A Monthly Newsletter of Indian Institute of Banking & Finance (ISO 9001 : 2008 CERTIFIED ORGANISATION) (Rs. 40/- per annum) Committed to professional excellence Volume No. : 5 Issue No. : 6 January 2013 Mid-Quarter Monetary Policy Review - 18th Dec., 2012 Monetary and Liquidity Measures q The Cash Reserve Ratio (CRR) of scheduled banks remains unchanged at 4.25% of their Net Demand and Time Liabilities (NDTL). q Repo Rate under the Liquidity Adjustment The Facility (LAF) remains
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a recommendation. One of ICICI Bank’s customers, the Power Finance Corporation Ltd. (PFC), had asked ICICI Bank’s advice on its currency exposure. PFC worked with the Indian power sector and especially with India’s various state electricity boards (SEBs) to finance their operations. PFC’s loans to the boards were primarily in Indian rupees (INR), but the loans that PFC had to take itself were often denominated in other currencies. PFC therefore found itself regularly with large foreign exchange exposures
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Chapter: Government Plans Programme & Policies Topic: INDIA, G 20 AND THE WORLD (PART -1) Introduction Second World War was definitive in redistribution of the world power. Authority of United States of America was established and after a prolonged cold war with the other waning super power, USSR, the power slowly shifted towards the western democracies led by US. Japan was quick to recover too and through its technological innovations & business practices soon became a formidable force
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and GARCH (1, 1) model in this paper. The study finds the evidence of time varying volatility of futures. The study finds an evidence of time varying volatility, which exhibits clustering, high persistence and predictability of currency futures in Indian Market. Key words: Time Varying Volatility, currency futures, USDINR and GARCH Introduction Currency Futures has been selected as the object of study because of its fangled launching in 2008 in regulated stock exchanges. Most of the corporations
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one for the Indian aviation sector. The Indian economy recorded a lower GDP growth rate of 4.7%. Currency volatility and devaluation of the Indian Rupee further exacerbated the situation, leading to a drop in discretionary travel. Consequently, passenger load factors across our industry were under pressure and domestic passenger growth slowed to 4.8%. In this challenging environment, your Company managed to maintain revenues, though costs were hit due to depreciation of the Indian Rupee (of over 11%)
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for the Indian aviation sector. The Indian economy recorded a lower GDP growth rate of 4.7%. Currency volatility and devaluation of the Indian Rupee further exacerbated the situation, leading to a drop in discretionary travel. Consequently, passenger load factors across our industry were under pressure and domestic passenger growth slowed to 4.8%. In this challenging environment, your Company managed to maintain revenues, though costs were hit due to depreciation of the Indian Rupee (of over
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increase was primarily on account of the following: * increased personnel costs, due to annual raises and new recruitments; * higher distribution costs, due to increases in sales volumes and freight cost increases; and * impact of depreciation of the Indian rupee against multiple currencies in the markets in which we operate.(Refer Pg 72 in 2012 20F Application) | * Research and DevelopmentActavis has more than doubled its investment in R&D within the organization over the years since
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Indian Financial Sector Reforms: A Corporate Perspective Jayanth R. Varma Reproduced with the permission of Vikalpa, the journal of the Indian Institute of Management, Ahmedabad, in which the paper was first published (January-March 1998, 23(1), 27-38). Ó Vikalpa (http://www.iimahd.ernet.in/vikalpa). All rights reserved Until the early nineties, corporate financial management in India was a relatively drab and placid activity. There were not many important financial decisions to be made for
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1991 Indian economic crisis By 1985, India had started having balance of payments problems. By the end of 1990, it was in a serious economic crisis. The government was close to default, its central bank had refused new credit and foreign exchange reserves had been reduced to such a point that India could barely finance three weeks’ worth of imports which lead the Indian government to airlift national gold reserves as a pledge to the International Monetary Fund (IMF) in exchange for a loan to cover
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[pic] [pic] [pic] [pic] PROJECT ON TREASURY & FOREX MANAGEMENT Submitted by, Ms. Madhuri C. Kadam Master of Management Studies (MMS) JANKIDEVI BAJAJ INSTITUTE OF MANAGEMENT STUDIES (JDBIMS) Acknowledgement I take immense pleasure in acknowledging the efforts that have gone behind making this project a successful & a learning experience for me. I would like to express my sincere gratitude to Mr. M.G. Pendse (General Manager- Finance) & Mr. J.G. Nair (Chief Manager- Finance) for
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