HDFC Asset Management Company Limited

A Joint Venture with Standard Life Investments

CIN: L65991MH1999PLC123027

Registered Office :"HDFC House", 2ndFloor, H.T. Parekh Marg, 165-166, Backbay Reclamation, Churchgate, Mumbai-400 020

Tel.: 022 - 6631 6333 Fax: 022 - 6658 0203 Website: www.hdfcfund.com email: shareholders.relations@hdfcfund.com

Ref/No/HDFCAMC/SE/2020-21/11 Date – May 11, 2020

National Stock Exchange of India Limited

Exchange Plaza, Plot C/1, Block G,

Bandra Kurla Complex, Bandra (East)

Mumbai – 400051

Kind Attn: Head – Listing Department

BSE Limited

Sir PJ Towers,

Dalal Street,

Mumbai – 400001

Kind Attn: Sr. General Manager – DCS Listing

Department

Dear Sirs,

Subject – Publication of Notice in newspaper containing Audited Financial Statement of the

Company for the quarter and year ended March 31, 2020

Pursuant to the captioned subject, please find enclosed herewith copies of newspaper clippings published

by the Company.

The said newspaper clippings are also available on website of the Company, www.hdfcfund.com

This is for your information and records.

Thanking You,

Yours Faithfully,

For HDFC Asset Management Company Limited

Sylvia Furtado

Company Secretary

Encl: a/a

MUMBAI | MONDAY, 11 MAY 2020 COMPANIES 3. <

ARNAB DUTTA

New Delhi, 10 May

Webinars and videoconferen-ces may have replaced glitzylaunch events for most elec-

tronics majors — albeit temporarily —but the significance of their physicalpresence in the retail space remainscrucial as ever.

Despite e-commerce deliveriesresuming in all green and orange zonesin the country, leading consumer elec-tronics makers are leaving no stoneunturned to recharge offline trade.

From top smartphone firms, such asXiaomi, Vivo, and Oppo, to leadingconsumer durables makers Samsungand LG, jump-starting retail network isthe first box to be ticked on their check-list. As consumers alter their buyingpatterns, manufacturers are once againrelying on the traditional trade channelfor a revival in sales. The country’slargest electronics firm Samsung Indiahas effected a comprehensive plan,activating physical stores in integra-tion with online and digital platforms,to resume business in all zones.

In a tie-up with digital marketingsolutions firm Benow, the new scheme— internally called O2O — will ensureseamless integration of digital andonline platforms with physical out-lets in any region. Unlike the usualomnichannel strategy, where con-sumers used to access the online salesnetwork for any product at physicalstores, the new O2O scheme gener-ates leads from online and serves

them through offline stores. While Benow will identify demand

from willing buyers through artificialintelligence tools on digital and socialmedia platforms, any local store thatregisters on the network will be able toserve consumers, depending on theirlocations. The plan is to turn the outletinto mini-warehouses, so that even ifthey are not allowed to open, they cansurvive by registering sales, while con-sumers - even in red zones - get served.

“This is part of our broader online-to-offline (O2O) strategy and is aimed atproviding benefits of both offline andonline platforms to the consumer. Thiswill ensure our consumers do not haveto step out to a physical store at a timewhen social distancing is the new nor-mal. At the same time, the new platfo-rm enables thousands of physical retail-ers to connect with local customersonline,” said Mohandeep Singh, sen-ior vice-president (V-P), Samsung India.

Rival Xiaomi India, that replacedSamsung from the top spot in thesmartphone market a few years ago,has come up with a similar hyperlocalretail plan — Mi Commerce.

To generate leads, Xiaomi has ded-icated a business number on Whats-App, apart from its mobile application,through which consumers can placetheir orders, which will be delivered bytheir nearest retailer. It plans to intro-duce a WhatsApp bot that will guideconsumers through intuitive featureslike locating a nearby store, while indi-vidual retailers will be able to promotetheir sites to reel in consumers. “This is

a future-ready experience enabling ourusers and retail partners in a post-Covidworld. We hope the solution would bea game-changer in enabling offlineretail business to grow,” said Murali-krishnan B, chief operating officer, Xia-omi India. The changing tack is in con-trast to Xiaomi’s tried-and-testedonline-only formula that helped it gainshare in the early days.

According to Manu Kumar Jain, V-P, Xiaomi, it is also ensuring creditfacilities to its retailers through the in-house Mi Credit business. Like itsrivals, executives at Vivo India areburning midnight oil to operationaliseits Vivo Smart Retail Solution pro-gramme that it hopes will revive thefaltering offline trade.

The firm has initiated an integratedlead management system that includesactivating tools on social and digitalmedia to identify potential buyers anddedicated mobile numbers throughwhich consumers can place orders orenquire about products via SMS. Toensure smooth transaction, Vivo hasactivated its 30,000-dealer level brandambassadors, who will remotely assistpotential consumers in finishing theirpurchasing process. “This is a win-winfor consumers unable to purchase, andretail partners who need to kick-starttheir businesses. To begin with, we ha-ve activated 20,000 retailers pan-Ind-ian under the scheme,” said Nipun Ma-rya, chief marketing officer, Vivo India.

Oppo Mobile, the largest smart-

phone player after Samsung, is resum-ing business through 10,000 outlets,and has activated 17 per cent of its storeconsultants. However, for now its planis restricted to orange and green zonesonly, where leads generated throughits pages on Twitter, Facebook, andWhatsApp will be served through localstores. LG India is wooing consumerswith offers worth up to ~10,000, againstpre-orders placed on its site.

In a tie-up with banks like ICICI,HDFC, Standard Chartered, and StateBank of India, among others, the firm isalso offering cashback up to 12.5 percent of the purchase value. Four yearsof extended warranty and flexi-equat-ed monthly instalment schemesagainst zero down payment are on thetable as well. The changing focus ofleading players is not without rationale.

In the initial days, the network ofover 50,000 physical retail outlets —selling mobile handsets to televisionsets — had been the key growth avenuefor leading players like Samsung, LG,Vivo, and Oppo.

In the past three years, the onlinechannel has grown by leaps and bou-nds. The share of online channel in thesmartphone market, for example, hasgrown to 40 per cent by end-2019, from20 per cent in 2016, thanks to infusionof funds by their global parents in bil-lions of dollars.

However, with red zones excludedfrom e-commerce delivery of non-essential items, all firms are in aquandary. Industry estimates suggestover 75 per cent of total sales comesfrom areas marked red. Manufacturershave already lost over 65 per cent of the~23,000-crore sales from durables thathappen in March and April.

Electronics majors rush to reboot bizFirms ready retail plans to align with changingconsumer pattern, revive offline trade

�Leading firmsprepare all-inclusiveplans to revive offlinechannel to deliver in red zones

�Reverse integrationwith online platform

brings life to offlinestores that are nowmini-warehouses

�Data mining, AItools on digital &social media augmentretailers’ supply

initiatives

� The share of onlinechannel in thesmartphone markethas grown to 40% byend-2019, from 20%in 2016

GEARING UP

SURAJEET DAS GUPTA

New Delhi, 10 May

Core viewers of the IndianPremier League (IPL), whichhas been postponed indefi-nitely, are shifting from sportschannels to other genres.

And the big gainers fromthis are movie and news chan-nels. The core or heavy viewersare the top 33 per cent of theaudience for the IPL season of2019 (the IPL was slated to beheld in April-May this year).They are the ones who gener-ally see a match every day.

According to the data fromthe Broadcast AudienceResearch Council (BARC) ofIndia, with Nielsen, duringweek 13-16 (the 16th weekstarted April 18), the coreviewers made a 20 per centviewership contribution tosports channels last year butthat fell to a mere 2 per cent inthe same weeks this year.

However, during the sameperiod, core IPL viewers werestill spending long hours ontelevision every day (after allyou are at home).

That number went upfrom 4.48 hours last year inthe weeks when the IPL wason to 5.28 hours now.

Sunil Lulla, chief execu-tive of BARC, said: “What weare seeing is that with the sus-pension of the IPL and verylittle or no live sports pro-

gramming, core viewers areshifting to watching othergenres.”

However, their contribu-tion to the movie genre shotup from 21 per cent last year inweek 13-16 to 28 per cent thisyear. And even news saw anupsurge, going up from 9 percent to 19 per cent, thanks tofocused news on the pan-demic.

Lulla, however, pointed tothe importance of the IPL.Sports channels’ share of TVviewership was estimated ataround 3.5 per cent in 2019against 3.2 per cent in 2018.

But when the IPL happens,their share shoots up in thoseweeks to 5.1 per cent.

Without the IPL there is noadvertising because there areno viewers to reach.

Looking at it from anotherperspective, the share of crick-et in sports viewership is stilla staggering 81 per cent.Kabaddi and wrestling acc-ount for 15 per cent.

Advertisers have estimatedthe loss in commercials couldbe ~6,000-7,000 crore in Apriland May. The loss includes adrevenues from IPL.

The loss in advertising rev-enues is nearly a fourth orfifth of the TV advertising pieof ~32,000 crore, which wasexpected this year. Advert-isers point out around ~5,000crore comes from the IPL.

With IPL waitgetting longer,viewers switchto films, news

GECMovies News Sports Kids Others

(viewershipshare in %)

Source: BARC-Nielsen for weeks 13-16, when IPL is usually scheduled

VIEWING BEHAVIOUR OF CORE OR HEAVY IPL VIEWERS OF ’19

3840

28

19

2 65

21

2019 202020

6 6

9

ISHITA AYAN DUTT

Kolkata, 10 May

Demand for domestic steel is claw-ing back with end-users taking thefirst steps in restarting operations.However, a return to normalcy maystill be months away. Over the pastfew days, a number of automakers,including Maruti Suzuki, Hero Mo-toCorp, Mercedes-Benz India, EicherMotors, TVS Motor, and Isuzu MotorsIndia have got clearance from the go-vernment to resume operations.

Construction activities, too, have

resumed, albeit in a staggered man-ner, in some pockets. There isdemand for yellow goods as well. Nodoubt, between lockdown 1.0 and 3.0,there is an improvement in demand,but steel companies say, it’s too little.

Typically, construction accountsfor 60-62 per cent of end-use and auto15-16 per cent. The demand that iscoming back is mostly from autocomponents, fabricators and somegovernment projects, said steel pro-ducers. But they pointed out that it’snot just a restart of activity at the end-user level that is required; the value

chain, which has completely col-lapsed, needs to be reconstructed fora significant pick-up in demand.

ArcelorMittal Nippon Steel India

(AM/NS) India has restarted many ofits production units, including Corex,Conarc, hot strip mill and compactstrip mill to ramp up production.Production at the blast furnace, too,has been ramped up in line withdemand.

But a further increase in outputlevel was riddled with challenges. Aspokesperson for AM/NS India citednormalising supply chain and pr-oduction ramp up at customer endas major challenges.

Steel Authority of India (SAIL) offi-cials said things were starting to

move. Customer meets were beingheld. But most of the demand, cur-rently, is from government segments.

“Availability of labour remains achallenge,” they said.

Jindal Steel & Power ManagingDirector V R Sharma pointed out thatsteel markets were still closed. “Micro,small and medium enterprises needto be allowed to function without per-mission,” he said. With labour andsupply chain pangs being felt acrossindustries after more than a monthand half of lockdown, the chorus foreasing curbs is getting louder.

Steel demand: Back to normal still months away

You did good sales in Q4despite lockdown. How did you manage it?We did good numbers beforethe lockdown. We wouldhave done better numbers ifthe lockdown was not here.We did bookings of around~800 crore during lockdown.During lockdown, we usedvideoconferencing andZoom call effectively. Weactually reworked sales byleveraging technology.Actually, we digitised thesales process one and halfyears ago.

How does FY21 look like andwhat are you doing to bringback customers?It is too early to comment. Wehave to wait for the lockdownto end. We are not doing any-thing special. We are in touchwith customers through tech-nology. We are using newways of selling. A lot of inno-vations are going on.

Will you deferlaunchesscheduled for thisquarter?There are a lot ofprojects in thefinal stages of app-roval. Dependingon the stage of approval andlockdown, we will take a call.

How will Godrej Propertiesbenefit out of theconsolidation?People with balance sheetstrength and sales capabili-ties will partner other devel-opers in the coming quar-ters. We are already sittingon a cash pile of ~2,500 croreand have a strong brandname. So, we will benefitfrom the consolidation.

Are you seeing a surge injoint venture/joint

development proposals?We are getting proposals. Butthere is no dramatic increase.Once things open up, we willget to assess the situation.

Do you have any plans ofslashing apartment prices to boost sales?We do not have any plans of

slashing prices.The industryhas been reelingfrom a slow-down for the lasteight years.There is a limit-ed scope to cutprices. Barring

South Mumbai, a very fewplaces have significant com-pleted stock.

Do you think the entire Covid-19 issue will delay the recoveryin residential real estate?It depends on how long thelockdown continues andwhat will be the impact ofthe lockdown on the econo-my. If the lockdown has lowimpact on the economy,recovery will be faster. Oth-erwise, it will push recoveryby one more year. Wheneverrevival happens, there willbe strong recovery in sales.

‘With revival,strong sales tobounce back’The Covid-19 lockdown is expected to eliminate smaller brands andhasten consolidation in the real estate sector. Godrej Properties willbenefit out of the consolidation due to its strong balance sheet and sales capabilities, Managing Director MOHIT MALHOTRA tellsRaghavendra Kamath. Edited excerpts:

MOHIT MALHOTRAMD, Godrej Properties

IT Services firm Tech Mahindrahas been issued a notice by theoffice of the Labour Commis-sioner, Pune, in Maharashtraon a complaint that the com-pany had reduced salaries of itsemployees to maintain ‘prof-itability’ in the midst of the pa-ndemic. A similar notice wasissued earlier this month toanother IT firm, Wipro, on acomplaint alleging that the fi-rm was benching its emplo-yees. “The firm had also notif-ied its staff through an emailon May 6 that the shift allow-ance, which is between ~5,000and ~10,000 per employee, willbe stopped from May 1,” thecomplaint letter from NationalInformation Technology Empl-oyees Senate reads. PTI

Pune labouroffice notice toTech Mahindraon salary cuts HDFC Asset Management Company Limited

A Joint Venture with Standard Life Investments

CIN: L65991MH1999PLC123027

Registered Office: HDFC House, 2nd Floor, H.T. Parekh Marg, 165-166, Backbay Reclamation,Churchgate, Mumbai - 400 020. Phone: 022 6631 6333 • Fax: 022 6658 0203

E-mail: shareholders.relations@hdfcfund.com • Website: www.hdfcfund.com

EXTRACT OF AUDITED FINANCIAL RESULTS FOR THE QUARTER AND YEAR ENDED MARCH 31, 2020

Particulars(Audited) (Audited) (Audited) (Audited)

Total income from operations 476.13 2,003.25 486.50 1,915.18

Net profit for the period(before tax, exceptional and/or extraordinary items)

329.57 1,653.05 414.55 1,374.70

Net profit for the period before tax(after exceptional and/or extraordinary items)

329.57 1,653.05 414.55 1,374.70

Net profit for the period after tax(after exceptional and/or extraordinary items)

249.83 1,262.41 276.17 930.60

Total comprehensive income for the period[comprising profit for the period (after tax) andOther Comprehensive Income (after tax)]

250.33 1,259.33 276.44 930.20

Equity share capital 106.40 106.40 106.29 106.29

Earnings per share (of ` 5 each)

Basic (`): 11.74 59.37 12.99 43.87

Diluted (`): 11.72 59.24 12.97 43.78

Other Equity(excluding revaluation reserve) as at March 31

3,922.86 2,964.43

` (in Crore)

Quarter EndedMarch 31,

2020

Year EndedMarch 31,

2020

Quarter EndedMarch 31,

2019

Year EndedMarch 31,

2019

1. The above results of the Company have been reviewed and recommended by the Audit Committee and approved by the Board of Directors of theCompany at their meeting held on May 09, 2020. The results have been subject to audit by the Statutory Auditors of the Company.

2. Effective April 01, 2019, the Company has adopted Ind AS 116 - Leases and applied it to all lease contracts existing on April 01, 2019 using themodified retrospective method. Consequently, the cumulative adjustment has been taken to retained earnings on the date of initial application i.e.April 01, 2019. Based on the same and as permitted under the specific transitional provisions in the standard, the Company is not required torestate the comparative figures.

On transition, the adoption of the new standard resulted in recognition of Right-of-Use asset (ROU) of ` 114.93 Crore (including ` 2.96 Crorereclassified from other non-financial assets) and a lease liability of ` 125.23 Crore. The cumulative effect of applying the standard resulted in` 8.63 Crore (net of taxes) being debited to retained earnings. The effect of this adoption is not material to the profit for the year and earningsper share.

3. The above is an extract of the detailed format of Quarterly / Annual Financial Results filed with the National Stock Exchange of India Limited andBSE Limited under Regulation 33 of SEBI (Listing Obligation and Disclosure Requirements) Regulations, 2015. The full format of the Quarterly /Annual Financial Results are available on www.bseindia.com, www.nseindia.com and www.hdfcfund.com.

Milind Barve | Managing DirectorDIN Number: 00087839

Place: Mumbai | Date: May 09, 2020

Notes:PUNJAB STATE POWER CORPORATION LIMITEDGURU HARGOBIND THERMAL PLANT, LEHRA MOHABBAT

DISTT. BATHINDA (PUNJAB) - 151 111e-tendering website- http://eproc.punjab.gov.inNOTICE INVITING TENDER

(Through E-tendering)Tender Enquiry No.: 62/CHP/OP.-302/GHTP/2020-21 Dated 07/05/2020SHORT DESCRIPTION: General housekeeping/ cleaning & reclamation of spilled coal etc. from all locations of coal handling plant as per scope of wort on Stage-I & II at 2x210 MW + 2x250 MW, GHTP, Lehra MohabatLast Date & Time for bid submission 26/05/2020 upto 17:00 hrs.Date & Time of opening of Fee stage bid 28/05/2020 upto 10:00 hrs.Detailed NIT and tender specification can be downloaded from PSPCL website http: eproc.punjab.gov.in from dated 08/05/2020 onwards.Note:1.The prospective bidders can obtain clarification regarding tender specifications

from this office. For registration of digital signatures and uploading of tender, information may be sought frorm http://eproc.punjab.gov.in

2. It is informed that in case the tender process is not completed due to any reason no corrigendum will be published in newspapers. Detail regarding corrigendum may be seen on PSPCLofficial website i.e. https://pspcl.in.

-Sd-Dy. Chief Engineer, Mechanical Mtc. Circle-ll, O&M, GHTP, PSPCL. Lehra Mohabbat. Distt. Bathinda (Pb.)-151111. 799-C

RAIN INDUSTRIES LIMITEDREGD.OFF: “Rain Center”, 34,

Srinagar Colony, Hyderabad-500 073.Telangana State, India. Ph.No. : 040-40401234Email:secretarial@rain-industries.com;website:www.rain-industries.com

CIN: L26942TG1974PLC001693NOTICE

Notice is hereby given that a Meetingof the Board of Directors of theCompany will be held on Thursday,the May 28, 2020 at the RegisteredOffice of the Company, inter-alia toapprove the Unaudited FinancialResults (Standalone, Consolidatedand Segment) of the Company for thefirst quarter ended March 31, 2020.Further, the Trading Window fordealing in the shares of the Companyshall remain closed for the periodfrom April 1, 2020 to June 1, 2020(both days inclusive).for RAIN INDUSTRIES LIMITED

Sd/-

S.Venkat Ramana Reddy

Company Secretary

Place : Hyderabad

Date : May 7, 2020

4 ‘w§~B©, gmo_dma , 11 _o 2020

à{V{ZYr‘w§~B©, a{ddma - n§VàYmZ Jar~

H$ë`mU `moOZoA§VJ©V E{àb Vo OyZ2020 `m VrZ ‘{hÝ`m§gmR>r {Z`{‘VYmÝ`mgmo~VM à{V ‘{hZm àVr H$mS©> 1{H bmo MUmSmi qH dm VyaSmi ‘mo’ VdmQ>n Ho$br OmUma Amho, Aer‘m{hVr amÁ`mMo AÞ,ZmJarnwadR>m‘§Ìr N>JZ wO~i m§Zr {Xbr Amho.

H$moamoZmÀ`m nmœ©^y‘rda XoemVAm{U amÁ`mV gwê$ Agboë`mbm°H$S>mD$ZÀ`m H$mimV EH$hrZmJ[aH$ Cnmer amhÿ Z`o `mgmR>r H|$ÐgaH$ma d amÁ` gaH$maÀ`m AÞ,

ZmJar nwadR>m {d^mJmÀ`m dVrZo{d{dY `moOZm am~dÊ`mV `oV AgyZAÞYmÝ`mMo dmQ>n H$aÊ`mV oV Amho.

n§VàYmZ Jar~ H$ë`mU moOZoA§VJ©VamÁ`mVrb A§Ë`moX` d àmYmÝ` Hw$Qw>§~bm^mÏ`mªZm VrZ ‘{hÝ`m§gmR>r àVr

ì`º$s 5 {H$bmo ‘mo’$V Vm§Xyi XoÊ`mMm{ZU©` KoÊ`mV Ambm AgyZ Ë`mModmQ>n {Z`{‘V H$aÊ`mV `oV Amho.

Ë`mM nmœ©^y‘rda m bm^mÏ`mªZm VrZ‘{hÝ`m§gmR>r ‘mo’$V S>midmQ>nH$aÊ`mMm {ZU©` KoÊ`mV Ambm

Agë`mMr ‘m{hVr AÞ, ZmJarnwadR>m ImË`mMo ‘§Ìr N>JZ ^wO~i`m§Zr {Xbr Amho.

amï´>r¶ AÞgwajm `moOZoVrb nmÌaoeZ H$mS©>YmaH$mZo {Z`{‘V ñdñVYmÝ` IaoXr Ho ë`mZ§Va H mS©YmaH mbm1 {H$bmo MUmS>mi qH$dm VyaS>mi‘mo’$V XoÊ`mV `oUma Amho. `mgmR>rH|$Ð emgZmH$Sy>Z amÁ`mbm àVr ‘mh16 hOma ‘o{Q´H$ Q>Z MUmS>mi dVyaS>mi CnbãY H$ê$Z XoÊ`mV AmbrAmho. m moOZoMm bm^ amÁ`mVrb 7H$moQ>r bm^mÏ`mªZm {‘iUma Agë`mMoË`m§Zr gm§{JVbo.

à{V{ZYrgmobmnya, {X. 10 - d¡emI

g§H$ï>r MVwWu {Z{‘ÎmmZo n§T>anyaÀ`mlr {dÇ>b épŠ‘Ur ‘§{Xam‘Ü`oa{ddmar hmnyg Am§ã`m§Mr ZoÌXrnH$Amamg H$aÊ`mV H$aÊ`mV AmbrAmho. aËZm{Jar `oWyZ Img‘mJdÊ`mV Amboë`m 3 hOma 100hmnyg Am§ã`m§Zr lr {dÇ>bmMoJm^mam, Mm¡Im§~r AmXr {R>H$mUrAm§ã`mMr Amamg H$aÊ`mV Amë`mZolr {dÇ>b Am‘amB©V C^mAgë`mMm mg hmoV AgyZ XodmMo hobmo^g én AmO A{YH$M IwbyZ

{XgV Amho.lr {dÇ>bmà‘mUo lr

épŠ‘Ur‘mVoÀ`m Jm^mè`mVhrAm§ã`m§Mr ‘Z‘mohH$ AmamgH$aÊ`mV Ambr Amho. H$moamoZmMo{dœmda AmoT>mdbobo g§H$Q> XyaH$aÊ`mgmR>r {dÇ>bmÀ`m MaUr lr{dÇ>b ^º$ hare ~¡Ob (A{V[aº$nmobrg ‘hm{ZarjH$ ‘hmamï´> gm`~agob) AO` gmiw§Io (CÚmoJnVrnwUo), C‘oe ^wdm (gm§Jbr) XrnH$ehm (gm§Jbr) Am{U gwZrb C§~ao(n§T>anya) m º$m§Zr Am§ã`m§Mr nyOmAn©U Ho$br Amho.

Am‘amB©V ZQ>br n§T>arMr {dRy>-aIw‘mB©

VrZ hOma hmnyg Am§ã`m§Mr ZoÌXrnH$ Amamg

������������������������������������������������������������������������������������

��������������������������

�����������������������������������������������������������������������������������������������������������������������������������������������������������������������������������������

�������������������������������������������������������������������������������

���������������������������������������������������������������������������

������� ��� ������������� ����� �������������� ��������� �������� ��� ��������������������������������������� ������� ���� ���� ���������� ������ ������ ���� ����� ����� ����� ������� ��� ���� �������������������������������

��������������������������������������������������������������������������������������������������

�����������������������������������������

�������� ������� ���������� �� ������������ ��������������������

������������ �������������������������������������������������������������������������������������

AÞ, ZmJar nwadR>m ‘§Ìr N>JZ wO~iamï´>r` AÞgwajm `moOZoÀ`m bm^mÏ`mªZm ‘mo’$V S>midmQ>n

d¥Îmg§ñWmnwUo, {X. 10 - H$moamoZmÀ`m

nmœ©^y‘rda BVa amÁ`mVrb,{OëømVrb ‘Owam§Mo nwUo {OëømVrbamï´>r` ‘hm‘mJm©dê$Z ‘moR>çmà‘mUmda nm`r ñWbm§Va hmoV Amho.gÚpñWVrV CÝhmù`mMo {Xdg AgyZnm`r AWdm AÝ` gmYZmZo àdmgH$aVmZm Ë`m§Zm {dlm§Vr Ë`mMà‘mUoZmï>m, OodU, em¡Mmb` VgoMAZwf§JrH$ gd© gw{dYm CnbãY H$éZXoUo Amdí`H$ Amho. m gd© ~m~tMm{dMma H$ê$Z nwUo {OëømVrb nwUo-~§Jbmoa, nwUo-gmobmnya, nwUo-Ah‘XZJa, nwUo-‘w§~B© d nwUo-Zm{eH$ `m ‘hm‘mJmªda g§~§{YVVh{gbXma `m§À`mH$S>rb amÁ`AmnÎmr ì`dñWmnZ {ZYrVyZñWm{ZH$ J«m‘n§Mm`VrÀ`m ‘XVrZo‘Owam§Mr ì`dñWm H$aÊ`mMo {ZX}e{Oëhm{YH$mar Zdb {H$emoa am‘`m§Zr {Xbo AmhoV.

XoemVrb {d{dY amÁ`m§V,{Oëøm§V AS>H$bobo {dñWm{nVH$m‘Jma, ‘Oya `m§Zm {OëømV`oÊ`mgmR>r qH$dm {OëømVyZ ~mhoaOmÊ`mgmR>r {d{hV H$m`©nÕVrMmAdb§~ H$aÊ`mg nadmZJr XoÊ`mVAmbr Amho. gÚpñWVrV CÝhmù¶mMo{Xdg AgyZ nm`r AWdm AÝ`gmYZmZo àdmg H$aVmZm Ë`m§Zm{dlm§Vr Ë`mMà‘mUo Zmï>m d OodU m

gd© ~m~r {dMmamV KoVVhgrbXmam§Zr Ë`m§À¶mH$S>rb amÁ`AmnÎmr ì`dñWmnZ {ZYrVyZñWm{ZH$ J«m‘n§Mm`VrÀ`m ‘XVrZo‘Owam§Mr ì`dñWm H$aÊ`m~m~VMo{ZX}e {Oëhm{YH$mar am‘ `m§Zr {XboAmhoV.

`m ‘hm‘mJm©da R>am{dH$ A§VamdaAmdí`H$Voà‘mUo {d{dY Q>ßß`m§daCnbãY Agbobo ‘§Jb H$m`m©b`,T>m~m AWdm AÝ` gmd©O{ZH${R>H$mUr gmo` H$aÊ`mV `mdr. VgoM`m {dlm§VrJ¥hm§Mm àñVmd g§~§{YVJ«m‘n§Mm`VrZo ({dlm§VrJ¥h Á`mJ«m‘n§Mm`VrÀ`m hÔrV hmoUma AmhoAem J«m‘n§Mm`VrZo) JQ> {dH$mgA{YH$mar `m§À`m {e’$maerZoVh{gbXma `m§À¶mH$So> amÁ` AmnÎmrì`dñWmnZ {ZYr A§VJ©V gmXaH$am¶Mm Amho. Ë`mg Vh{gbXma`m§Zr VmËH$mi ‘mÝ`Vm Úmdr.àñVmdmbm ‘mÝ`Vm {‘iVmMg§~§{YV J«m‘n§Mm`VrZo Cnamoº$gyMZm§à‘mUo {dlm§VrJ¥h VmËH$migwê$ H$amdo. `m {dlm§VrJ¥hmV Mhm,

Zmï>m, ^moOZ VgoM ñdÀN>VmJ¥h d{dlm§VrMr gmo` H$aÊ`mV `mdr. `m{dlm§VrJ¥hmÀ`m {R>H$mUr ‘Oyam§ZmhmV YwÊ`mMr gmo`, g°{ZQ>m`Pa VgoMemar[aH$ A§VamÀ¶m {Z¶‘m§Mo nmbZhmoB©b, `mMr XjVm ¿`mdr. `m{dlm§VrJ¥hmÀ`m {R>H$mUr ñWm{ZH$nmobrg ñQ>oeZÀ`m ‘XVrZoAmdí`H$Voà‘mUo nmobrg ~§Xmo~ñVR>odmdm, Aem gyMZmhr{Oëhm{YH$mar am‘ `m§Zr {Xë`mAmhoV.

{dlm§VrJ¥hmÀ`m {R>H$mUr `oUmè`màË`oH$ ‘OwamMr ñdV§Ì a{Oï>a‘Ü`oZm|X R>odmdr. VgoM g§~§{YV ‘OwamMmg§nH©$ H«$‘m§H$, ñdmjar, nÎmm `m~m~r a{OñQ>a‘Ü`o g‘m{dï> AgUoAmdí`H$ amhrb. `m{edm`{dlm§VrJ¥h{Zhm`, VmarI{Zhm`{dlm§VrJ¥hmdarb ‘Oya CnpñWVrMmX¡Z§{XZ Ahdmb g§~§{YVJ«m‘n§Mm`VrZo Vh{gbXma d JQ>{dH$mg A{YH$mar `m§Zm gmXaH$aÊ`m~m~V gyMZm XoÊ`mV Amë`mAmhoV. `m {dlm§VrJ¥hm§ZmCn{d^mJr` A{YH$mar, Vh{gbXma d JQ> {dH$mg A{YH$mar `m§Zr doimodoir ^oQ>r XoV`m {R>H$mUr ‘Owam§Zm XO}Xma gw{dYm {Xë`m OmVrb `m~m~VMrXjVm ¿`mdr, Agohr {Oëhm{YH$maram‘ `m§Zr {Xboë`m AmXoemV åhQ>boAmho.

ñWbm§VarV ‘Owam§gmR>r{dlm§VrJ¥h d BVa gw{dYm XooUma

nwʶmMo{Oëhm{YH$marZdb {H$emoa

am‘ ¶m§Mr ½dmhr

d¥Îmg§ñWm

Zm{eH$, {X. 10 - ‘mboJmd `oWo~§Xmo~ñVmMr O~m~Xmar gm§^miyZnaVboë`m nmobrg H$‘©Mmè`mMme{Zdmar H$moamoZm‘wio ‘¥Ë`y Pmbm.ehamVrb H$moamoZmMm hm Xwgam, Va{OëømVrb 20 dm ‘¥Ë`y R>abm Amho.H$moamoZm é½Um§Mr g§»`m dmT>V AgyZe{Zdmar àmá Pmboë`m AhdmbmVZì`mZo 50 OUm§Mr a nS>br. mVrb49 é½U ho ‘mboJmd Va EH$ é½UZm{eH$À`m H$moUmH©$ZJa ^mJmVrbAmho. AmVmn`ªV {OëømV 622gH$mamË‘H$ é½U AmT>ibo. `mV‘mboJmd ‘hmnm{bH$m joÌmVrb 497,Zm{eH$ 45, Zm{eH$ J«m‘rU 61Am{U {Oëøm~mhoarb 19 OUm§Mmg‘mdoe Amho.

‘mboJmdÀ`m ~§Xmo~ñVmdê$Z

naVboë`m AmS>JmdOdirbH$moUmH©$ZJa `oWrb 51 dfmªÀ`m nmo-brg H$‘©Mmè`mMo g§ñWmË‘H${dbJrH$aU H$aÊ`mV Ambo hmoVo. XmoZ‘o amoOr gm¡å` bjUo Agë`mZo Ë`m§Zm{Oëhm é½Umb`mV XmIb H$aÊ`mVAmbo hmoVo. e{Zdmar Ë`m§Zm AMmZH$œgZmMm Ìmg hmoD$ bmJbm.earamVrb àmUdm`yMo à‘mUhr H$‘r

hmoD$ bmJbo. Ë`m§Zm ìh|{Q>boQ>adaR>odÊ`mV Ambo. na§Vw, CnMmamgé½UmZo à{VgmX {Xbm Zmhr. Am{UË`m§Mm ‘¥Ë`y Pmë`mMo {Oëhm eë`{M{H$ËgH$ S>m°. Eg. nr. OJXmio`m§Zr Omhra Ho$bo.

Xaå¶mZ, e{Zdmar gH$mir 255Ahdmb àmá Pmbo. Ë`mV 50 OUm§MoAhdmb gH$mamË‘H$, Va 205

OUm§Mo ZH$mamË‘H$ Ambo. ~m{YVé½Um§‘Ü`o ‘mboJmd `oWrb 49 VaZm{eH$À`m H$moUmH©$ZJa `oWrbEH$mMm g‘mdoe Amho. ‘mboJmd‘Ü`oH$moamoZmbm {Z`§ÌUmV AmUÊ`mVAÚmn `§ÌUobm `e Ambobo Zmhr.~§Xmo~ñVmgmR>r ‘mboJmd‘Ü`o V¡ZmVAgUmao nmobrg Am{U amÁ` amIrdXbmMo OdmZ Aem Odinmg 100OUm§Zm H$moamoZmMm àmXw©^md PmbmAmho. J«m‘rU ^mJmVhr Ë`mMm{eaH$md Pmbm Amho.

Zm{eH$ ‘hmnm{bH$m joÌmVAmVmn`ªV H$moamoZmMo 45 é½UAmT>ibo. `mV 38 OU ehamVrbAgyZ Cd©[aV eham~mhoarb AmhoV.AmVmn`ªV H$moamoZm‘wio ‘¥Ë`yPmboë`m§Mr g§»`m 20 da nmohMbrAmho. Va H$moamoZm‘wº$ hmoD$Z 46 OUKar naVbo.

Zm{eH$‘Ü`o H$moamoZm‘wio nmo{bgmMm ‘¥Ë`yehamV 25 à{V~§{YV joÌo

ehamVrb dmT>Ë`m é½Um§‘wio à{V~§{YV joÌm§Mr g§»`m 25 da nmohMbrAmho. ‘hmnm{bHo$Zo H$moamoZm‘wio ‘¥Ë`y Pmboë`m nmobrg H$‘©Mmè`mMo KaAgboë`m H$moUmH©$ZJa-2 `oWo à{V~§{YV joÌ Omhra Ho$bo. ewH«$dmargm`§H$mir àmá Pmboë`m AhdmbmZwgma VmadmbmZJa, B§{XamZJa, YmÌH$’$mQ>m `oWo à{V~§{YV joÌ V`ma H$aÊ`mV Ambo. VËnydu {hamdmS>r,lrH¥$îUZJa (gmVnya), OmYd g§Hw$b (AemoH$ZJa), hZw‘mZ Mm¡H$({gS>H$mo), nmQ>rbZJa ({gS>H$mo) ho H$moamoZm é½U AmT>ibobo ^mJà{V~§{YV H$aÊ`mV Ambo AmhoV.

dmVm©ha

‘wéS> O§{Oam, {X. 10 - ‘wê$S> Cgamobr J«m‘n§Mm`VhÔrVrb dmid§Q>r Jmdmbm Jobo ghm {Xdgm§nmgyZ nmÊ`mMmVwQ>dS>m ghZ H$amdm bmJë`mZo nmUrnwadR>m g{‘Vr,J«m‘n§Mm`VrÀ`m dVrZo ‘wê$S> n§Mm`V g{‘VrH$So> [aVgaAO© Ho$bm hmoVm. `m AOm©Mr XIb A{b~mJ àm§VA{YH$mè¶m§Zr KoVbr d dmid§Q>r Jmdmbm Q>±H$aZonmUrnwadR>m gwê$ H$aʶmV Ambm.

dmid§Q>r Jmdmbm Zoh‘rM nmÊ`mMr g‘ñ`m AgVo. ¶oWo

CÝhmù`mV Q>±H$aÀ`m gmhmæ`mZo nmUrnwadR>m H$aÊ`mV oVmo.‘mÌ, ‘mJÀ`m dfu VmbwŠ`mV Mm§Jbm nmD$g nS>ë`mZo YaUonyU© j‘VoZo ^abr. ˶m‘wio g§nyU© VmbwŠ`mVrb Jmdm§Zm,dmS>çm§Zm dmid§Q>r gmoSy>Z EH$mhr JmdmV nmUrQ>§MmB©MrVrd«Vm `mdfu H$‘r à‘mUmV OmUdV Amho. na§Vw dmid§Q>rJmdmbm Xadfuà‘mUo mdoirhr nmUr Q>§MmB©Zo J«mgbo AgyZ`mdoirhr Q>±H$aZo nmUr nwadR>m gwê$ H$aÊ`mV Ambm Amho.Xaå`mZ, E{àb ‘{hÝ`mV CÝhmMr Vrd«Vm dmT>ë`mZodmid§Q>r Jmdm§Mo nmÊ`mMo òmoV H$moaSo> AmhoV. ˶m‘wiodmid§Q>r Jmdmbm nmUrQ>§MmB© mgy bmJbr Amho.

‘wê$S>‘Yrb dmid§Q>r Jmdmbm Q>±H$aZo nmUrnwadR>m‘Ü` àXoemVrbIm§S>dmgmR>r AmUIr

EH$ {deof aoëdoAm¡a§Jm~mX, {X. 10 - ‘Ü`

àXoemVrb 16 ‘Oya aoëdoImbr{MaS>bo Joë`mZ§Va ñWbm§V[aVm§Mm àýEoaUrda Ambm. Ë`m‘wio ‘Ü`àXoemVrb Im§S>dm `oWo nwÝhm 1200‘Owam§Zm aoëdoZo nmoMdbo OmUma Amho.e{Zdmar gm`§H$mir EH$m {deofaoëdoMr ì`dñWm Ho$ë`mMr ‘m{hVrCn{Oëhm{YH$mar Amßnmgmho~ qeXo`m§Zr {Xbr. ‘mÌ, PmaI§S>, Amo[agm,n{ü‘ ~§Jmb `m amÁ` gaH$mam§H$Sy>Zà{VgmX {‘iV Zgë`m‘wio ‘Owam§À`mAS>MUr bJoM gwQ>Ê`mMr eŠ`VmZmhr. doJdoJù`m amÁ`m§er g‘Ýd`gmYbm OmV Agë`mMo àemgZmZogm§{JVbo.

doJdoJù`m amÁ`mVM MmbV OmUmaoAZoH$ ‘Oya Am¡a§Jm~mX {OëøVyZ amÌràdmg H$aVmV. d¡Omnya VmbwŠ`mVrbH$mhr JmdH$è`m§Zr amÌr MmbVOmUmè`m m àdmem§Zm OodUmMr Am{UnmÊ`mMr gmo Ho$br Amho. ‘Owam§À`mbhmZ ‘wbm§Zm XyY nwadbo OmV Amho.Ë`mgmR>r XmoZ JmdH$ar Jmdm~mhoa Mma-nmM {H$bmo‘rQ>n`ªV OmVmV. {H$Vr‘Oya AmhoV, `mMm A§XmO KoVmV.Ë`mZ§Va JmdmVrb H$mhrOUm§H$Sy>ZOodU V`ma Ho$bo OmVo. `m{edm`{~ñH$sQ>o Am{U bhmZ ‘wbm§gmR>rXwYmMr {nedrhr {Xbr OmVo. ‘mÌ, hr‘XV nwaoer Zgë`mMo {XgyZ oV Amho.