Friday, November 30, 2012

EPF members can now download their E-Pass book

EPF members can now download their E-Pass book



Goodreturns :Friday, November 30, 2012, 17:13 [IST]


The Employees' Provident Fund Organisation (EPFO) members will now be able to download their e-pass book each month, if they are active members.
Today the Central PF Commissioner, Sh R.C. Mishra launched the facility for online access for EPF members to their PF accounts.
In case of the members who are not active (left service) and have not settled their account or have not become inoperative, the facility to download the pass book on request basis shall be available.
The facility shall be available on www.epfindia.gov.in
Any PF member can register himself/herself on the Member Portal by using his/her Photo Identification number such as PAN, Aadhar, NPR, Driving License, Passport, Voter ID, Ration Card and use the mobile number as the password. Thus the member will not be required to remember any user id/password.
The member can add multiple id numbers after registration and can use any one for login.
Once registered, he/she can download the pass book by entering his/her account number. If available the pass book will appear for download.
In case not available a request will be created on the portal and once the pass book is  uploaded by the respective field office, an SMS will be sent to the member to login and download the pass book.
The e-pass book shall contain the transaction wise details in the member's account (all credits and debits) since the month for which the details for the establishment have been processed in the new application software at the field offices.
The facility, however is not available for the members under establishments that are exempted under the EPF Scheme 1952 (as the fund details are maintained by the Trust), Inoperative members (i.e in accounts where no contribution has been received during preceding 36 months).
The facility shall have following restrictions:-
 Only one registration is permitted against one mobile number.
 The member can download the passbook for only one account number under one establishment. Thus in case he/she has worked for different spells in one establishment with different account numbers, he/she has to apply for the transfer of the old account to the new so that the credit may be reflected in the e-pass book of the new account.
 To view the amount balance against any inoperative account also the member should
apply for transfer and then the transferred amount will reflect as credit in the present
account of the member.






Einstein’s brain



Frontline
Volume 29 - Issue 24 :: Dec. 01-14, 2012


Portions of Albert Einstein’s brain have been found to be unlike those of most people and could be responsible for his extraordinary cognitive abilities, according to a new study led by Dean Falk, the Hale G. Smith Professor of Anthropology at Florida State University. 

The study, “The Cerebral Cortex of Albert Einstein: A Description and Preliminary Analysis of Unpublished Photographs”, has been published in the journal Brain.

Dean Falk, who is an evolutionary anthropologist, along with colleagues Frederick E. Lepore of the Robert Wood Johnson Medical School and Adrianne Noe, director of the National Museum of Health and Medicine, has described for the first time the entire cerebral cortex of Einstein’s brain from an examination of 14 recently discovered photographs.

 These were taken shortly after his death but had never been analysed. The present researchers compared Einstein’s brain with 85 “normal” human brains and, using current functional imaging studies, interpreted its unusual features.

“Although the overall size and asymmetrical shape of Einstein’s brain were normal, the prefrontal, somatosensory, primary motor, parietal, temporal and occipital cortices were extraordinary,” says Dean Falk. “These may have provided the neurological underpinnings for some of his visuospatial and mathematical abilities, for instance,” she adds. The prefrontal cortex is known to be important for highly abstract thinking, which is how Einstein arrived at his famous theories of relativity.

 It is believed that the complex folding patterns here probably provided an unusually large surface area compared with the normal, which may have contributed to his extraordinary abilities.

Soon after Einstein died in 1955, Thomas Harvey, the pathologist who carried out the autopsy, removed his brain, preserved it in formalin and later photographed it from multiple angles with the permission of his family. Furthermore, he sectioned the brain into 240 blocks from which he prepared histological slides.

 Unfortunately, a great majority of the photographs, blocks and slides were lost from public sight for more than 55 years. The 14 photographs used by the researchers now are held by the National Museum of Health and Medicine.

The paper also publishes the “road map” to Einstein’s brain prepared in 1955 by Harvey to illustrate the locations within Einstein’s previously whole brain of 240 dissected blocks of tissue, which provides a key to locating the origins within the brain of the newly emerged histological slides.

Success Will Come and Go, But Integrity is Forever





   Amy Rees Anderson   Amy Rees Anderson, Contributor :Forbes :28 Nov 2012 

If I could teach only one value to live by, it would be this: Success will come and go, but integrity is forever. Integrity means doing the right thing at all times and in all circumstances, whether or not anyone is watching. It takes having the courage to do the right thing, no matter what the consequences will be. Building a reputation of integrity takes years, but it takes only a second to lose, so never allow yourself to ever do anything that would damage your integrity.

We live in a world where integrity isn’t talked about nearly enough. We live in a world where “the end justifies the means” has become an acceptable school of thought for far too many. Sales people overpromise and under deliver, all in the name of making their quota for the month. Applicants exaggerate in job interviews because they desperately need a job. CEOs overstate their projected earnings because they don’t want the board of directors to replace them

Entrepreneurs overstate their pro formas because they want the highest valuation possible from an investor. Investors understate a company’s value in order to negotiate a lower valuation in a deal. Customer service representatives cover up a mistake they made because they are afraid the client will leave them. Employees call in “sick” because they don’t have any more paid time off when they actually just need to get their Christmas shopping done. The list could go on and on, and in each case the person committing the act of dishonesty told themselves they had a perfectly valid reason why the end result justified their lack of integrity.

 It may seem like people can gain power quickly and easily if they are willing to cut corners and act without the constraints of morality. Dishonesty may provide instant gratification in the moment but it will never last. I can think of several examples of people without integrity who are successful and who win without ever getting caught, which creates a false perception of the path to success that one should follow. After all, each person in the examples above could have gained the result they wanted in the moment, but unfortunately, that momentary result comes at an incredibly high price with far reaching consequences.  That person has lost their ability to be trusted as a person of integrity, which is the most valuable quality anyone can have in their life. Profit in dollars or power is temporary, but profit in a network of people who trust you as a person of integrity is forever.

Every one person who trusts you will spread the word of that trust to at least a few of their associates, and word of your character will spread like wildfire. The value of the trust others have in you is far beyond anything that can be measured.  For entrepreneurs it means investors that are willing to trust them with their money. For employees it means a manager or a boss that is willing to trust them with additional responsibility and growth opportunities. For companies it means customers that trust giving them more and more business. For you it means having an army of people that are willing to go the extra mile to help you because they know that recommending you to others will never bring damage to their own reputation of integrity. Yes, the value of the trust others have in you goes beyond anything that can be measured because it brings along with it limitless opportunities and endless possibilities.


Contrast that with the person who cannot be trusted as a person of integrity.  Warren Buffet, Chairman and CEO of Berkshire Hathaway said it best:, “In looking for people to hire, look for three qualities: integrity, intelligence, and energy.  And if they don’t have the first one, the other two will kill you.”  A person’s dishonesty will eventually catch up to them. It may not be today, and it may not be for many years, but you can rest assured that at some point there will always be a reckoning.

A word of advice to those who are striving for a reputation of integrity: Avoid those who are not trustworthy. Do not do business with them. Do not associate with them. Do not make excuses for them.  Do not allow yourself to get enticed into believing that “while they may be dishonest with others, they would never be dishonest with me.” If someone is dishonest in any aspect of his life you can be guaranteed that he will be dishonest in many aspects of his life. You cannot dismiss even those little acts of dishonesty, such as the person who takes two newspapers from the stand when they paid for only one. After all, if a person cannot be trusted in the simplest matters of honesty then how can they possibly be trusted to uphold lengthy and complex business contracts?
It is important to realize that others pay attention to those you have chosen to associate with, and they will inevitably judge your character by the character of your friends. Why is that?  It is best explained by a quote my father often says when he is reminding me to be careful of the company I am keeping:  “When you lie down with dogs you get fleas.” Inevitably we become more and more like the people we surround ourselves with day to day. If we surround ourselves with people who are dishonest and willing to cut corners to get ahead, then we’ll surely find ourselves following a pattern of first enduring their behavior, then accepting their behavior, and finally adopting their behavior. If you want to build a reputation as a person of integrity then surround yourself with people of integrity.
There is a plaque on the wall of my office which reads: “Do what is right, let the consequence follow.” It serves as a daily reminder that success will indeed come and go, but integrity is forever.
~Amy,The lessons learned of an Entrepreneur turned Mentor & Angel Investor

PVR buys Cinemax for Rs 395 crore

PVR buys Cinemax for Rs 394 crore
PTI   : BT : New Delhi   :Last Updated: November 30, 2012  | 11:05 IST

Multiplex chain operator Cinemax on Thursday said its promoters will sell their entire stake of 69.27 per cent in the company to PVR Ltd for Rs 394.98 crore.

PVR will also purchase additional up to 26 per cent stake from public shareholders through an open offer.

"The company has been informed by its promoters that they have entered into a definitive sale agreement with PVR Limited (through its wholly-owned subsidiary Cine Hospitality Private Ltd) for sale of their entire stake of 69.27 per cent in Cinemax India Limited," Cinemax said in a filing to the BSE.

"The sale has been completed for a total sale consideration of Rs 394.98 crore at a price of Rs 203.65 per equity share," the filing added.

Cinemax shares on BSE closed at Rs 184.25 apiece, up 4.99 per cent from its previous close.

In a separate filing, PVR also said that its board of directors has approved the purchase.

"...board of directors at its meeting held on November 29, 2012, approved, subject to receipt of relevant consents under applicable law, the purchase of entire 69.27 per cent stake in Cinemax India Limited from the Kanakia family," PVR said in the filing. 

The PVR board also approved purchase of up to 26 per cent stake of Cinemax India from the public shareholders pursuant to an open offer under the SEBI regulations 2011, the PVR filing added.

Shares of PVR ended at Rs 255.45 apiece, higher by 7.83 per cent that its last close.

PVR, one of the largest multiplex companies in the country runs 197 screens. For the year ended March 31, 2012, the company's total income stood at Rs 513.06 crore, up 11 per cent from Rs 462.22 crore registered in the previous fiscal.

Cinemax operates 138 screens across 39 properties in Ahmedabad, Panipat, Nagpur, Hyderabad, Kolkata, Mumbai, Thane, Bangalore and Pune among others, as per information on Cinemax website

Thursday, November 29, 2012

Quote Gems - Henry David Thoreau






 " Things do not change; we change. "


- Henry David Thoreau
Henry David Thoreau (July 12, 1817 – May 6, 1862) was an American author, poet, philosopher, abolitionistnaturalisttax resisterdevelopment criticsurveyor, historian, and leading transcendentalist. He is best known for his book Walden, a reflection upon simple living in natural surroundings, and his essay Civil Disobedience, an argument for individual resistance to civil government in moral opposition to an unjust state.

Big Data Is on the Rise, Bringing Big Questions






The recent Silicon Valley Comes to Oxford event focused on Big Data, the next "next big thing." Analysts are saying that going forward, companies will differentiate on how they handle data. Photo: Reuters

WSJ :November 29, 2012, 3:21 a.m. ET

The next Next Big Thing is Big Data. 
Evangelists claim it has the power to reveal hidden truths about our companies, about our lives, about society as a whole.
So important is it that last week's Silicon Valley Comes to Oxford annual event was built around the topic.
Inevitably the real world crashes into digital utopia. According to Peter Tufano, the dean of Oxford's Said Business School, which played host to the event, while awareness of the topic was high among enterprises, only about 6% of companies have got beyond a pilot stage, and 18% are still in one.
"That means three-quarters of industries are looking at this and saying 'what is this all about?'"
Why aren't they looking at Big Data? "The answer across all business," he said, "was 'we don't know what the business case is.'"
But according to speakers at the event, the business case has already been answered. Michael Chui has extensively researched the area for McKinsey Global Institute. His conclusion is emphatic: "The use of data and analytics in general is going to be a basis of competition going forward for individual firms, for sectors and even for countries. Those companies that are able to use data effectively are more likely to win in the marketplace."
MGI's research showed that in just one field—personal location data—some $100 billion of value can be created in the U.S. alone for service providers through use of data. He suggested at a talk last year that the benefits for consumers could be six times that. "We find that Big Data tends to accelerate the capture of surplus [value] by consumers." In other words, not only do companies do well, but customers do even better.
And if companies need even more persuading, what about the claim at the conference that Big Data played a part in re-electing Barack Obama to the White House? John Aristotle Phillips, Chief Executive of Aristotle International—a nonpartisan company that applies technology to politics and political communication—said the use of data analytics had a material effect on outcomes.
"This was the first presidential election campaign where all of the data that was coming into the campaign was successfully collected and centralized," he said. "The Obama campaign did a successful job with that; the Romney campaign did not."
Mr. Phillips was quick to add: "The election was not won because of Big Data, but it played a very important part."
According to Mr. Phillips by bringing together all of the information about individuals it was possible to build a much more accurate picture of a voter and so focus efforts on them in a much more targeted way than simple crude TV electioneering.
So if Big Data can get a man into the White House, how can companies use the same, or similar tools, to achieve those productivity gains that McKinsey was suggesting?
Stephen Sorkin, vice president of Engineering for the U.S.-based Splunk, a Big Data analytics company, suggested that often companies overlook one really important source of information that they are already sitting on—computer log files. Computers generate huge log files that record all manner of information. A Web server, for instance, keeps very detailed records of every thing it does. His company provides tools for customers to mine that data.
"That data is often used just to troubleshoot problems, but you can do a whole lot more with it—it is a categorical record of everything that has happened."
Mr. Sorkin said this gave companies "the opportunity to know, at a very fine grain what customers are doing, how they are doing it and perhaps why they are doing it."
One false promise that some proponents of Big Data hold out is that somehow vast oceans of digital data can be sifted for nuggets of pure enterprise gold.
Mr. Sorkin quickly shoots such hopes down. "It is not going to happen magically. The software only finds correlations, not causations. In order to find causal relationships you have to do work.
"If you take any sufficiently large data sets, you are going to find correlations," he said. "You need a human in the loop to work out which are important."
So given the evidence and the success stories, why are so few companies actually embracing the opportunities?
Andrew Grant, Chairman of Satalia, a U.K. university spinout that applies algorithms to optimize Big Data, suggests cultural obstacles are the biggest impediment.
"At this time you would think companies would be saying we need to innovate our way out of the financial crisis. What seems to be happening is the opposite—everyone is retrenching. But there are real opportunities here."
There are a raft of other obstacles, including a regulatory framework that was designed for a different data world and a lack of skills to actually do the work.
There is also the "creepy factor" says Mr. Sorkin. "The richest examples of Big Data are to understand consumer behavior and optimize your product for it. That is where the danger can lie."
He suggests thatunless companies are careful, optimizing a product can end up putting consumers off, like ads that follow you from site to site. "Companies will customize some aspect based on the consumer and the consumer can think it is a violation of their privacy, or it can just feel creepy. I can make something perfect, but perfect may not be what the consumer is looking for."

Rare mutual fund schemes


Mint
Kayezad E. Adajania :Mint :Thu, Nov 29 2012. 10 51 AM IST
There are a few MF schemes that are unique but not necessarily investment-worthy
The Indian mutual funds (MF) industry boasts of a few MF schemes that are unique but not necessarily investment-worthy. Here are some of them.
Unit-linked insurance plans
Before the market got flooded in the past five to 10 years with investment schemes that come bundled with insurance covers from insurance companies, two fund houses had already offered unit-linked insurance schemes. While LIC Nomura Asset Management Co. Ltd offers LIC Nomura MF Unit Linked Insurance Scheme (ULIS), UTI Asset Management Co. Ltd offers UTI – Unit Linked Insurance Plan (UTI-ULIP).
UTI-ULIP is a debt-oriented scheme that invests at least 60% in debt markets. ULIS is an equity-oriented scheme that invests at least 65% in equity markets. Keeping the exact contours of each of these schemes aside, the entry age in these schemes is 12-60 years. You invest a sum in these plans every year, out of which a small portion gets deducted towards your insurance cover and the rest gets invested. If the first unitholder dies during the scheme’s tenor, the second unitholder or the nominee gets the amount back at the prevailing net asset value (NAV) as well as the insurance claim.
Both the schemes are legacy products, launched more than 10 years ago. Due to the turf war between the capital market regulator, Securities and Exchange Board of India (Sebi), and the Insurance Regulatory Development Authority (Irda), it has been tough for fund houses to launch such schemes.
Pension plans
At present, only two fund houses—Franklin Templeton (Templeton India Pension Plan) and UTI AMC (UTI Retirement Benefit Pension Fund)—offer these plans. These schemes invest up to 40% in equities and the rest in debt. Just like MF Ulips, they too offer tax benefits under section 80C at the time of investment. Typically, once you cross an age threshold, usually 58 years of age, you can either withdraw your full amount or choose to get regular pension in the form of dividends or systematically withdrawal of accumulated units. Lately, Sebi has encouraged MFs to launch pension-type products. In June 2012, Reliance Asset Management Co. Ltd filed a draft offer document of a pension-type plan called Reliance Retirement Fund.
PE ratio FOF
Although there are a few schemes that switch between equity and debt, there is only one fund of funds (FoF) scheme that switches, instead, between one equity scheme and one debt scheme. Called FT India Dynamic PE Ratio Fund of Funds (FTDPEF), the scheme switches between the fund house’s own Franklin India Bluechip fund and Templeton India Income Fund. So far, the fund has a good track record and is a part of Mint50.

How to make your kids money-smart

Ishvinder Kaur with her son Vikram. Photo: Pradeep Gaur/Mint
Nidhi Sinha :Live Mint :25 Nov 2012 

Children learn from parents, so the first step is to be disciplined yourself


Gurgaon-based architect Ishvinder Kaur, 36, thinks her five-and-a-half-year-old son Vikram is too small to be taught about money. Nevertheless, Vikram has his own purse, which he doesn’t forget to carry whenever he goes out cycling with his mom or friends. Kaur says she didn’t introduce the concept of money to him rather he introduced it to himself. “Once we were out cycling and crossed a retail store. He wanted something but I was not carrying my wallet and I told him so. Two or three similar experiences later, I found him taking out a small bag from among his toys, which he said was his purse. He thought the purse was enough to pay the retailer,” she says. Kaur used the opportunity to tell him that he needed to carry money in his purse to be able to buy himself something and gave him Rs.5 with which he bought some sweets later.
Like Kaur, a lot of parents may not make a conscious effort to teach their kids the value of money, yet it is bound to spring up at some point or the other. In the Indian context, teaching good money habits becomes more challenging with social values closely intermeshed with the value of money per se.
“Good money habits to me means having the freedom to spend from a play account, saving up a little by little even at a young age and realizing the value of what we already have as a privilege,” says Srividya Rajaram, clinical psychologist, Adiva Healthcare Pvt. Ltd.
Pulling up your socks
Like it or not, children love to copy their parents and while they have a whole world to grasp from, they learnt the most from the environment at home. So if you want your child to wash her hands before every meal, you need to first ensure that you do the same yourself. The same is true for most other aspects of life, including your attitude towards money.
“Children learn by example. To start with, parents need to understand that money is a means to good things but not an end in itself,” says Suresh Sadagopan, a Mumbai-based financial planner. So if as a parent, you want to splurge on an LED television, when you already have a LCD at home, your child’s demand for a touch phone may not be unreasonable after all.
“Money is one form of prosperity and abundance in life and is a physical expression of the same. Parents need to model abundance of love, appreciation, the act of giving and sharing with joy in their behaviour,” says Rajaram.
So before you even start on your kids, you ask yourself some questions: do you have a budget, do you save regularly, do you set goals, are you able to control your greed when shopping? Children learn from behaviour, and only behaviour, Rajaram adds.
The earlier, the better
Like Kaur, many would think that money concepts should be introduced when a child grows up enough to understand it. But that is not the way it works. As a parent, you would stand for certain values, which the child would start grasping very early; the idea is to take this instinctive learning forward in a meaningful and constructive manner. As mentioned earlier, Kaur, too, has made a start in her own way.
In fact, “the earlier, the better”, says Rajaram. There is no age to introduce the concept of money. So what could be the tools to help one do this apart from self-discipline? “At a very young age, the concept of a piggy bank can be introduced, which could go on to include games relating to money and eventually, when the pocket money starts, explaining the basics of expenses and saving,” says Sadagopan.
So giving your kid a coin when going out for a walk and telling her to keep it safe with her and buying a candy for her with it at the end may help her to be careful about money.
Creating a value system
Every rupee that can buy a good or service has a monetary value attached, but it may not necessarily be enough to calculate its worth. And you need to communicate that clearly with your child. For example, when you consider a card your child made for you invaluable, tell her so, not forgetting to explain why you think so. “One needs to teach how to judge the worth of something not just in terms of money but how much of labour and hard work must have gone in making it,” says Rajaram.
Putting a monetary value to the things you do and comparing them with what you could do with it may help develop choices and the ability to prioritize things. “Teach value by example. A movie outing is equivalent to, say, one week of groceries, or to put it another way, x number of ice creams. Similarly, a mobile phone a child may want may be equivalent to 10 days of work for a parent or half a month’s family expense,” says Sadagopan. Such comparisons may make it easier for your child to choose between a car and downpayment for a small flat when she grows up.
“Children should also be sensitized to the virtues of charity and sharing,” says Sadagopan. Learning to give to the less privileged is important, says Rajaram. The idea is not to let money overpower you even if it is in abundance, which is in sync with traditional Indian values.
Teaching through experience
Letting children experience certain things are the best way of teaching them.
Often, parents complain of handling peer pressure. But if you treat children as young adults and make them participate in home finances, certain things may become clear to them. “Children will understand if they clearly know where the parent is placed and their capabilities and limitations. If this is conveyed to them in a straightforward manner, they will understand and will not come with unreasonable requests. An honest communication is important as children grow up, especially in their teens.” This will not only help handle peer pressure but also help the child monitor his own expenses and spend her pocket money well. In case of privileged families, “with slightly older children, parents should share how some privileges are funded in life”, says Rajaram. After all, you want your child to spend money mindlessly.
Here’s another example. Doing charity by itself may not make sense to children. However, taking the child to a slum area in, say, the winter season and pointing out to the need of blankets and proper clothing may leave a lasting impression.
Basic handholding
This can happen using the tools of a savings bank account and pocket money. Encourage your child to set small goals, such as buying a battery car. Once the child accumulates enough money through lump sums received from relatives and parents and through regular savings from her pocket money, she will get a lifetime lesson in saving and patience.
Sadagopan wants parents to be even more involved. “When the parent gives a sum as pocket money, they should sit with the child and help him budget it. The discipline of staying within the budget should be taught. For good measure, if they stay within the budget, there can be a bonus which the child could get to reinforce a good habit,” he says.
Or if they reach a goal, you can add an equal amount as bonus to buy, say, an iPad. “If they can save something from their pocket money, buy something of their choice,” says Rajaram.
As much as parents expect and want their kids to be understanding, parents themselves need to accommodate with certain aspirations of kids and be sensitive to their requirements.

Wednesday, November 28, 2012

Forever yours: 12 companies that kept auditors unchanged for 15-50 years





Money Control :Tue, Nov 27, 2012 at 12:41

If the new Companies Bill gets passed in Parlaiment, it will make rotation of auditors mandatory for companies. The draft bill advocates rotation after five years with the flexibility to extend it to ten, after which there will be a mandatory cooling off for five years. Currently, the Ministry of Corporate Affairs (MCA) prescribes auditor rotation every five years but the guidelines are non-binding in nature and most private sector companies disregard them.

While analysing auditors' lifespan in companies, Institutional investor advisory Services looked into 286 listed entities and found only 131 companies, comprising mostly banks, were conforming to the MCA guidelines.



Moneycontrol brings to you top 12 companies which have kept auditors unchanged for a period ranging decade-and-a-half  to half-a-century.

1  .Company: Hindalco Industries

Auditor/Audit Network: Singhi and Co

Tenure (years): >50

2   .Company: Reliance Industries

Auditor/Audit Network: Chaturvedi and Shah, Rajendra and Co., Deloitte *

Tenure (years): >35

*Deloitte has been an auditor since 2005

3   .Company: Larsen & Toubro

Auditor/Audit Network: Sharp and Tannan

Tenure (years): >30


4   .Company: Grasim Industries

Auditor/Audit Network: GP Kapadia and Co; Deloitte (joint statutory auditor since 2009)

Tenure (years): >20


5   .Company: Jaiprakash Associates

Auditor/Audit Network: MP Singh & Associates

Tenure (years): >25



6   .Company: Tata Power

Auditor/Audit Network: Deloitte / AF Ferguson & Co

Tenure (years): >15



7   .Company: Maruti Suzuki

Auditor/Audit Network: PWC

Tenure (years): >15


8   .Company: Hero MotoCorp

Auditor/Audit Network: AF Ferguson and Co

Tenure (years): >15


9   .Company: Jindal Steel

Auditor/Audit Network: SS Kothari Mehta and Co

Tenure (years): >15


10   .Company: Tata Steel

Auditor/Audit Network: Deloitte / A F Ferguson & Co

Tenure (years): >15


11  .Company: Tata Motors

Auditor/Audit Network: Deloitte / A F Ferguson & Co

Tenure (years): >15


12  .Company: Infosys

Auditor/Audit Network: BSR and Co

Tenure (years): >14