pressure as merchant bankers, promoters and PE Investors will no longer have the luxury to depend on leveraged HNI to back them. The standard practice of every issue opening at a premium of 20-30% of the issue price will simply stop. What would the new scenario look like? Probably more subdued and balanced. IPO price band would be realistic and listing gains of 10% would be a great number. HNI subscription being in single digit would be the new norm as SEBI would also have notified the new norms of splitting the HNI bucket into two. For retail investors it is a welcome move.
When NS Raghavan, one of the seven co-founders of Infosys, was inducted as the Chairman of the Chennai-based Murugappa group, it took the entire corporate world by surprise. It was hailed as a path-breaking initiative by a family-owned group. Subsequently, the group set up a Murugappa Corporate Board. The ostensible reason for setting it up was to let the myriad group firms be run professionally. In 2020, the corporate board was dismantled. That has also taken many by surprise. Has the wheel come full circle? Tongues have, in fact, started wagging. Why was the two-decade old group corporate board dismantled after being in existence for two decades? Well, much water appears to have flown under the bridge since its formation many summers ago. The group itself has seen GenNext coming to the fore. Also, the group is under public glare with the daughters of late MV Murugappan alleging discrimination and seeking legal recourse for justice. Though the group comprises four families, there isn’t any complicated cross-holding structure in group firms. If grapevine is to be believed, there seems to be an informal demarcation of business among the varied families within. And, these sources suggest that each of them enjoys operational leeway with little cross-participation of family members in different group boards. Is Murugappa following the TVS model?
What does holding one-fifth stake in a company mean to the strategic investor? Wielding major influence on the running of the enterprise? Well, it depends on variable factors. Some investors are just happy to park their funds and, earn rich dividends as income. Others, however, seek a more active role in the running of operational affairs. More than anything else, the nature of the enterprise itself defines the role of a one-fifth shareholder. An equity stake of 21.28%, as on September 30, 2021, made DMart’s founder Radhakishan Damani a significant player in The India Cements business. The promoter group – N Srinivasan family — holds a 28.42% stake in the company. Operating a cement enterprise is no kids’ play. Given the very nature of the operating environment, the cement business makes for a heady cocktail which needs a customised management to run the enterprise. Also, the rough and tumble playground requires a combination of native intelligence and deep marketing mind as sine qua non to safely and securely navigate the playing fields. That is a catch that the Damanis appear to fully understand as also, India Cement’s illustrious history. The indefatigable never-say-die spirit of N Srinivasan at the helm with near-term excitements aplenty will make for a fascinating long-haul story! One thing is for sure, however. It is only headed for more interesting times.
What is the difference between a shrimp and prawn? The simple answer: both belong to different suborders of Decapoda, but are very similar in appearance and the terms are often used interchangeably in commercial farming and wild fisheries. Kings Infra Venture Ltd has gone a step further in dispelling another common notion: that prawns are bigger than shrimp. The Kochi-headquartered company has just created a world record by growing 80-gm L Vannamei shrimps – better known as the whiteleg shrimp – in its pond. These measure 210 mm, against a record of 230 mm in the ocean. Kings Infra – earlier Victory Aqua Farm – is looking at its shrimps attracting a premium in both domestic and international markets by providing sustainability and traceability certifications. This is special because Greenpeace International had added the whiteleg shrimp to its seafood ‘red list’ in 2010 with its risk of being sourced from unsustainable fisheries which contribute to the destruction of vast areas of mangroves. Explaining that the record-breaking growth was achieved in normal earthen ponds by applying proprietary protocols developed by his company’s R&D wing, Chairman & Managing Director Shaji Baby John says: “Being a technology-driven sustainable aquaculture company, we used only antibiotic-free feed, probiotics, and natural supplements including ingredients like curd, jaggery, turmeric, moringa leaves, garlic and tamarind regularly to improve immunity, disease resistance and growth rates.”
Getting a steady supply of drinking water is a problem not only in the most backward areas of any country, but in modern facilities, too. One such place has been the Mumbai High oil drilling platforms in the Arabian Sea. The offshore oilfield, about 75 metre deep in the water, was discovered in 1974 and the Oil and Natural Gas Corporation (ONGC) pumps up about 12 million metric tonnes (MMt) of oil a year from the 1,659 MMt the oilfield holds. The supply of drinking water for the officials and crew manning the drilling platforms 176 km away from Mumbai, however, has been a logistical challenge since production began in 1976. No longer: Maithri Aquatech, a Hyderabad-headquartered manufacturer of atmospheric water generators, has installed its machines on the oil rigs. “These are the first installations of their kind in the world!” says an excited Ramkrishna Mukkavilli, founder-chairman of Maithri, which has set up four AWGs after winning an ONGC tender. The entire system for these machines – which cost about Rs15 lakh each against the normal ones at Rs10 lakh – had to be specially designed to suit the conditions, Ramkrishna explains. The evaporation coils needed to be strong enough that they wouldn’t get blown away in the high wind velocity of nearly 150-180 kmph, while the entire machine was made of stainless steel to resist seawater corrosion.
The Chennai-based ePlane Company, which provides electrically-operated air taxis for intra-city commutes, announced last week that it has raised $ 5 million in seed funding. The company, founded by Prof Satyanarayanan Chakravarthy with Pranjal, one of his engineering students at the Indian Institute of Technology, Madras, said it would use the funds to hire top talent, conduct R&D and continue to work for air-worthiness certification for its pollution-free small aircraft. An analysis conducted on the business of urban air mobility and electric vertical take-off and landing aircraft (VETO) by JP Morgan Securities LLC describes the sectors as “nascent, with big potential”. These markets, it says, can change the way people travel – but they are, for the most part, new markets with a lot to prove. US-based Dr Aravind Melligeri, Chairman & CEO of Aequs Inc which manufactures about 3,000 different types of products at its aerospace facility in Belgavi, Karnataka for aircraft makers and others – was too far ahead of his time for small aeroplanes which he had launched for personal use more than a decade ago. “The winner takes the most in this business,” he says. “When the dust settles in this space, we will have one or two left globally and several in the graveyard.”
CEO of popular retail chain Café Coffee Day (CCD), Malavika Hegde is in the news for smartly turning around the company after the tragic demise of her husband VG Siddharth in July 2019. Within three years she pared down the business debt, that stood at a whopping Rs 7200 crore to Rs 1731 crore. So, how did she succeed? A top source in the conglomerate’s logistics arm says, “I don’t understand why this question is being asked. Even an Ambani or an Adani, with all the cascading cash flow revenues would find it difficult to pay off such a daunting sum. Something all should know; this gutsy lady didn’t even ask for a haircut. Just conveyed that every rupee would be paid off. She has brought the debt down to 1730 crores (which is nothing short of) a miracle.” Sensible strategies were introduced to monetise non-core businesses, business plans remodelled, tighter integration of fiscal strategy and, above all, the goodwill of the workforce who believed Malavika would pull it off. The daughter of former Karnataka Chief Minister SM Krishna, married into a well-heeled family of plantation owners, Malavika has proved yet again that women are more than capable to correct tail spins, just as efficiently as they manage their families. No doubts there at all.
The beleaguered Punjab and Maharashtra Urban Co-operative Bank’s (PMC Bank) draft amalgamation scheme with Unity Small Finance Bank (transferee bank) may have to be reworked ahead of the upcoming BMC polls. The fly-in-the-ointment pertains to the clause that “no further interest will be payable on interest-bearing deposits of transferor (PMC) bank for a period of five years from the appointed date (of merger). It will be a long wait of five years for innocent depositors to be paid their money in full. PMC Bank’s deposits stood at Rs10,535.45 crore at end of March last year with nearly 50,000 depositors expected to bear the brunt of the current deferred payment scheme. A number of housing societies (read voters) in Mumbai had deposited their funds in the PMC Bank. Even bank employees’ cooperative credit societies were caught in this jam: The RBI Officers’ Co-operative Credit Society with some 3,500 members has FDs of Rs 105 crore while the RBI Staff & Officers Co-operative Credit Society with nearly 8,300 members has Rs 86.50 crore. Sahakar Bharati, a powerful force in the cooperatives space, has already made clear its discomfort with the scheme as things stand today and sought a relook at the repayment plan for depositors. Will political parties in the BMC polls fray take up the issue now? Last year, the RBI gave a licence to Centrum Financial Services and BharatPe to set up a small finance bank, Unity Small Finance Bank so the PMC Bank could be amalgamated with it.
Move over Japan and USA, India now has a 300MW gas insulated substation (GIS), which can scale up to 700MW, that ensures full power 24×7 to 10 data centers on the two-million square feet Mumbai campus of CtrlS. Backed by three different sources and diversified paths that power it at all times, the GIS facility will allow businesses to co-locate their high-density IT infrastructure with seamless scalability, customized to growth requirements. The Hyderabad-headquartered data center major, with a campus in Noida too, is in the business of guaranteeing totally safe data hosting to its global clients. The new GIS facility with “very limited” sensitivity to environment and humidity, is corrosion proofed, seismic resistant, operating life longevity of over 50 years and maintenance free for 25 years. It is not only advanced but sustainable, too, possessing LEED Platinum certification and, designed to withstand earthquakes measuring 9 on the Richter scale. “This deployment is our commitment to the industry as we continue to address the growing needs of hyper-scalers, telcos, BFSI, healthcare, gaming and new-age companies,” says CtrlS Datacenters Founder & CEO Sridhar Pinnapureddy. The GIS technology originally started in Japan in the 1960s to save space as against, conventional air-insulated substations. Even in the USA only about 2-5% of new substations constructed are GIS facilities.
For journalists, even authors, high prestige also follows penning the Biography of a national icon. If that doyen is Ratan Tata, Chairman Emeritus of the Tata Group, it is most certainly a reiteration that one has arrived. Many wannabe authors had vied to write Tata’s biography but, being introverted, Tata felt the moment was not opportune then. Now, comes the news of Tata’s authorized biography to be published by Harper & Collins, will be penned by retired IAS officer Dr Thomas Mathew who was additional secretary to the late Indian President, Pranab Mukherjee. Dr Mathew has already written two books – The Winged Wonders Of Rashtrapati Bhavan and Abode Under Dome. But, his nomination to write Tata’s life account surprised many corporate watchers and equally upset at least two hopefuls. Well-known in the national capital’s politico-corporate circles neither got the endorsements for the prestigious writing assignment of a lifetime. The two highly networked Page 3 personalities, in their own rights, have been closely associated with the Tata group in various capacities as advisors and strategists for long. Clearly, one man’s gain is two men’s lost recognition.
The Bengaluru-headquartered MTR Foods has fired the first salvo in its battle with fellow Bengalurite iD Fresh through an advertisement announcing its distinctive batters for idlis, dosas and even its ‘signature dosa’. “Idli and dosa are not the same. Why is your batter alike?” the advert questions. “Shots fired! How would iD react/respond?” asked a Twitter user. Others are quick to take up cudgels on behalf of one or the other of the two and say “Those who make it at home know there’s no major difference” or, even point out that the real competition for both MTR and iD is from mothers who make batter by themselves at home. One self-proclaimed ‘Delhi-Malayali’ says the convenience and taste of iD is “good enough to keep me loyal” while another asserts that those who love idli and dosa but don’t make it at home wouldn’t be too bothered. Musthafa PC, Co-Founder & CEO of iD Fresh, is unruffled: “We had tried it (separate products). Consumers prefer the same batter for both.” Meanwhile Musthafa has announced that the company has received Rs 507 crore in a Series D round of funding, led by NewQuest Capital Partners, in one of the largest deals in the food start-up space. Clearly, with such big funding the battle for batter could intensify in the coming days.
Prime minister, Narendra Modi, states ad nauseam that he wants India Inc to prosper and, therefore, the all-out efforts by his government on the ease-of-doing-business front. For the Reserve Bank of India (RBI) though, it was business-as-usual when it recently “forced” RBL Bank’s renowned boss, Vishwavir Ahuja, to go on leave without citing what went wrong at the private sector bank. This comes in the wake of fiscal imprudence causing upheavals at several banking institutions over the last five years including Punjab National Bank, the Infrastructure Leasing & Financial Services, Dewan Housing Finance Corporation, YES Bank, and Punjab & Maharashtra Co-operative Bank. These incidents led to considerable financial instability at huge cost to the exchequer. It also distracted the ruling government which had to expend both time and political capital to salvage and set right the mess. This has been the case since the early 1990s — remember Harshad Mehta scam, CRB Capital, Ketan Parekh-Bank of India and Madhavpura Co-operative Bank. Successive Union governments were compelled to launch into respective cleansing acts after the RBI was caught flat-footed on the supervisory front. Surprisingly, no one at RBI was asked to go on leave or lost their jobs because of supervisory lapses. Can India Inc afford regulatory complacency anymore?
An advertisement in a newspaper, issued by the Credit Recovery and Legal Service Department of the public-sector Union Bank of India, announces an e-auction of immovable property at Mahalunge in Pune district to recover loans totalling Rs 52.74 crore. The property, around 1.27 hectare, is being auctioned because of borrowings by Viorica (sic) Hotels, which operated the erstwhile Hotel Holiday Inn — now Hotel Ramada – at Hinjewadi on the city’s outskirts. The ad names four personal (which the bank spells ‘personnel’) guarantors and, five corporate guarantors, headed by Vascon Engineers. “We will not be affected by this,” says Vascon founder chairman R Vasudevan, whose son Siddharth is among those named in the notice. “I don’t know why they are still dragging us into it. We got out of the hotel business five years ago, when we sold the property to Maruti Navale, formerly of Singhgad Institutes.” Navale and his Neemco Traders are also named in the notice. Vascon, which got into the hospitality sector in 2006-07, exited it because, as Vasudevan had explained then, this was a specialised job which did not fit into their specialisation of construction. The company held stakes in three hotels in Pune — Holiday Inn, Hyatt Regency and Golden Suites — and two in Goa, Galaxy Resort and Vista Do Ria.
The Indian pharmaceutical industry witnessed many learning curves and has come a long way since the days of controls. Today, the industry wears an entirely transformed look. In the rough and tumble of the modern-day business world, which has to contend with intense competition, only an honourable few have managed to ensure the longevity of their respective businesses. Take the case of Chennai-based company Tablets (India), one of the early pharmaceutical ventures in the country. It was founded in 1938 by Sri Krishna Jhaver, who ventured into the healthcare and pharmaceutical industry and acquired the British-owned Oakley & Bowden Company based out of Chennai. While primarily set up to serve the healthcare needs of British Colonials, it was renamed Tablets (India). It boasts of some well-documented products in the pharmaceutical and nutraceutical segments and is recognized as a pioneer in amino acids and probiotic therapy. A flagship company of the closely-held Jhaver Group, it is managed by accomplished professionals across various functions in the organization. It has five business divisions and three manufacturing facilities. How long could it have remained a family-owned enterprise? Not just that. The owners too, want to unlock value, thereby monetizing a part of their holdings. And what better way than to tap into the capital markets even as IPOs seem to be the flavour of the season.
Avantha Group promoter Gautam Thapar’s fall, currently lodged at Delhi’s Tihar jail, was swifter than his meteoric rise. A series of events dislodged the 61-year-old industrialist from his pedestal, the latest being a special CBI court denying him bail in an alleged fraud case. Thapar was arrested in August 2021 by the Enforcement Directorate for money laundering following a sale of property in Delhi. The property, mortgaged to Yes Bank against a loan by the Avantha Group, was purchased by another firm at much lower than prevailing market rates. Coincidentally, Yes Bank’s founder Rana Kapoor’s wife was a director on the board of the said firm. What led to Thapar’s fall from grace? A Doon School and, US-based Pratt Institute alumni, he joined the family business Thapar Group in 1980 and is credited with turning around many of the group’s ailing businesses. In 2007, he bought over the family enterprise, rechristening it as the Avantha Group. An over-ambitious Thapar launched into aggressive global acquisitions under Crompton Greaves and the BILT brands, even foraying into the power sector in 2008. All these ventures, however, bombed with accusations of financial fraud and corporate governance issues abounding thereafter. The group companies were taken over by lenders, and the ‘rainmaker’ turned into an economic offender even having “criminal antecedents”.
Anyone in Mumbai wanting to sell a vehicle is now digitally enabled to exchange his or her vehicle registered in, say, Nagaland but parked on the outskirts of Delhi with a buyer from Bengaluru. This, according to Shriram Automall India Ltd (SAMIL), is thanks to a new cutting-edge system of ‘Phygital’ (Physical plus Digital) solutions, which helps to connect buyers and sellers all over India to exchange their pre-owned vehicles and equipment. The company, which is India’s largest platform for such transactions, used the same system for its latest strategic partner, Daimler India Commercial Vehicles, and exchanged and delivered the first batch of 10 BharatBenz trucks in Manesar (close to Delhi). Such transactions, of over 160,000 vehicles and items of equipment, with more than 4,000 physical events and over 25,000 online events conducted across the platforms, brought SAMIL business worth more than ₹3,000 crore last year – at an average selling price that was 10% higher than in the earlier year. In addition to all this, what Chief Executive Officer Sameer Malhotra is really excited about is that the company is now also certified as a “Great Place to Work”. “This reiterates SAMIL’s focus on achieving business goals while managing work-life balance and building what the Great Place to Work Institute has recognised as a High-Trust & High-Performance Culture,” he says. “This is a proud moment for us.”
Nothing much has happened in the year since Prime Minister Narendra Modi appealed to the Indian toy industry to ‘make in India’ instead of relying on imports, especially from China. After his appeal in February 2021, the industry has been waiting for incentives, but in vain. The only positive development was a month earlier: the introduction of compulsory BIS certification, for both domestically-manufactured and imported toys, with effect from 01 January. This has cut down official imports – but CKD is still permitted – which, say industry spokespersons, allows traders to bring in the entire item in collusion with customs officers who are content to look the other way for a consideration. “We need more positive action”, says Vikram Goel, CEO of the Mumbai-based Infotech Resources, a manufacturer, exporter, supplier and retailer of hand puppets and soft toys. First, he says, the Government should give them free land to set up manufacturing facilities. It should also provide free space in Indian toy exhibitions and sponsor those abroad. A stall in a Mumbai or Delhi event puts an exhibitor back by Rs11,000 while a trip to Nuremberg for the biggest global exhibition costs about Rs11 lakh plus the fares. “Which small manufacturer can afford that?” he asks.
Even as the corporate world rolls up its sleeves and prepares to get back to offices and tables, not everyone will be able to resume the daily commute. Some companies, including large multinationals, have cut their overheads by giving up their plush leased offices soon after work from home (WFH) became the norm (prevalent). So, the many who have got used to working while lounging comfortably in their pyjamas cannot, even if they – or their families – want to, as they no longer have a workplace to go back to (which they can start going) again. The Bengaluru-headquartered Toyota Kirloskar Motor (TKM), which has its manufacturing facilities at Bidadi on the outskirts of the city, gave up the lease on its corporate office in the city’s posh Vasanth Nagar soon after the pandemic made it impossible for people to get to it. “We have decided to stick to WFH,” said the India-Japan joint venture’s vice chairman and managing director Vikram S Kirloskar. “When we need to have meetings, we can have them in a hotel instead of our own conference room. Anyway, people who need to come in from our other offices stay in a hotel.” Surely, the company is making huge savings by way of rents but are the employees really happy to WFH?
Odisha Chief Minister Naveen Patnaik is leaving no stone unturned to transform his state. And, the results appear to be showing. It is reliably learnt that five steel giants have finalized mega investments in Odisha namely: Posco, ArcelorMittal, Tata Steel, Jindal Steel and JSW. While Posco has evinced an interest to invest once again, steel magnate Lakshmi Mittal’s ArcelorMittal has secured approval from the Patnaik government to set up a 24 MTPA greenfield integrated steel project at Kendrapara district. Similarly, Tata Steel will expand its Kalinga Nagar capacity from 3 MTPA to 8 MTPA; while Jindal Steel & Power will up its Anugul plant capacity from 6 MTPA to 25.2 MTPA. This will make JSPL’s Anugul plant the world’s largest single location steel plant. JSW, which acquired Bhushan Power & Steel plant located at Jharsuguda, will also ramp up capacity from 5 MTPA to 15 MTPA while the Rungta Mines’ Karakhendra plant capacity goes up from 0.53 MTPA to 3 MTPA. If all goes as planned, Odisha will become the ‘Steel Capital’ of the country, driving national economic growth through steel production. The state had a mere 2 MTPA steel production capacity in 2000 compared to its steel production of 30 MTPA today and, plans to further increase it to 100 MTPA by 2030. Clearly, Odisha is setting the pace of development for India.
Suddenly, Chennai has turned into hyper city. The listing of SaaS (software-as-a-service) firm Freshworks on Nasdaq, eliciting record bids by a little known Latent View Analytics and the attraction of huge funding by an obscure Ram Charan Company has pitch-forked the usually docile business world of Chennai into the national limelight. Is Chennai getting a new sense of importance? Not really, if one were to take a deep dip down memory lane. This part of the world has been a trend-setter in very many ways. The first corporate film company (GV Films), THE first corporate hospital (Apollo), First Leasing Company, first time-share company (Sterling Holiday), first corporate education company (Triveni Academy), first hostile takeover (Cumi acquiring Wendt India in the early 90s) – you have all of them sprout from this Dravidian land. In that way, this is a hotspot for innovation and experimentation. And, the financial services business has a strong root here. Not surprising that this Mumbai-based financial services company has developed a Spark to put its Capital into this. Avendus must be mega pleased to discover this mid-market investment bank Spark Capital in Chennai. A Spark will do Avendus a world of good in terms of its ability to provide research-oriented insight and solutions to clients’ requirements. This one is indeed a Spark(ling) move by Avendus!
Two unrelated exclusive news headlines and, yet they are mutually correlated. Fifty-two-year-old India-born, XLRI Gold medallist from Sangli in Maharashtra, Leena Nair is handpicked to head French haute couture fashion perfume brand Chanel, come January 2022. In unrelated news, prices of the Jasmine flower soared to Rs 4000 per kilogram in Madurai, the Jasmine capital of India, after rains cut down supplies. The Jasmine flower with a geographical identity (GI) Tag of its own is world-famous by itself and till recently supplies were exclusively exported to Chanel in France that has since started growing its own special Jasmine flower stalks in Grasse. The Chanel’s flagship ‘Chanel 5’ perfume registers a sale every 30 seconds. Launched in 1910 by the stormy Gabrielle Coco Chanel, who also gave it the unforgettable tagline – The Scent of a woman. India’s Jasmine flower is coveted on all festive occasions. As Chief Human Resources Officer at Unilever Nair led a 150,000 strong corporate. At Chanel, with an equally formidable history she intends to take the iconic, $12.3 billion company to newer heights of aspiration. The Jasmine suppliers of Madurai may still expand production and marketing strategy to cater to this exclusive brand again after erratic supplies from India led Chanel to growing its own special bud in Grasse, France – the perfume capital of the world.
The Pune-based Maritime Research Centre (MRC) has achieved a milestone by submitting an interim report on a proposed national capacity- and capability-building policy to bring about effective Underwater Domain Awareness (UDA). This is a ‘whole-of-nation’ approach to bring all the stakeholders in UDA together, feels the founder-director of MRC, Dr (Cdr) Arnab Das, who presented it to NITI Aayog CEO Amitabh Kant in Delhi last week. Kant is understood to have appreciated MRA’s continued efforts in taking the UDA framework forward. The project had started with a presentation to the NITI Aayog Vice Chairman Dr Rajiv Kumar and four Advisors. Cdr Das also had the opportunity to meet Milinda Moragoda, High Commissioner of Sri Lanka to India, and brief him on the UDA framework and its importance for Indo-Sri Lanka relationships. The increasing maritime activities in the Indian Ocean Region lead to higher noise levels, affecting marine species that use sound for multiple biologically critical functions like foraging, navigation, communication and finding mates. The sensing of the undersea domain for threats, resources and activities, making sense of the data generated for security strategies, conservation plans and resource utilisation plans are vital; and the MRC is keen to play a major role in this critical national and regional initiative.
Sustainable energy is big on the Indian government’s agenda, from harnessing wind for the county’s energy needs to making it the primary source of energy for fishing vessels and the processing of marine products. Meetings with top government functionaries from Dr KV Subramanian, Chief Economic Advisor, to Fisheries Minister Parshottam Rupala demonstrated to wind energy evangelist Dr PKC Bose that the country is striving for excellence through renewable energy. Senator Bose, Vice Chairman & Managing Director of the Bengaluru-based Enercon Windenergy, a subsidiary of Germany’s Enercon Group, was in Delhi recently meeting top echelons of the government. They discussed India’s renewable energy sector — especially wind energy, its immense potential, untapped offshore market, policies and regulatory constraints as well as the challenges ahead. Their talks also covered the entire ecosystem consisting of energy, environment and economy, as well as energy economics – economic development and cost of energy under different market conditions, regulations, taxation and subsidies for renewable energy. The government functionaries, who articulated the relationship between energy, environment and economy for building a sustainable and net zero in India by 2070, gave all assurances to work in this direction. Renewable energy minister RK Singh’s commitment to achieve 100 GW wind energy by 2030 and his assurance of all support to the stakeholders was also ‘highly motivating’.
Made in India is definitely the flavour of choice for many a tech company when the CEO is chosen to lead uber successful tech brands. The podium of honour is filling up regularly, and fast with youthful, young incumbents, Made in India. Parag Agrawal is the latest to join this roll of honour, heading Twitter at 37, an IIT, Bombay alumnus, succeeding co-founder Jack Dorsey surely a class act to follow and build on. While numerous memes and encomiums sprouted thick and fast, Amul‘s celebratory ad garnered super attention. The ad showed Parag at his computer on which perched a Tweety Bird, and the blurb, Wholetweet toast to Agravault. Amul’s topical and buttery creatives are not entirely new to the public. The former Sheriff of Mumbai, late Nana Chudasama and his succinct banners (Above Talk Of The Town) on Marine Drive’s Soona Mahal was literally that in the 70s and 80s –talked about and debated. We Indians have a tolerable sense of humour too, and memes of Parag Agarwal elicited titters about Agrawal Sweets to Agrawal Tweets. Many a Tamilian wit has joked about the Alphabet CEO, Sundar as India’s “pichai” (largesse) to America, Nadella as our Sathya hi Shiv Hai! Another YouTuber takes this more seriously… “Make in India talent and technology to export to the US.” Hold the xsplit vcam torrent flag high guys and girls, India has download game maker studio 2 full crack super talent.
Global air compressor giant Atlas Copco, which has been on a buying spree over the last few years to take over major vacuum companies around the world, has just signed a sale and purchase agreement to buy out a Bengaluru-based company’s pumps business. The Indian arm of the $11-billion Swedish giant will, however, continue to use the latter’s HHV brand – which is a well-established and very strong one in the vacuum business – for the next three years. HHV Pumps was a 30% partner in a joint venture with a group of private individuals who were ex-CEOs of the century-old pumps manufacturer Edwards, which is now part of the Stockholm-headquartered Atlas Copco. Other vacuum pump companies that have been acquired include the 170-year-old Leybold and the comparatively young US-based Brooks Automation, which was established in Chelmsford, Massachusetts in 1978. HHV, founded in 1965 by SV Narasaiah (1924 -2021) as Hind High Vacuum Company Pvt Ltd, got a good deal, while the Swedish giant will gain a big foothold in the Indian market. The sale is expected to be completed in the first week of January 2022.
What’s in a name? Everything, some will say. So what, some will argue. At least in the Dravidian land of Tamil Nadu, the name and personality still count. With the business landscape undergoing rapid metamorphosis by the day, the conventional wisdom of placing faith on name and personality, however, is wrought with risk. If proof is required, you have. Take the case of the Shriram group and Star Health, the country’s first private sector stand-alone health insurance company. The Shriram group has long ceased to be a Chennai conglomerate. Known largely for truck financing, Shriram is also known for its chit business. Founded by R Thyagarajan (popularly known as RT), the group has since changed a lot. Today, it is driven from Mumbai by the Piramals. Not many know that the Shriram of today does not really belong to the city of Chennai. Star Health, too, is known by its founder V Jagannathan, an insurance industry veteran. That states such as AP and TN rolled out health cover for the citizens largely due to his connection was well known. Star too has changed. Once the IPO is over, Star will be vastly different. Perhaps the people of Chennai can’t really claim Shriram and Star to be their own!
Welspun One Logistics Parks, a pan-India integrated fund, development and asset management platform, a part of the $3.5 billion Welspun Group, has signed an MoU with Guidance, the Government of Tamil Nadu’s nodal agency, for investment promotion and single window facilitation. This is towards setting up warehousing facilities across Tamil Nadu. The projects will be executed by Welspun One Logistics Parks and will bring direct investments of around Rs 2,500 crore to the State. Under this MoU, a total of six projects have been proposed in the prime warehousing micro-markets like Hosur, Sriperumbudur and Tiruvallur; totalling a development potential of around 8 million sqft, to be built across a span of five years. Considering the tangible social and economic benefits that the investments entail, the state government has assured support in streamlining the approval processes and single-window clearances for Welspun-initiated projects to facilitate the overall ease of doing business. The Welspun group company, in turn, is determined to provide high-impact sustainable warehousing solutions by incorporating green infrastructure and an industry-led technology approach.
Why is everybody eyeing the cement industry? N Srinivasan, the vice-chairman and managing director of The India Cements has an interesting take on this. The industry has something “macho” about it. That is an irresistible attraction, he says. To be sure, the cement scene in Tamil Nadu at least heads for some exciting turns. It is a market where the price is holding up – and often heads north – despite excess capacity. Surely, this can’t go unnoticed by enterprising minds. Dalmia and Ultratech have already gotten into action mode. Dalmia is planning grinding units in Coimbatore, Chingleput, and Virudhunagar districts. Well, it already has cement plants at Dalmiapuram in Trichy and Ariyalur. Ultratech, on the other hand, has a grinding unit at Arakkonam and a cement plant in Reddipalayam (acquired from Dharani several summers ago. It is now planning expansion by putting up grinding units at Karur, Tuticorin, and Ranipet. These two have indeed chosen strategic locations for their proposed grinding facilities. Their move is bound to intensify action on the ground. Product innovation and savvy marketing could hold the key for the players in this part of the world to secure their position and expand in a market that is set for intense competition. Surely, CSK and Dhoni could come in handy for India Cements in the unfolding cement turf!
The yellow jersey, nay CSK (Chennai Super Kings), has deeply embedded itself in the heart and mind of fans across the canvass. Ipso facto, that has also become an easy target. A trip down memory lane would reveal how the CSK matches were shifted out of Chennai over the Cauvery river water dispute with neighbouring Karnataka. That a sporting event was forced out of Chennai told a tale of its own for the world investing community. Such episodes during the previous regime had had its fall-out on the investor sentiment. So much so, Tamil Nadu lost the AK47 project of the Russian company to Uttar Pradesh. Much water has flowed since then. Nothing much, however, appears to have been learnt. It is now the turn of the main Opposition in Tamil Nadu – the AIADMK – to use CSK to take a dig at the Stalin government. Using the proverbial “fiddling while Rome was burning” analogy, a top AIADMK functionary questioned Stalin’s participation in the India Cements’ function to celebrate IPL cup victory of CSK in the just-concluded edition. When the rains have engulfed the state, how could Stalin participate in a celebratory event? Life is not about this or that. It is all about this and that. Is it cricket to indulge in such diatribe?
Covid has changed the world upside down for many. The distance between the home and the office has, in many cases, simply shrunk drastically. One part of the house has become a regular office. And, this has thrown new business opportunities. The housing sector at least is witnessing a demand re-jig. Safety and WFH (work-from-home) compulsions are forcing home-buyers to opt for bigger flats. Sensing this, French glass maker Saint-Gobain has trained its focus on providing downstream solutions in India. Towards this it has chalked out an ambitious capex plan of Rs 2,500 crore. It has already set up a separate business unit for home solutions to satiate the emerging needs of home buyers. And, it is promising to offer customized solutions for every individual client. This calls for a sense of agility and spirit of entrepreneurship. To be sure, a highly technology-oriented and end-to-end digitized independent entity is now anchoring Saint Gobain’s foray into this downstream exercise. A game-changing initiative, this move reflects a new strategy in thinking for this predominantly material manufacturer. The end-user-focussed unit has already hired over 300 people with diverse skill sets to grab a reasonable share in the $25 billion home solution pie. End-user, nay home-buyer, terrain isn’t going to be an easy nut to crack. But Saint-Gobain has chosen to do so. India is shining for this French group, it appears.
BP, a global integrated energy company, and Infosys, a global leader in next-generation digital services and consulting, have agreed to develop and pilot an energy as a service (EaaS) solution, which will aim to help businesses improve the energy efficiency of infrastructure, and help meet their decarbonisation goals. Infosys and BP intend to co-develop a digital platform that can collect data from multiple energy assets and use artificial intelligence to optimise the energy supply and demand for power, heat, cooling and EV charging. The companies will pilot the digital platform at the Infosys Pune Development Centre – in an environment that replicates a small city, where energy is generated, stored, and consumed at multiple points. Once the pilot is successful, they aim to roll this model out across other Infosys campuses in India, and with some clients, to help manage energy and help reduce emissions. In addition, the companies have agreed to collaborate on integrating solar energy production into the campus’ energy system. Energy that is generated through this integration, will be monitored and optimised by the digital platform and can be stored or redirected to the building power supply, heating and cooling systems, and also to an EV charging infrastructure.
TRENDS & VIEWS
Editor’s Note: Short Post Noticed By People Who Matter
Four years have zipped by and we are crossing another milestone on 31st January 2025 – it’s our 4th Anniversary. It feels good.
Looking back at the 1460 days, I must say Short Post has made its mark with people who matter via 4000 stories published in the areas of politics, business, entertainment and sports. All made possible by the unflinching commitment and dedication of our senior editors, most of whom have been part of this journey from Day One.
Small pack, big impact is in essence the story of Short Post which was launched at the height of the Covid-19 pandemic in 2021. It shows our conviction. In all humility, I can say, we have created a new niche in the news segment space like Hindustan Unilever which created a new segment, when it launched CloseUp Gel.
Yes, we have created a brand (in a limited sense), created demand (readers) and created supply (senior journalists). But we are facing teething problems like all start-ups. What makes us happy and confident is the recognition of our efforts. For instance, we have an arrangement with the OPEN Magazine, part of the $4.5 billion Kolkata-based Sanjiv Goenka-RPG Group. This arrangement sees around 10 Short Post stories posted on OPEN Magazine website every week. This arrangement is testimony that our content has been well received! Also, I may add that the Maharashtra government has recognised Short Post and has allowed our senior editor to cover the Assembly sessions. Ditto: Odisha.
Our goal is to ensure that Short Post becomes a habit. I would like people to keep checking their smartphones to know the latest Authentic Gossip. As regards AI and the fear of it disrupting all businesses including media. On that, personally, I have no such fear as I am confident AI cannot smell news particularly Authentic Gossip. That’s the place we are well entrenched.