...diseases in the world today. Breast cancer is the second most common cancer among women, second to skin cancer. According to the American Cancer Society (2008), it is estimated that 182, 460 women will be diagnosed with breast cancer in the year 2008. However, the incidence of breast cancer is decreasing which may be attributed to earlier detection and improved treatment (American Cancer Society [ACS].) Methods of detection include clinical breast examination, self breast examination and mammography. Breast self-examination (BSE) allows for a woman to be aware of the regular look and feel of her breasts using a systematic approach and to consequently detect any changes in breast tissue (Budden, 1999, p. 431.) Breast self-examination is a methodical palpation of breasts to detect signs of breast cancer or detect changes in breast tissue; figure ___ depicts the process of BSE (Lowdermilk, 2007, p. 93-94.) Breast self-examinations should be performed monthly, 1 week after menstruating, because breasts are non-tender and not swollen, or on the same day each month if a regular period is not applicable (Lowdermilk, 2007, p. 94.) Early detection can improve the likelihood of the diagnosis of breast cancer, as the frequency of breast exams will allow for a woman to detect a tumor in an early stage which is directly associated with a lower stage of cancer and a better outcome(American Cancer Society [ACS], 2008.) Although the effectiveness of breast self-exam to reduce mortality rates is...
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...DOLAT CAPITAL Indian IT Sector India Research Billion Dollar Dream...!!! Sr. Analyst: Rahul Jain Tel : +9122 4096 9754 E-mail: rahul@dolatcapital.com December 21, 2012 DOLAT CAPITAL December 21, 2012 Int en tio na lly Le ft B lan k 2 DOLAT CAPITAL ”A journey of a thousand miles starts with a single step” - Lao-tzu, the ancient Chinese philosopher Billion Dollar Dream The Indian IT Services sector, estimated at USD 90bn, has predominantly focused on the global markets which generate more than 75% of revenues. The industry has spread far and wide with over four thousand players comprising of global MNCs, Indian players, Captives and small scale set ups. As is natural for any sector, the top five have consolidated to garner a significant share of the revenues ( 37%) while the top ten have taken 41% share of the total revenues. This has primarily been driven by the ability to scale and offer multiple service capability. The smaller players have been either de rated by circumstances, and hence gone down the margin curve or ended up taking bets that have gone the wrong direction. This trend over the last few years has led to a significant divergence in the size and structure of the Indian IT services sector – there are players with size of USD 2-10 bn range competing with the global players, and then we have a set of relatively smaller service providers in the revenue size of sub USD 500 mn still around. And some of these now are emerging into credible...
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...NATURAL PROGRESSION Annual Report 2010-11 Acme Plaza, Andheri - Kurla Rd, Andheri (E), Mumbai - 400 059. Tel : 91-22-66969696 Fax: 91-22-28212010 www.sunpharma.com Final - Resize Sun pharma Cover.indd 1 13/08/2011 8:13:09 PM CONTENTS Natural Progression Lines depicting steps—incremental 02 Key Performance Indicators 03 Ten Year Financial Highlights change, gradual growth, lines sloping 04 Management Discussion and Analysis upwards. Innumerable such steps adding 22 Directors’ Report up, to form a smooth growth pattern when seen from a distance. Progress shown with 25 Annexure to Directors’ Report lines racing to the distance, to infinity. The 28 Auditors’ Report cover shows an artist’s interpretation of the company’s progress 32 Balance Sheet 33 Profit and Loss Account 34 Cash Flow Statement 69 Corporate Governance 83 Auditors’ Report Consolidated 84 Consolidated Balance Sheet 85 Consolidated Profit and Loss Account 86 Consolidated Cash Flow Statement 111 Statement Relating to Subsidiary ompanies Corporate Information Inside Back Cover Disclaimer Statements in this Management Discussion and Analysis describing the Company s objectives, projections, estimates, expectations, plans or predictions or industry conditions or events may be forward looking statements within the meaning of applicable securities laws andregulations. Actual results, performance or achievements could differ materially from those expressed...
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...DOLAT CAPITAL Analyst: Nehal Shah Tel : +9122 4096 9753 E-mail: nehals@dolatcapital.com Associate: Mahvash Ariyanfar Tel : +9122 4096 9736 E-mail: mahvash@dolatcapital.com October 5, 2011 India Research DOLAT CAPITAL October 5, 2011 Int en tio na lly Le ft B lan k 2 India Research Index Industry DOLAT CAPITAL Executive Summary..................................................................................................5 Indian Plastic Consumption......................................................................................6 Global Scenario………................................................................................................8 Innovation: Key to Growth & Margins.......................................................................9 Polymer Demand & Pricing.....................................................................................10 Plastic Composites.................................................................................................12 Major Companies: Key Parameters.........................................................................14 Companies Supreme Industries Investment Rationale.........................................................................................17 Company Background.......................................................................................25 Financials................................................................................................
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...Workbook for NISM-Series-VIII: Equity Derivatives Certification Examination National Institute of Securities Markets www.nism.ac.in 1 This workbook has been developed to assist candidates in preparing for the National Institute of Securities Markets (NISM) NISM-Series-VIII: Equity Derivatives Certification Examination (NISM-Series-VIII: ED Examination). Workbook Version: April 2014 Published by: National Institute of Securities Markets © National Institute of Securities Markets, 2012 Plot 82, Sector 17, Vashi Navi Mumbai – 400 703, India All rights reserved. Reproduction of this publication in any form without prior permission of the publishers is strictly prohibited. 2 Disclaimer The contents of this publication do not necessarily constitute or imply its endorsement, recommendation, or favouring by the National Institute of Securities Market (NISM) or the Securities and Exchange Board of India (SEBI). This publication is meant for general reading and educational purpose only. It is not meant to serve as guide for investment. The views and opinions and statements of authors or publishers expressed herein do not constitute a personal recommendation or suggestion for any specific need of an Individual. It shall not be used for advertising or product endorsement purposes. The statements/explanations/concepts are of general nature and may not have taken into account the particular objective/ move/ aim/ need/ circumstances of individual user/...
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...Workbook for NISM-Series-VIII: Equity Derivatives Certification Examination National Institute of Securities Markets www.nism.ac.in 1 This workbook has been developed to assist candidates in preparing for the National Institute of Securities Markets (NISM) NISM-Series-VIII: Equity Derivatives Certification Examination (NISM-Series-VIII: ED Examination). Workbook Version: September 2012 Published by: National Institute of Securities Markets © National Institute of Securities Markets, 2012 Plot 82, Sector 17, Vashi Navi Mumbai – 400 703, India All rights reserved. Reproduction of this publication in any form without prior permission of the publishers is strictly prohibited. 2 Disclaimer The contents of this publication do not necessarily constitute or imply its endorsement, recommendation, or favouring by the National Institute of Securities Market (NISM) or the Securities and Exchange Board of India (SEBI). This publication is meant for general reading and educational purpose only. It is not meant to serve as guide for investment. The views and opinions and statements of authors or publishers expressed herein do not constitute a personal recommendation or suggestion for any specific need of an Individual. It shall not be used for advertising or product endorsement purposes. The statements/explanations/concepts are of general nature and may not have taken into account the particular objective/ move/ aim/ need/ circumstances of individual user/ reader/ organization/...
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...Building and Sharing Vital Infrastructure Building and Sharing Vital Infrastructure Bharti Crescent, 1 Nelson Mandela Road Vasant Kunj, Phase II, New Delhi - 110 070 www.bharti-infratel.com Annual Report 2012-13 Table of Contents Corporate Information 1 Board of Directors 2 Performance at a Glance 4 Joint Message from the Chairman and Managing Director 6 CEO’s Message 8 Corporate Social Responsibility 10 Directors’ Report 15 Management Discussion and Analysis 26 Report on Corporate Governance 32 Secretarial Audit Report 47 Standalone Financial Statements with Auditors’ Report 48 Consolidated Financial Statements with Auditors’ Report 84 Notice of Annual General Meeting 122 Glossary 132 BHARTI INFRATEL LIMITED ANNUAL REPORT 2012-13 Corporate Information Board of Directors Mr. Rakesh Bharti Mittal – Chairman Mr. Akhil Gupta – Managing Director Mr. Bharat Sumant Raut Mr. Jitender Balakrishnan Ms. Leena Srivastava Mr. Murray Philip King Mr. N Kumar Mr. Sanjay Nayar Mr. Sarvjit Singh Dhillon Mr. Vinod Dhall Chief Executive Officer Mr. D S Rawat Company Secretary and Compliance Officer Mr. Anupam Garg Statutory Auditors M/s S.R. Batliboi & Associates LLP, Chartered Accountants Internal Auditors M/s Protiviti Consulting Private Limited Registered Office Bharti Crescent, 1, Nelson Mandela Road Vasant Kunj, Phase – II, New Delhi 110 070 Head Office 901, Park Centra...
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...Infosys: Company Profile About Infosys: Infosys Limited was started in 1981 by seven people with $250. Today, Infosys is global leader in "next generation" IT and consulting, with revenues of $6.04 billion. Infosys defines, designs and delivers technology enabled business solutions that help Global 2000 companies in Building Tomorrow’s Enterprise. Infosys provides a comprehensive range of services by leveraging our domain and business expertise and strategic alliances with leading technology providers. Infosys service offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, re-engineering, Independent Testing and Validation, Business Process Outsourcing, and IT infrastructure services. Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk. Infosys has a global footprint with 64 offices and 63 development centers in US, India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland, Netherlands, Poland, Canada and many other countries. Infosys and its subsidiaries have 130,820 employees as on March 31, 2011. Establishment: Infosys was founded on 2 July 1981...
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...Infosys: Company Profile About Infosys: Infosys Limited was started in 1981 by seven people with $250. Today, Infosys is global leader in "next generation" IT and consulting, with revenues of $6.04 billion. Infosys defines, designs and delivers technology enabled business solutions that help Global 2000 companies in Building Tomorrow’s Enterprise. Infosys provides a comprehensive range of services by leveraging our domain and business expertise and strategic alliances with leading technology providers. Infosys service offerings span business and technology consulting, application services, systems integration, product engineering, custom software development, maintenance, re-engineering, Independent Testing and Validation, Business Process Outsourcing, and IT infrastructure services. Infosys pioneered the Global Delivery Model (GDM), which emerged as a disruptive force in the industry leading to the rise of offshore outsourcing. The GDM is based on the principle of taking work to the location where the best talent is available, where it makes the best economic sense, with the least amount of acceptable risk. Infosys has a global footprint with 64 offices and 63 development centers in US, India, China, Australia, Japan, Middle East, UK, Germany, France, Switzerland, Netherlands, Poland, Canada and many other countries. Infosys and its subsidiaries have 130,820 employees as on March 31, 2011. Establishment: Infosys was founded on 2 July 1981...
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...Equity Research June 16, 2016 BSE Sensex: 26726 INDIA Aviation Flying high amid good times Reason for Report: Sector thematic and initiating coverage InterGlobe Aviation (Rs1,011 – BUY) Target price Rs1,268 SpiceJet (Rs66 – HOLD) Target price Rs64 Jet Airways (Rs561 – ADD) Target price Rs621 Research Analysts: Ansuman Deb ansuman.deb@icicisecurities.com +91 22 6637 7312 India’s aviation sector is set to undergo a strong growth period, which should benefit all the incumbent players, particularly on a benign crude price outlook. Our supply-demand model for domestic air traffic implies 14% growth in passengers as evidenced from firm aircraft orders and latest delivery schedules. With yield management becoming the singular strategy lever for Indian Low-Cost Carriers (LCCs), cost structures assume high importance and structural asymmetries will decide the competitive edge for the airlines. However, much of these asymmetries in cost structure are inherited from the fleet strategy adopted by various airlines, hence normally have a long-lasting impact on their balance sheets. High operating leverage proves fatal in a cyclical downturn where balance sheet strength is vital. At the comfort of hindsight, bulk orders have benefitted IndiGo with valuable incentives, which have given it the structural advantage of lower rentals, while single fleet focus and strong balance sheet have lent IndiGo asymmetrical advantages on maintenance costs, redelivery expenses and supplementary rentals...
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...How to benefit from stock futures You are bullish on a stock say Satyam, which is currently quoting at Rs 280 per share. You believe that in one month it will touch Rs 330. Question: What do you do? Answer: You buy Satyam. Effect: It touches Rs 330 as you predicted – you made a profit of Rs 50 on an investment of Rs 280 i.e. a Return of 18% in one month – Fantastic!! Wait: Can it get any better? Yes!! Question: What should you do? Answer: Buy Satyam Futures instead. Effect: On buying Satyam Futures, you get the same position as Satyam in the cash market, but you pay a margin and not the entire amount. For example, if the margin is 20%, you would pay only Rs 56. If Satyam goes upto Rs 330, you will still earn Rs 50 as profit. Now that translates into a fabulous return of 89% in one month. Unbelievable!! But True nevertheless!! This is the advantage of ‘leverage’ which Stock Futures provide. By investing a small margin (ranging from 10 to 25%), you can get into the same positions as you would be able to in the cash market. The returns therefore get accordingly multiplied. Question: What are the risks? Answer: The risks are that losses will be get leveraged or multiplied in the same manner as profits do. For example, if Satyam drops from Rs 280 to Rs 250, you would make a loss of Rs 30. The Rs 30 loss would translate to an 11% loss in the cash market and a 54% loss in the Futures market. Question: How can I reduce such losses? Answer: It is very easy...
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...Annual Report 2014-15 Infosys Annual Report 2014-15 Narayana Murthy A tribute to our founders Nandan M. Nilekani S. Gopalakrishnan K. Dinesh The year 2014 was a milestone in our Company's history, when we bid farewell to three of our founders who held executive positions in the Company during the year – Narayana Murthy, S. Gopalakrishnan and S. D. Shibulal. Narayana Murthy stepped down as the Chairman of the Board on October 10, 2014. His vision, leadership and guidance have been an inspiration to Infosys, the Indian IT industry and an entire generation of technology entrepreneurs. He propelled the Company into accomplishing many firsts and in setting industry benchmarks on several fronts. He espoused the highest level of corporate governance standards that have defined Infosys over the years and made us a globally respected corporation. Between June 2013 and October 2014, he guided the Company through a period of stabilization and leadership transition. S. Gopalakrishnan stepped down as Vice Chairman of the Board on October 10, 2014. Kris, as he is popularly known, served the Company in several capacities over the last 33 years. As the Chief Executive Officer between 2007 and 2011, he steered the Company at a time when the world was faced with economic crises. Ranked as a global thought leader, Kris has led the technological evolution of the Company. S. D. Shibulal stepped down as the Company's Chief Executive Officer on July...
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...Learning with Cases INTRODUCTION The case study method of teaching used in management education is quite different from most of the methods of teaching used at the school and undergraduate course levels. Unlike traditional lecture-based teaching where student participation in the classroom is minimal, the case method is an active learning method, which requires participation and involvement from the student in the classroom. For students who have been exposed only to the traditional teaching methods, this calls for a major change in their approach to learning. This introduction is intended to provide students with some basic information about the case method, and guidelines about what they must do to gain the maximum benefit from the method. We begin by taking a brief look at what case studies are, and how they are used in the classroom. Then we discuss what the student needs to do to prepare for a class, and what she can expect during the case discussion. We also explain how student performance is evaluated in a case study based course. Finally, we describe the benefits a student of management can expect to gain through the use of the case method. WHAT IS A CASE STUDY? There is no universally accepted definition for a case study, and the case method means different things to different people. Consequently, all case studies are not structured similarly, and variations abound in terms of style, structure and approach. Case material ranges from small caselets (a few paragraphs...
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...CONTE N T S CHAI R M A N ’ S LETTE R DEAR SH AREH OL DERS FY2012 has been a good year for your Company. The key financial results were: ¥ Consolidated revenues increased by 30% to Rs. 96.7 billion in FY2012. ¥ Earnings before interest, taxes, depreciation and amortization (EBITDA)1 rose by 55% to Rs. 25.4 billion. ¥ Profit after Tax (PAT)2 grew by 45% to Rs. 15.3 billion. ¥ Diluted Earnings per Share (EPS) increased from Rs. 64.9 in FY2011 to Rs. 83.8 in FY2012. I am particularly delighted by four developments. First, your Company succeeded in yet another blockbuster generic launch in the USA under 180days marketing exclusivity. Dr. Reddy’s launched olanzapine 20 mg tablets, the generic version of the brand Zyprexa®. Olanzapine is used to treat schizophrenia and bipolar disorder. This product has added around USD 100 million to your Company’s revenues for FY2012. Second, the biosimilars business continues along its impressive growth path. In my letter to you last year, I had discussed the critical importance of developing biosimilars in the years to come. I am happy to note that your Company’s global biosimilars business grew by 45% over last year and recorded sales of USD 26 million. Today, the biosimilars portfolio of Dr. Reddy’s constitutes (i) filgrastim, (ii) peg-filgrastim, (iii) rituximab and (iv) darbepoetin alfa, which have commercial presence in 13 countries among emerging markets. These are helping to treat patients suffering from cancer — and at prices that...
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...sustained growth through foresight ANNUAL REPORT 2009-2010 Vision Global recognition for size, culture and quality, while nurturing nature and society. Mission Supporting the nation’s growth in power and steel with speed and innovation. Core Values l Crystal clear l Passion for excellence l Drive with leadership l Young thinking l Challenging status quo Contents Vice Chairman’s Statement.....................................02 Highlights 2009-10.....................................................04 Board of Directors........................................................05 Notice...............................................................................06 Directors’ Report..........................................................11 Management Discussion and Analysis......................22 Report on Corporate Governance...............................38 Auditors’ Report.................................................................48 Standalone Accounts.......................................................50 Consolidated Accounts...................................................79 Shri O. P. Jindal August 7, 1930 – March 31, 2005 O. P. Jindal Group – Founder and Visionary Only a life lived for others is a life lived worth while An industrialist par excellence under whose aegis the O P Jindal Group grew from strength to strength. But for the world at large Late Shri O P Jindal was much more than that. He was also a leader of masses, some one who...
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