...at www.emeraldinsight.com/0307-4358.htm Analysis of the effects of ESOP adoption on the company cost of capital Stoyu I. Ivanov Accounting and Finance Department, College of Business, San Jose State University, San Jose, California, USA, and ESOP adoption 173 Janis K. Zaima Accounting and Finance Department, San Jose State University, San Jose, California, USA Abstract Purpose – The purpose of this study is to examine whether employee stock ownership plans (ESOPs) add or destroy value from a new perspective by examining the relation of the adoption of ESOP and the company cost of capital. Design/methodology/approach – The capital asset pricing model is used to estimate the company’s cost of equity capital, and the cost of debt is estimated using bond yield spreads. The weighted average cost of capital (WACC) is calculated as the weighted percentage of the firm funded by equity, preferred stock, and debt multiplied by the individual costs of capital. Univariate and multivariate analyses are conducted around the event of adoption to determine if the cost of capital changes after the adoption of ESOP. Findings – Results from the univariate analysis show that firms adopting leveraged as well as non-leveraged ESOP plans experience decreases in costs of equity and debt capital as well as decreases in their WACC. However, the multivariate analysis demonstrates that only the non-leveraged common ESOPs are negatively correlated to cost of equity, cost of debt, and WACC. Robustness...
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...CHAPTER 7 IMPLEMENTING STRATEGIES: MANAGEMENT AND OPERATIONS ISSUES CHAPTER OUTLINE | |The Nature of Strategy Implementation | | |Annual Objectives | | |Policies | | |Resource Allocation | | |Managing Conflict | | |Matching Structure with Strategy | | |Restructuring, Reengineering, and E-Engineering | | |Linking Performance and Pay to Strategies | | |Managing Resistance to Change | | |Creating a Strategy-Supportive Culture | | |Production/Operations Concerns When Implementing...
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...The Employee Buy out: Case of Tata Tea Dr Deepika M G, Faculty, Icfai Business School, Bangalore, India ABSTRACT The article discusses about the Employee Buy Out business model adopted by Tatas on their exit from plantation business in their southern plantation operations in Munnar district of Kerala in India. Tata Tea had sold off 17 tea estates in southern India to the company formed by its employees named Kanan Devan Hills Plantation Company Pvt. Ltd.(KDHPCL). In sharp contrast to the situation in the tea industry experiencing closures affecting thousands of employees, KDHPCL with 13,000 employees could not only recover within a year the loss of $ 24 million run up by Tata Tea, but could also register a post tax surplus of $ 50,000 as on March 31st 2006. However, when Tata Tea went onto implement a similar model in the North Indian Plantation Operations, it met with considerable resistance. The article discusses about the crisis that was facing the tea industry in India, the role played by Tatas in the formation of the KDHPCL and the challenges faced by the employees of South Indian Plantation Operations in accomplishing this unique business model. It also critically reviews the factors that are essential for the success of Employee Buy Out, by enumerating the factors that led to the success of EBO in southern operation of Tatas and its failure in their northern operations. INTRODUCTION In February 2007, Tata Tea, an INR 3500 crore beverages company, decided to divest...
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...THE McKINSEY QUARTERLY 1994 NUMBER 3 87 What is value-based management? An excerpt from Valuation: Measuring and Managing the Value of Companies, Second Edition Timothy Koller Recent years have seen a plethora of new management approaches for improving organizational performance: total quality management, flat organizations, empowerment, continuous improvement, reengineering, kaizen, team building, and so on. Many have succeeded – but quite a few have failed. Often the cause of failure was performance targets that were unclear or not properly aligned with the ultimate goal of creating value. Value-based management (VBM) tackles this problem head on. It provides a precise and unambiguous metric – value – upon which an entire organization can be built. The thinking behind VBM is simple. The value of a company is determined by its discounted future cash flows. Value is created only when companies invest capital at returns that exceed the cost of that capital. VBM extends these concepts by focusing on how companies use them to make both major strategic and everyday operating decisions. Properly executed, it is an approach to Management that aligns a company’s overall aspirations, analytical techniques, and management processes to focus management decision making on the key drivers of value. It’s very different from 1960s-style planning systems. It is not a staff-driven exercise. It focuses on better decision making at all levels in an organization. It recognizes that top-down...
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...“Corporate Social Responsibility: A Journey towards sustainability Case Study on Ballarpur Industries Ltd.” in reference to Yamunanagar Plant” *Ms. Shilpa Jain **Mr. Abhishek Tripathi Abstract ……………………………………………………………………………………………………………………………… CSR is not new to India; companies like TATA and BIRLA have been imbibing the case for social good in their operations for decades long before CSR become a popular cause. Inspite of having such life size successful examples, CSR in India is in a very nascent stage. It is still one of the least understood initiatives in the Indian development sector. Thus the situation is far from perfect as the emphasis is not on social good but rather on a policy that needs to be implemented. A lack of understanding, inadequately trained personnel, non availability of authentic data and specific information on the kinds of CSR activities, coverage, policy etc. further adds to the ineffectiveness of CSR programmes. But the situation is changing and CSR is coming out of the purview of ‘doing social good’ and is fast becoming a ‘business necessity’. The ‘business case’ for CSR is gaining ground and corporate houses are realising that ‘what is good for workers - their community, health, and environment is also good for the businesses. Present article focuses on the CSR with the case study of BILT (YamunaNagar Plant) as a concept and analyses the real life case study. Present paper is divided in to two parts. First part gives the insight...
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...Report on Pragati Life Insurance Limited INTRODUCTION Background: This term project was prepared for fulfilling the requirement of EM-553 Strategic Human Resources Management course. The work started as assigned by the honorable Course Instructor. It took about one month to finish the project. Objectives: The objectives of the term project were: To understand the strategic planning and implementation process of Performance Appraisal at Pragati Life Insurance Ltd. and matching it with the theoretical concepts of the course 1. To identify the executive level and officer level strategies of Performance Appraisal Pragati Life Insurance Ltd. 2. To identify a problem in performance evaluation system and recommend strategies for the improvement, which will strengthen the company’s overall effectiveness for serving its objectives. Scope: The scope of the term project was limited to analyze the performance appraisal system at Pragati Life Insurance Ltd. and recommend restructuring measures for improvement of the system. Limitation: The limited time given for the term project was a major limitation. The company set the condition that they would not provide some confidential information. The lower level employees of the company were not available for interviews while doing the research. Methodology: Primarily interview of employees of Pragati Life Insurance Limited was conducted to know the system Secondary data was analyzed to gain further understanding of the performance...
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...Corporate InformatIon Board of directors Mr. Mahesh r. shetty - Chairman and Managing Director Mr. Naarayanan iyer - Non-Independent, Non-Executive Director dr. chhaya shastri - Non-Independent, Non-Executive Director Mr. cyrus driver - Independent, Non-Executive Director* Ms. drushti desai - Independent, Non-Executive Director Mr. Yatin samant - Independent, Non-Executive Director Mr. Uday Lajmi - Independent, Non-Executive Director * Resigned w.e.f. 17 June, 2013 Ms. Drushti Desai (Chairperson) Mr. Uday Lajmi Dr. Chhaya Shastri Board coMMittees audit committee remuneration committee Mr. Cyrus Driver (Chairman)* Mr. Uday Lajmi Mr. Yatin Samant Grievances committee Mr. Yatin Samant (Chairman) Ms. Drushti Desai Dr. Chhaya Shastri shareholders’ and investors’ Mr. Ashwin M. Patel company secretary & Compliance Officer * Resigned w.e.f. 17 June, 2013 BaNkers Citi Bank NA Axis Bank Limited The Shamrao Vitthal Co-operative Bank Limited Chartered Accountants 1/74, Krishna Kunj, R. A. Kidwai Road, King’s Circle, Matunga (C. Rly.), Mumbai - 400 019 statUtorY aUditors shaparia & Mehta iNterNaL aUditors Mukund N. chitale & co. Chartered Accountants 204-205 - A Agrawal Shyamkamal, Vile Parle (East), Mumbai - 400 057 reGistered office 220, 2nd Floor, ‘‘FLYING COLORS’’, Pandit Din Dayal Upadhyay Marg, L.B.S Cross Road, Mulund (West), Mumbai - 400 080 Tel No. (022) 2593 7700 / 800 / 900 Fax No.(022) 2593 7799 Email : info@mteducare.com reGistrar...
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...Quantitative Business Valuation Other Titles in the Irwin Library of Investment and Finance Convertible Securities by John P. Calamos Pricing and Managing Exotic and Hybrid Options by Vineer Bhansali Risk Management and Financial Derivatives by Satyajit Das Valuing Intangible Assets by Robert F. Reilly and Robert P. Schweihs Managing Financial Risk by Charles W. Smithson High-Yield Bonds by Theodore Barnhill, William Maxwell, and Mark Shenkman Valuing Small Business and Professional Practices, 3rd edition by Shannon Pratt, Robert F. Reilly, and Robert P. Schweihs Implementing Credit Derivatives by Israel Nelken The Handbook of Credit Derivatives by Jack Clark Francis, Joyce Frost, and J. Gregg Whittaker The Handbook of Advanced Business Valuation by Robert F. Reilly and Robert P. Schweihs Global Investment Risk Management by Ezra Zask Active Portfolio Management 2nd edition by Richard Grinold and Ronald Kahn The Hedge Fund Handbook by Stefano Lavinio Pricing, Hedging, and Trading Exotic Options by Israel Nelken Equity Management by Bruce Jacobs and Kenneth Levy Asset Allocation, 3rd edition by Roger Gibson Valuing a Business, 4th edition by Shannon P. Pratt, Robert F. Reilly, and Robert Schweihs The Relative Strength Index Advantage by Andrew Cardwell and John Hayden Quantitative Business Valuation A Mathematical Approach for Today’s Professional JAY B. ABRAMS, ASA, CPA, MBA McGRAW-HILL New York San Francisco Washington, D.C. Auckland Bogota ´ Caracas Lisbon London...
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...Social Responsibility Highlights 25 1.0% Grassroots 26 27 30 47 54 64 0.3% Education 56.1% Corporate Giving in FY2012 86 76 Social Services Operating & Financial Review Fare Revenue ($m) 68 72 CEO's Message Company Overview & Background Group Performance Value Added & Economic Value Added Analysis SMRT and Our Shareholders SMRT Trains & SMRT Light Rail SMRT Buses SMRT Automotive Services SMRT Taxis SMRT Investments (Properties & Media) SMRT International & SMRT Engineering 749.6 9.4 213.1 800.5 10.1 76 220.4 82 84 527.1 569.9 86 92 96 FY2011 Train Bus FY2012 LRT 98 100 102 Financial Report 105 190 191 193 203 Financial Contents Group Properties & Interested Person Transactions Shareholding Statistics Notice of Annual General Meeting Proxy Form SMRT Corporation Ltd Annual Report 2012 1 Milestones 1987 Singapore’s first Mass Rapid Transit system (MRT) opens for service Train service from Yio Chu Kang to Toa Payoh commences Train service from Novena to Outram Park commences 1988 Train service from Tiong Bahru to Clementi commences Train service from Jurong East to Lakeside commences Train service from Kathib to Yishun commences 1989 Train service from Bugis to Tanah Merah commences Train service from Simei to Pasir Ris commences 1990 Train service from Bukit Batok to Choa Chu Kang commences Boon Lay station opens for passenger service 1996 Train service from Yishun to Choa Chu Kang commences ...
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...Brighter Horizons Godrej Consumer Products Limited Annual Report 2010-11 Contents Performance Highlights Board of Directors Chairman’s Address Managing Director’s Address Management Discussion and Analysis Corporate Governance Economic Value Added Director’s Report and Annexures Financials Consolidated Financials Subsidiary Information u/s 212 Notice of AGM 4 6 8 10 12 29 51 53 65 111 145 147 1 Vision “We are dedicated to Deliver Superior Stakeholder Value by providing solutions to existing and emerging consumer needs in the Household & Personal Care Business. We will achieve this through Enduring Trust and Relentless Innovation delivered with Passion and Entrepreneurial Spirit.” 2 Our Promises Enduring Trust Deliver Superior Stakeholder Value Entrepreneurial Spirit Passion Relentless Innovation 3 Performance highlights 4000 3643.0 3500 3000 2500 2041.2 2000 1500 1000 500 0 470.1 489.6 562.7 953.2 699.7 1393.0 1102.6 400 300 200 100 81.8 0 88.4 106.9 150.0 182.3 218.5 247.3 700 600 500 400 454.6 300 200 121.3 100 0 89.6 53.3 54.9 172.6 144.0 159.2 339.6 800 713.6 500 600 514.7 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 2000 1725.1 1500 4000 3500 3000 2500 3730.6 350 300 250 216.1 200 323.3 1000 571.5 500 171.6 78.7 122.0 954.7 2000 150 1500 1000 500 68.0 74.2 0 63.9 154.0 303...
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...Disinvestment of India’s Public Sector Units L M Bhole, Department of Humanities & Social Sciences The role of the State vs. Market has been one of the major issues in development economics and policy. In a mixed economy such as India, historically the public sector had been assigned an important role. However, in the year 1991 the national economic policy underwent a radical transformation. The new policy of liberalization, privatization and globalization de-emphasized the role of the public sector in the nation’s economy. The faculty at IIT-Bombay has been studying various aspects of the New Economic Policy such as financial sector reforms, fiscal implications of reforms, and of globalization. To date several arguments have been proffered by the apologists of market-oriented economic structures: ▪ the government must not enter into those areas where the private sector can perform better ▪ market-driven economies are more efficient than the state-planned economies ▪ the role of the state should be as a regulator and not as the producer ▪ government resources locked in commercial activities should be released for their deployment in social activities. It is also contended that the functioning of many public sector units (PSUs) has been characterized by low productivity, unsatisfactory quality of goods, excessive manpower utilization, inadequate human resource development and low rate of return on capital. For instance, between 1980 and 2002, the average...
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...CORPORATE GOVERNANCE: A SURVEY OF THE LITERATURE November, 2003 Jorge Farinha* Keywords: agency theory, corporate governance, ownership structure JEL Classification: G300 *CETE-Centro de Estudos de Economia Industrial, do Trabalho e da Empresa, Faculdade de Economia, Universidade do Porto, Portugal. Correspondence to: Jorge Farinha, Faculdade de Economia da Universidade do Porto, Rua Roberto Frias, 4200 Porto, Portugal. Tel. (351)-22-5571100, Fax (351)-22-5505050. E-mail: jfarinha@fep.up.pt. CORPORATE GOVERNANCE: A SURVEY OF THE LITERATURE ABSTRACT This paper reviews the theoretical and empirical literature on the nature and consequences of the corporate governance problem, providing some guidance on the major points of consensus and dissent among researchers on this issue. Also analysed is the effectiveness of a set of external and internal disciplining mechanisms in providing a solution for the corporate governance problem. Apart from this, particular emphases are given to the special conflicts arising from the relationship between managers and shareholders in companies with large ownership diffusion, the issue of managerial entrenchment and the link between firm value and corporate governance. Keywords: agency theory, corporate governance, ownership structure JEL Classification: G300 1 1 Introduction Recent financial scandals associated to accounting and other frauds allegedly blamed to top company managers (e.g. Enron, Worldcom, Adelphia) have...
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...Together good things happen... Bharti Airtel Annual Report 2009-10 Airtel centre The Airtel Centre – Inaugurated on November 13, 2009 Centre of excellence that houses more than 3,000 employees, 13 offices and spread over 600,000 sq.ft. Table Bharti Airtel Annual Report 2010 of contents 1 Corporate information 2 Corporate history and Top 30 shareholders 3 Performance at a glance 4 Awards & honours 5 Chairman’s message 6 Board of directors 7 CEO (International) & JMD’s message 8 CEO (India & South Asia)‘s message 9 Together good things happen 10 Corporate social responsibility 11 Directors’ report 12 Management discussion & analysis 13 Report on corporate governance 14 Secretarial audit report 15 Standalone financial statements with Auditors’ report 16 Consolidated financial statements with Auditors’ report 17 Notice of annual general meeting 2 3 4 5 6 8 12 14 18 24 32 40 46 63 64 115 159 1 Corporate Board of directors Sunil Bharti Mittal Chairman and Managing Director information Group General Counsel & Company Secretary Vijaya Sampath Statutory Auditors Manoj Kohli CEO (International) & Joint Managing Director Non-executive directors Ajay Lal Akhil Gupta Arun Bharat Ram Chua Sock Koong Craig Edward Ehrlich Lim Chuan Poh N. Kumar Nikesh Arora Pulak Chandan Prasad Rajan Bharti Mittal Rakesh Bharti Mittal Tan Yong Choo CEO (India & South Asia) Sanjay Kapoor S.R. Batliboi & Associates, Chartered Accountants Auditors – US GAAP Ernst & Young...
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...FINANCIAL ANALYSIS OF FMCG INDUSTRY IN INDIA IIM – LUCKNOW, IPMX (2015-16) MANAC PROJECT (TERM I) – GROUP 11 FOR SUBMISSION TO PROF. PRAKASH SINGH Compiled By: 1. Prateek Dashora (IPMX08035) 2. Shreyas Bakshi (IPMX08047) 3. Siddhartha Chatterjee (IPMX08049) 4. Supriyo Chakraborty (IPMX08051) 5. Susmit Majumdar (IPMX08054) TABLE OF CONTENTS Table of Contents Choice of Industry: FMCG............................................................................................................................................................................................ 2 Macro Factors Affecting the Industry ................................................................................................................................................................. 4 Industry Characteristics.............................................................................................................................................................................................. 6 Major Accounting Policies of the Industry ................................................................................................................................................... 10 Impact of IFRS ................................................................................................................................................................................................................. 14 Major Deviations in Acccounting Policy of Major Players of the Industry...
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...Shareholders Watchdog, Inc. 777 Wall Street New York, NY 10005 December 7, 2011 RE: Is CEO Compensation Fair? Dear employee, Accompanying this letter is our completed report that discusses the issue of the fairness of current CEO compensation. Although there are two sides of this argument, recent legislation and regulations for reform tend to support those who believe it is unfair. We have evaluated the current standards of CEO compensation and examined why both sides think they should prevail. There are some advantages that strongly support CEO’s huge salaries, including the following: * Provides incentives and motivates the CEO to obtain or surpass corporate objectives * Retains key-value leaders for the long-term, resulting in consistent corporate success * Creates a strong CEO confidence for him/her to reinvest in the corporation (bonds) Our overall research indicates that CEO compensation does not reflect actual performance in most cases. Many CEO’s are grossly over compensated (including stock options, bonuses, hedge funds, and other benefits). The “Golden Parachute” guarantee adds insult to injury. Based on our research, conducted from the UNLV Library periodicals database and online sources, we recommend the following: * Require corporations to adhere to sections 951, 953, 955 and 956 of the Dodd-Frank Bill * Maintain a collective (“Esprit de corps”) work force environment for all employees * Consult third party professional...
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