December 5, 2019
The Secretary, Listing Department, BSE Limited, 1st Floor,
Phiroze Jeejeebhoy Towers, Dalal Street, Mumbai - 400001 Scrip
Code: 540065
The Manager, Listing Department,
bRBLBANK apno ka bank
The National Stock Exchange of India Limited, 'Exchange Plaza',
C-1 Block G, Bandra Kurla Complex, Bandra (E) Mumbai - 400051 Scrip
Symbol: RBLBANK
Sub: Newspaper Advertisement for dispatch of Notice of the
Extraordinary General Meeting ("EGM") of RBL Bank Limited
Dear Sir/Madam,
Pursuant to Regulation 30 and 47 read along with Schedule Ill of
the SEBI (Listing Obligations and Disclosure Requirements)
Regulations, 2015, and any other applicable provisions, please find
enclosed herewith the clippings of advertisement published in
today's Newspapers viz. Business Standard (English) and Pudhari
(Marathi) informing about completion of dispatch of Notice of the
EGM of the Bank scheduled to be held on Friday, December 27, 2019
at 11 :30 a.m. at Residency Club, C. T. S. No. E 2124, E Ward, Near
Bawda Post Office, Opp. PWD Office, New Palace, Tarabai Park,
Kolhapur 416 003 to the shareholders.
The above inform;:ition is .=ilso ,wailable on the Bank's
website www.rblbank.com.
Kindly take the same on record.
Thanking you.
Yours faithfully,
For RBL Bank Limited
Niti Arya Company Secretary
Encl.: As above.
www.rblbank.com
RBL Bank Ltd.
Controling Office: One lndiabulls Centre, Tower 2B, 6th Floor,
841 Senapati Bapat Marg, Lower Pare!, Mumbai -400 013 I Tel:+9122
43020 600 I Fax: 9122 43020520 Registered Office : 1st Lane,
Shahupuri, Kolhapur -416001, India I Tel.: +91 2316 650214 I Fax :
+91 2312 65738 6
CIN : L65191PN1943 PLC007308. E-mail:
[email protected]
Data protection BillAnother new aspect is the inclusion of
socialmedia companies, which will be required toprovide a way to
identify the users on theirplatform who are willing to be verified
on avoluntary basis. Social media companies areidentified as the
largest data processing enti-ties or fiduciaries. “Under the
provision, asocial media fiduciary will have to give userson its
platform an option to get verified. Itwill be voluntary for
individuals if they wantto get verified or not," the source
said.
The Personal Data Protection Bill hasbeen in the works for
nearly a year now,and has been giving the technology sectorthe
jitters because the final draft has notbeen made public. However,
the Bill, onceit gets passed, will have repercussions forindustries
across the board -- from retailto aviation, manufacturing to
automo-biles, and even your local grocer, if hestores your details
in a digital format.
Data localisation, data fiduciary’sresponsibilities, steep
fines, and classifi-cation of personal and sensitive personaldata
were thorny issues in the first draft.
A draft of the Bill was made public bythe Ministry of
Electronics andInformation Technology on July 27 lastyear. It
detailed the rules and obligationsfor different entities which
process per-sonal data in the country, and came undera lot of
criticism for the way it proposedhandling cross-border data
flows.
It was opened for public consultationlast year, but the Bill in
its final form has notseen the light of day. The ministry
report-edly received over 600 submissions, but
did not make them public. The govern-ment has held several
rounds of consulta-tions with different stakeholders after thefirst
draft, but the Bill or any modificationwas not opened up for
further comments.
IL&FS posts...These are standalone numbers of the hold-ing
company, IL&FS, which has more than300 subsidiaries in both
India and abroad.
The company has also made provisionsto the tune of ~19,430 crore
in FY19 forloans, impairment of investments in itssubsidiaries,
associates, and joint ventures,resulting in a net loss of ~2,669.2
crore onfinancial assets at fair value. The companyhas not
accounted for contractual interestincome from its subsidiaries,
associates,and joint ventures, of ~737.9 crore, on agross basis and
contractually payablefinance costs on borrowings, of ~692.5crore,
excluding penal/other interest andcharges, for the period from
October 16,2018 to March 31, 2019. Auditors said thatbecause of the
losses incurred and thedowngrades it had suffered, the compa-ny's
ability to raise funds had beenimpaired, with normal business
operationsbeing substantially curtailed. These con-ditions indicate
the existence of a materi-al uncertainty that may cast
significantdoubt about the company's ability to con-tinue as a
going concern. Further, the com-pany has, as of March 31, 2019,
breached itsconditions for holding a certificate of reg-istration
as a core investment company,issued by the Reserve Bank of
India.
I-T...The regulator had observed thatentities repeatedly bought
andsold stock options and executedreversal trades with the same
setof entities for the same quantitywithin a short span of time
withsubstantial price difference.Later, these entities had
createdartificial volume in the contracts,which is in violation of
unfairtrade practices rules. In April2018, Sebi announced that it
haddecided to take action in a phasedmanner against 14,720 entities
forfraudulent trade in the illiquidstock options segment. So far,
themarket regulator had passedmore than 60-70 orders againstsuch
entities.
Explaining the modusoperandi, the official quotedabove said that
the profit on saleof shares of listed companieswhere the securities
transactiontax has been paid does not attractlong-term capital
gains tax if theinvestment is held for more than12 months. However,
Sebi and thethe I-T department have foundthat this provision is
often mis-used by rigging the prices of illiq-uid stocks. Operators
adviseinvestors to invest in such listed
firms, which accordingly allot shares on apreferential basis at
a nominal rate. Theseshares are under a lock-in period for a
year.Subsequently, these operators manipulatethe scrip price. They
also rope in entities toprovide the "last traded price" for
bookinglong-term capital gains and also for buyingshares at a
higher price. The beneficiarypays cash to the operator through a
multi-layered structure from the gains made byevading the tax.
Google...In recent years, Mr. Page and Mr. Brinseemed to have
lost interest in running thecompany they founded. The
reorganiza-tion into a holding company was in partintended to
address that. While Mr. Pichaitook the reins of the often messy
business ofGoogle, Mr. Page and Mr. Brin would focuson what were
effectively science projects.
Mr. Brin moved his desk for a time to X,the so-called moonshot
lab where engi-neers worked on projects that were likely tofail -
but had big potential if they didn't.Mr. Page was rarely a presence
on Google'scampus and was working on long-shot tech-nology problems
and personal side proj-ects like his flying-car start-up, Kitty
Hawk.
They have largely disappeared frompublic view, at least as
company represen-tatives. Mr. Page did not speak on Alphabe-t's
quarterly earnings calls, appear for con-gressional testimony like
other techexecutives over the last year, or sit for inter-views
with journalists. One of Mr. Brin's fewon-the-record comments to
journalists inrecent years came at San Francisco Intern-ational
Airport when he was protesting Pr-esident Trump's immigration
policy. Hetold reporters he was there as a private citi-zen. While
Mr. Page and Mr. Brin had beena regular presence at weekly
all-staff meet-ings in Google's early years, they had allbut
stopped appearing over the last year.
One of Mr. Page's last appearances atthe company meeting was
last year when heapologized to employees for his handling ofthe
departure of Andy Rubin, a former sen-ior executive who received a
$90 millionpayout after the company deemed sexualharassment claims
against him credible. InJune, Mr. Page surprised investors
andemployees when he did not attendAlphabet's shareholder
meeting.
In recent years, the freewheeling workculture promoted by Mr.
Page and Mr. Brinhas run into trouble. Employees have stagedpublic
protests over the company's han-dling of sexual harassment claims
againstexecutives, its treatment of contract work-ers and its work
with the DefenseDepartment, federal border agencies andthe Chinese
government.
The soft-spoken Mr. Pichai has beenreluctant to confront the
protests head-on,but he has quietly cracked down onemployee unrest.
Google has halted theweekly company meetings and placedrestrictions
on what employees can discusson message boards.©2019 The New York
Times New Service
More on www.business-standard.com
MUMBAI | THURSDAY, 5 DECEMBER 2019 BRAND WORLD 17. <
VIVEAT SUSAN PINTOMumbai, 4 December
In the last few months,Future group, whichbegan the modern
traderevolution in India, has beensilently taking some of its
pri-vate and joint-venture brandsinto general trade. For many,this
may seem counter-intu-itive, given that modern andgeneral trade are
competingdistribution channels. Butlook closely at the shopper,who
wants everything every-where, and Future’s actions donot seem as
outrageous.
Traditionally, fast-movingconsumer goods (FMCG) com-panies have
separate distribu-tion strategies for the twochannels. And modern
andgeneral traders have stayed offeach other’s turf, to
preventcannibalisation of sales. Sowhat drives Future to blow
upage-old trade practices?
The answer, say industryexecutives, lies in the group’sdesire
for better visibility andbrand recall, and a wider baseof
consumers. While moderntrade has grown steadily overthe last few
years in India, itstill contributes around 10 percent of sales to
FMCG compa-nies. General trade includingkiranas,
neighbourhoodstores and paan shops con-tribute the lion’s share at
88per cent. E-commerce con-tributes 2 per cent.
As the demand for con-venience grows, says Arvind Singhal,
chairman,Technopak, consumers areless likely to be loyal to
anyparticular distribution chan-nel. “Shopping habits arechanging
drastically. Buyersare available at various salespoints. This could
be online,offline or a combination of
both. Retailers are realisingthat limiting distribution totheir
stores may not be theright way to go as the marketgets
competitive,” he says.
A Boston Consulting Group(BCG) report on retail in Indiasays
that organised players willincreasingly have to adapt to anew
normal as consumersgrow savvy, suppliers becomepowerful and
competitionfrom newer channels such ase-commerce increases.
By 2020, BCG says, nearly400-500 million retail usersin India
will be digitallyinfluenced in some way,implying that the
mediumwould play a pivotal role inthe buying process.
Future group is preparingfor this new reality by becom-ing the
preferred deliverypartner for Amazon Primecustomers. Its flagship
BigBazaar stores would ensuredelivery within two hours in
multiple cities, the group saidrecently. A pilot is being run
in18 cities right now.
The group is also planningto work with Amazon, whichhas picked
up a minority stakein Future Retail, on variousother fronts to
improve distri-bution and sales. Even as thegroup reworks its
engagementmodel with competing chan-nels, it is focusing keenly
ongeneral trade, said experts.
Future group's founderand chief executive officer,Kishore
Biyani, said that all itsprivate brands have been con-ceptualised
to “sell every-where” . For him, the categorylabels do not have to
be tied tothe apron-strings of the moth-er retail brand. He says,
“25-30per cent of our businessalready comes from storesoutside our
system. We do notsee a problem with this. Ourstrategy is to make
our brandsmore visible outside
our stores.”Visibility is also the
reason why itrecently took Dre-amery, a dairybrand promoted
by
the joint venturebetween Future
Consumer and New-Zealand-based Fon-
terra, into 3,000 gen-eral trade outlets. This
has come soon after thenational launch of
Dreamery in Futuregroup stores this June. It
is also pushing moreproducts into general
trade, including those froma joint venture with the US-based
company HainCelestial. Terra Chips andSensible Portions from the
JVare now available in all storesand Biyani said that therewere
plans to expand its pres-ence quickly.
Future group sources saythe conglomerate is eyeing atleast
32,000 general trade out-lets in the coming months forboth Dreamery
and HainCelestial products, as it pre-pares to take on
bellwetherssuch as Hindustan Unilever,ITC, Nestlé and Amul on
theirturf. Further expansion intogeneral trade, they say, willcome
in phase two of thelaunch of these brands.
Some of Future’s ownlabels such as Tasty Treat,Kara and Desi
Atta have alsobeen taken into general traderecently and are
expected toincreasingly find more spaceon shop shelves. In the
com-ing months, there are manymore brands from the Futurestable
(over 20 according tosources) that will find theirway into the
kirana universe,which may well encourageother retailers to do the
same.
Why Future is breaking therules of the retail game By taking its
labels into general trade, the retailer has upended the system
ithas been a part of, but also plugged into the future of
shopping
The company is retailing a number of its private
andjoint-venture brands via general trade outlets
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