Skoda Octavia vRS: All You Need To Know

This is a very busy year for Skoda India as it is ready to add cars to your wallets. Although we are looking forward to the Kodiak KVS, the Czech automaker leaves no stone to give its customers what they want.

Earlier this month, the automaker has informed us of its intention to introduce new cars in India, including the fast edition Monte Carlo has already been launched and the performance sedan Octavia RS.

The Octavia VRS will be sold in India as Octavia RS and will be the first performance-based model of the Czech automaker in India. While the company is ready to launch the car in India tomorrow, here is a look at what to expect from the car.

The Octavia VRS as the face-lift version of the sedan that was recently launched in India, but gets a glossy black treatment for several external bits like the net, trimmed frame. It also comes with 19-inch alloy wheels

The Octavia vRS comes with LED headlights with LED daytime running lights. The headlights are equipped with an adaptive front lighting system (AFS). The back also sees changes in the shape of a black diffuser and a spoiler in the back.

The stand, at the same time, has a multifunction steering wheel with shift paddles, combined leather / cloth seats, ambient lighting, touch screen entertainment system with Apple carplay, Android Auto MirrorLink and driver assistance system, among others.

The new Skoda Octavia vRS also features a revised suspension configuration and a wider rear track. Dynamic chassis control or DCC is a standard accessory and gives the car the agility it needs.

The Skoda Octavia vRS gets a 2.0 liter TSI engine that produces 230bhp and a maximum torque of 350 Nm.

It can go from 0 to 100 km / h in 6.7 seconds before reaching a top speed of 250 km / l. It is the fastest and most powerful sedan of the Skoda team in India.

Bookings for the Skoda Octavia VRS is underway for ₹ 50,000, and the car should come at a road price of ₹ 33 lakh to ₹ 35 lakh
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Renault may launch Captur by Diwali

The French car Renault plans to make a comeback of its success in flight with the Duster and the small car Kwid, with its new premium SUV, the Captur which is planned for the launch of Diwali.

Sumit Sawhney, Executive Director and CEO of Renault India, told PTI that the same launch will take place in the December quarter but declined to specify whether it could be a Diwali offering or not.

The crossover SUV is also known as Kaptur in some global markets such as Russia and Captur in Europe, based on the Clio platform.

But the Captur that reaches the domestic market is a cross on the Duster platform and will be “at a very high price in the Duster,” he said.

Sounding very optimistic, he said that Captur is a globally proven SUV that had already sold more than one million units. “We hope to repeat the same success here with the Captur.”

According to industry analysts, the Captur will take the Hyundai Crete and the top model can take the Mahindra XUV500, the recently launched Tata Hexa and the Nissan Kicks expected by the end of the year.

According to analysts, the SUV can come in two engine options: a 1.6-liter petrol and a 2-liter diesel powertrain and can be rated around Rs 12 lakh, roughly the same as Crete.

The compact SUV segment is the fastest spin with a quarter of the pie on the market. The launch of this segment is expected to be Renault’s largest SUV, the Koleos, failed here so far retired.

“The compact 5-pass SUV with ‘cross-over DNA’ will be a far superior and much higher offering than the Duster. The new SUV will be deployed at the company’s Chennai plant,” said Sawhney.

The largest European car brand in the country with a market share of around 5 percent has mainly two models: the entry level SUV plumber and two variants of its small car Kwid-0.8 liter and 1 liter, specially designed for this market and the bulk of the market.

Despite the media reports that Kwid is facing the winds against, Sawhney said that the “car sells its expectations, actually exceeds our expectations of 8,000 to 10,000 units in the seven months of 2017.

In fact, in most of the months, we crossed 10,000 units. Together we sold about 58,000 units until 2017. We were the seventh largest car builder here and it is still now. ”

“We have completed a little more than five years, but we are already the first European car brand here. We have a long-term commitment to this market and we will continue to aggressively build our network and develop our offensive strategy to push forward. be among the top 5 players by 2020, “he said.

In this regard, he also said that the company has already opened 300 outlets, becoming the fastest growing network in the country and will have another 20 in December.

“Our network expansion is more focused on small cities, for example, we opened 10 points in a day in Kerala taking the total to 30 in the southernmost state,” added Sawhney.

In the new release it said, the Captur has a sensually sensual French design that is a unique vehicle class, which clearly reflects our new general DNA design.

The Captur will feature features such as C-shaped D-D projectors, a large front grille and alloy wheels.

Inside the cab, the crossover will have a 7-inch touch screen compatible with Bluetooth, USB and AUX, with the exception of steering-mounted controls, automatic climate control and a flat-bottomed steering wheel.

Troubled times: 21 firms seek winding up on their own

Twenty-one companies offered to apply for liquidation within five months of the entry into force of the Bankruptcy and Insolvency Code. These include the subsidiaries of IL & FS and HSBC. Most of these companies are dead or local weapons of foreign companies that consider that it is not viable to do business in the country.

Axiom Managed Solutions, a global company that makes legal solutions, filed a liquidation request to liquidate its business in India. “The company has not considered it viable to operate the company in India and has decided to liquidate,” said Manoj Kulshrestha, an insolvency practitioner who serves as liquidator in the case.

He added that more than 70 percent of the work was completed in the case. The value of the company’s assets is Rs 8 crore against liabilities of just over Rs 7 crore. In voluntary liquidation, the value of the assets must be greater than the debts.

With the opening of the voluntary liquidation process, companies stop trading to facilitate liquidation. The voluntary liquidation rules under the Bankruptcy and Bankruptcy Code of 2016 were issued to help companies get out.

Before the Insolvency and Bankruptcy Code, a higher court would appoint an official liquidator and this would make the process cumbersome. Approximately 900 cases of liquidation were in progress until December.

Vinod Kothari, an insolvency practitioner, said in a number of cases that the parent companies had tried to invest in their subsidiaries, but these investments had not taken off.

Among the companies that have chosen to complete, RAD-MRO Manufacturing, which was planned as a joint venture by MRO-Tek Realty, a listed company whose shares have not been traded once.

The executives of MRO-Tek Realty were arrested for having escaped Rs 1.7 crore in special taxes on products imported for RAD-MRO Manufacturing.

Financial year change to Jan-Dec ruled out, all states not in favour

The Center’s plan to change the fiscal cycle from April to March through January-December has been suspended and can not be translated into the current mandate of the Narendra Modi government, according to a senior official.

Any change in the exercise should be agreed by all States, and several of them were still not in their favor, the official said on Monday, not wishing to be named. In addition, the government did not see many benefits as it moved into the January-December cycle, the official added.

Surprisingly, the evolution of the fiscal year was one of the pet themes of Prime Minister Narendra Modi. “A number of states are not on board the idea. The change in the exercise has been put on the back,” said the official, adding that a final decision on the issue could be taken in 2019.

“Too many disruptions like the Goods and Services Tax (GST) and lack of data are also obstacles in the fiscal year’s progress,” the official said. The government, the official said, was also aware that the general elections of 2019 could complicate the process.

Modi spoke for the first time of the fiscal year change at a board meeting of the NITI Aayog in April, in which all states participated. He also ordered the states to take the initiative of the same thing. Madhya Pradesh became the first state in May to officially announce a transition to the fiscal year from January to December next year.

Your fiscal year will end in November. Union Finance Minister Arun Jaitley also announced in Parliament that the government is considering moving to the fiscal year from January to December.

There have been contradictory voices from the government so far. While some officials had already told Business Standard that a change from April-March to January-December could occur as early as 2018, others said such a change, with short-term disruptions, might not occur so soon after the implementation of the GST.

The Center is studying the report of the Shankar Acharya Committee, which is responsible for studying the consequences of this change. The panel report has not yet been made public, but it is understood that it has been recommended against change.

India has followed the April-March fiscal year since 1867, primarily to align India’s fiscal year with that of the British government.

Doklam standoff resolution: India’s greatest diplomatic victory in decades

The end of the Doklam expansion is one of India’s most spectacular diplomatic victories for decades and, like any real victory, does not need to shout rooftops. From start to finish, the execution of India’s strategy here has been flawless and has achieved what India has always wanted – Status Quo Ante – and a much needed counter of the salami tactics in China.

The scope of victory is understood only when we realize how much a personal defeat for Xi Jinping is actually. Xi, clearly identified as the brain of this Gambit of Bhutan, had made a series of assumptions, which turned out to be erroneous. The first was the belief that India could be punished for its MIND-LIE OBJECTIVE by hiding Bhutan away from India.

The logic was that if Bhutan was hurried enough, it had to open direct talks with China through the embassy and thus open to OBOR. Opinion in Beijing seems uniform with respect to the genesis of this particular confrontation: in fact, Xi put personal immersion into the national interest. The net result of the personalization policy was one of the biggest setbacks China has found in recent memory.

Unambiguously, Chinese actions have simply added to the stature of India as a mature and responsible power of the status quo. What had become clear from day one was that China’s options were limited. On the one hand, if China used force, it would set a precedent by which other countries could also respond to the occupation of Chinese lands, not forgetting to destroy several fundamental principles of nuclear deterrence.

On the other hand, if China did not use force, it would be seen as weak – encouraging other neighbors to land on land and sea. Inadvertently, China has imposed itself on a dilemma “Doing and being doomed, not-do-and-be-doomed.” Knowing this well, India has chosen to give China a way out, even if it could have confused the land in dispute in perpetuity – just like China did. It is not a sign of weakness, it is a sign of confidence.

What exactly happened here is that India has not only found the best way to deal with China, but has also created a model for other countries to follow. China, on land, expects other countries to feel passive and not shoot. What India’s actions have shown is that China has very few options, if other countries choose to crouch on Chinese (or disputed) lands. This is now at the heart of Xi Jinping’s troubles in Beijing.

As his purge of opponents intensifies, to counter his visible mismanagement of the economy, opposition to him within the party also intensifies. Beijing was full of rumors of severe criticism that faced within the party accordingly. In addition, Global Times, with its raucous rhetoric, instead of serving as a force multiplier, worsened its situation in the politburo, preventing it from covering its error.

Normally, all Xi Jinping would have to do was tell GT to reduce it. In this situation, he could not, since such a directive would be chosen by his opponents as a sign of weakness. For Xi, even the stars conspired against him. It was particularly painful for him to welcome the BRICS summit Prime Minister Narendra Modi on Sunday with Indian troops allegedly squatting on Chinese soil – an ironic repetition when his troops squatted on our floor while Xi was held in Ahmedabad.

There was also no possibility of reprogramming the XIX Congress of the Communist Party of China, where it should be criticized harshly, albeit privately. This not only about Doklam, where his personal bump led trigger a Chinese blaze to the earth decade, but also of what is considered his poor personal management of the nuclear issue and missile And the deployment of a preventable missile shield that directly threatens Chinese security.

HC halts 2nd Vodafone arbitration in Rs 11,000-cr tax demand against India

The Delhi High Court on Tuesday restricted the Vodafone Group’s arbitration proceedings against India under a treaty with the UK in connection with a tax claim of Rs 11,000 crore against the company in connection with its Hutchinson Telecom loan $ 11 billion.

Manmohan J. prevented Vodafone or its subsidiaries from proceeding with arbitration under the Bilateral Investment Protection Agreement between India and the United Kingdom (BIPA) as the contracted telecommunications group Similar proceedings on the same issue under the India-Netherlands BIPA .

“In the present case, there is a duplication of parts and problems.” In fact, the reparation requested by the defendants under BIPA India-UK and by Vodafone International Holdings BV (VIHBV), the defendants’ subsidiary ( group Vodafone) under BIPA India-Netherlands are virtually identical.

“At first glance, this Court would be unfair, unjust and unfair to allow the defendants to pursue foreign arbitration,” the court said in an interim order.

He also notified Vodafone and requested its response by October 26 at the central government’s request for a permanent injunction against major telecommunications to proceed with arbitration under the India-UK BIPA.

In its provisional order, the court was also originally “India is the natural forum for the dispute of the claim of the defendants (Vodafone and its subsidiaries) against the applicant (center).”

The court noted that the government considered that the acquisition of 11 billion Hutchinson Telecommunications International Limited (HTIL) at Hutchinson Essar Limited (HEL) by Vodafone was sentenced to a tax deduction at source (TDS) under the Tax Law the rent.

As Vodafone did not deduct the tax at the source, the government had raised Rs 11,000 crore request which was subsequently overturned by the Supreme Court on January 20, 2012, declared the Supreme Court.

Subsequently, the government made a retrospective amendment to the Income Tax Law that reassigned the responsibilities to Vodafone, the order of the High Court was noted.

Affected by the imposition of the tax, HIVBV invoked the arbitration clause under BIPA between India and the Netherlands by a dispute notice on April 17, 2012 and a notice of arbitration of April 17, 2014, Order of 10 pages.

While proceedings under the India-Netherlands BIPA were pending, Vodafone began arbitration under the India-UK BIPA on January 24 of this year.

Due to the second arbitration, the government, represented by Deputy Attorney General Sanjay Jain said that the two claims are based on the same cause of action and call for the same relief, but from two different courts constituted accordingly. investment against the host State itself.

ASG, assisted by the permanent central government lawyer, Sanjeev Narula, argued before that court that the arbitration procedure under the BIPA India in the United Kingdom was an abuse of the judicial process.

The government lawyer argued that disputes that include tax returns by a host state are beyond the scope of arbitration under the bilateral investment treaty, because taxation is a sovereign function and can not be agitated before a court Constitutional law of the host State.

They also argued that laws passed by Parliament can not be tried by an arbitral tribunal and are not the responsibility of BIPA or any other international treaty.

I-T dept seeks Rs 32,320 cr from Hutchison over its 2007 deal with Vodafone

The income tax department has slapped a claim of Rs 32,320 million in taxes, interest and penalties at Hutchison’s Hong Kong-based for its alleged capital gains it has had on the sale of its 11 billion mobile company in India to the Vodafone Group of the United Kingdom in 2007.

In a document submitted to the Hong Kong billionaire stock exchange Li Ka-shing of Hutchison CK Holdings Ltd said that its unit, Hutchison Telecommunications International Ltd (HTIL) was notified of a demand of about Rs 7.900 crore in taxes, Rs 16,430 crore as interest, and another Rs 7,900 crore in penalty.

CK Hutchison’s unit continued to challenge the validity of these taxes, he said. This is the first time that the Hong Kong tax application has been increased. So far, the Indian government had followed the Vodafone tax.

Vodafone was fined for the first time with a tax claim of Rs 7.99 billion rupees in order not to withhold tax payments it made to Hutchison. The exceptional after including the interest and the penalty is more than 20,000 crures.

He challenged the rate and the Supreme Court in January 2012 ruled that the company was not required to pay tax on the acquisition of assets in India Hutchison.

Subsequently, the government in May 2012 changed the tax laws with retroactive effects and required taxes. Vodafone challenged this rate and the question is referred to an international arbitration panel.

In addition to Vodafone, retrospective legislation has been used to impose greater tax liability of Rs 10,247 crore on another British company Cairn Energy Plc. This issue is also referred to an international arbitration panel.

HTIL, a wholly-owned indirect CK of Hutchison Holdings Ltd, received the tax office for a November 24 tax bill, claiming for the year 2016 the proceeds from the sale of its entire 67 percent stake in the Indian company on Vodafone.

“HTIL term between February 13, 2017, the assessment of income tax on a car dated January 25, 2017 in relation to the tax of about Rs 7.900 crore in capital gains” in the 2007 transaction frame plus the general interest of about Rs 16,430 crore, “according to the document.

In addition, “HTIL received August 9, 2017, the Tax Administration on the admission of a penalty order dated July 3, 2017 and a fine of about Rs 7.9 billion rupees,” he added.

Taxes can not validly imposed HTIL, according to the applicant, who added that the order issued by the ISR based on the retroactive legislation to annul the Supreme Court of India in January 2012, which ruled that the acquisition ( Vodafone) was not exempt from taxation in India, they are in violation of the principles of international law. ”

“Accordingly, the company continues to believe that order would have no effect on the company’s financial situation or the results of its operations for some time,” he said without saying what course of action to take.

In 2007, Vodafone acquired a 67 percent stake in the mobile phone business owned by Hutchison Whampoa, which is now part of CK Hutchison. The evaluation project included earnings of around Rs 37.4 billion in sales between 2007 and Vodafone International Holdings BV.

The agreement came about when HTIL was a listed company. Subsequently, HTIL was privatized and ceased operations. Neither Htil nor its subsidiaries have a presence in India.

Despite AI, you need people to execute tech for clients: Cognizant CEO

Even if automation and artificial intelligence (AI) take over the world of information technology (IT), people are still required to execute and transform projects for customers, “explains Cognizant CEO Francisco D ‘ Souza.

The IT services industry faces the threefold challenge of increasing automation, the decline of traditional services and protectionism in its major markets, such as the United States. For Cognizant – it is based on the US but follows the business model of India, given that it has a broad base of workers in low-cost countries like India – being closer to the customer has helped to earn De the transactions.

At the same time, the company says that the skills needed for new jobs are also those that need to be closer to customers. “I often hear that automation, artificial intelligence and all these things will make it less important to have a human talent, which does not mean that there is no role for people in technology,” D’Souza told the Indian Times in an interview.

“If you look at the digital world, it’s not a thing.” A few years ago, I would have said that digital is SMAC (social, mobile, analytical, cloud). Things, the manufacture of additives, the block chain, etc. In each of these areas, customers have multiple technology options and multiple technology providers.

So putting this together for a client has become incredibly difficult. If you are a customer, you need someone to help you make the right decisions through this vast, then integrate everything to make it work, “he said.

“In the field of digital digitization, we are recruiting more and more researchers, designers and data skills, and sometimes these skills may not be available in India and may be in other parts of the world.Even if they are available in India, We can have these skills closer to the client because of the nature of these skills, “D’Souza said.

He added that if he could not talk about the workforce at the end of the year, Cognizant would continue to hire. In addition, with automation, said D’Souza, there was no doubt that some parts of what the company had done in the past had been automated and would be done with fewer hours and people. However, after saying that, he added that the world was becoming more demanding in technology.

In February, Cognizant signed an agreement with activist investor Elliott Management, which had asked the company to return money to shareholders and move its strategy to emerging areas, generating better margins, such as digital. Cognizant committed $ 3.4 billion to shareholders and restructured the board by incorporating three new independent directors.

The results seem to be paying off, with Cognizant boosting year-end forecasts for the following year. “For several reasons, we knew we had to take the picture during a transition, at the same time, there were several things and capabilities that we considered necessary on the board.

Some of these things were technology-based, but they were also capacity-oriented. For example, we look at the size and breadth of Cognizant’s business today. In the future, we felt we needed to add people with experience in managing large global organizations in several companies. Thus, Zein Abdalla brings the Pepsi, “D’souza told the newspaper HT Mint.

Vishal Sikka’s wife Vandana quits Infosys Foundation

Former CEO of Infosys (CEO) and MD (CEO) Vandana Sikka, wife of Vishal Sikka, left the service arm of the IT services company Infosys Foundation. She was the president of Infosys Foundation in the United States.

“Today, I am writing this email to inform you that I have decided to move from my role as President of the Infosys USA Foundation. But, as we know, a person’s passions are not bound by entities that shelter us temporarily “Mrs Sikka said in her resignation email that she also shared on the blog platform, Medium.

Mrs. Sikka, whom Vishal Sikka calls “my companion, my compass, my anchor”, has served the Infosys Foundation for two and a half years. Vandana Sikka holds a masters degree in computer science and was about to set up a boot when the Infosys board invited her to join the philanthropic efforts of the IT giant in the United States.

“We have reviewed the CSR (corporate social responsibility) needs of America, have seen technology and innovation happen in California, and recognize the urgent need for computer education in the publication accessible to every student in the core curriculum framework, “said Sikka. said in an earlier interview with TOI after following the mission.

In a surprising move, which shook the company, Vishal Sikka left Infosys earlier this month. Counsel for Infosys and Sikka both cited Murthy’s constant quarrels and allegations as a reason for the drastic decision. In a conference call by an investor, publishing his resignation Sikka said:

“There has been a continuous beating of these allegations … absolutely disgusting and every day you wake up and there is news or the other.” He became more and more malicious and personal. Murthy said: “I have not commented on the work of Sikka, my problem concerns governance at Infosys, I believe that the fault lies with the board.”

Since then, the Infosys board has seen an important rejig with four members leaving, including Vishal Sikka. Ravi Venkatesan has also resigned from the position of Co-Chair of the Board of Directors. However, he continues to be an independent director.

In the meantime, former CEO Nandan Nilekani was brought back as a non-executive chairman of the company last week, in order to divert the company from the crisis in which it is located, even if the search for a new CEO continues ….

SMOKE ALARM: INDONESIANS TAKE TINY STEPS AGAINST BIG TOBACCO

YAKARTA – A district in the Indonesian capital has been officially declared a smoke-free area while students provide further protests against what they consider a greater effort by cigarette companies to target young people.

Indonesia has one of the highest rates of smoking and is the fourth largest producer of cigarettes, mainly spicy straw and tobacco variety, but Parliament has proposed legislation to further stimulate tobacco production.

Some groups now pushing the tobacco industry in the country of 250 million people smoke in nearly two thirds of men and a pack of cigarettes can cost less than $ 2.

In East Jakarta, a row of at least a dozen homes in the Tanggul Penas area has been painted with bright colors in March, with a blue banner hanging near the entrance stating that it was a smoking free zone.

Residents were encouraged to stop or avoid smoking “making this area not only beautiful, but also healthy,” said Nobby Vela Andi Supu, a 22-year-old student who coordinates the program with a civic group.

More than 200 people, mostly students, protested last month to oppose a tobacco industry’s next industrial exhibition in Jakarta and planned another demonstration next week, said Manik Marganamahendra, one of the protest organizers.

Cigarette companies target young Indonesians with new products such as fruity cigarettes, and attractive packaging and advertisements, Marganamahendra said 20 years.

“We really want the cigarette industry to disappear completely, but it can not happen overnight,” he told Reuters. “We would like to eliminate Indonesia’s dependence on cigarettes.”

Despite health problems, the tobacco industry in Indonesia is often championed by politicians and others as a major source of income for farmers and government revenues.

Indonesia produced 269.2 billion cigarettes in 2015, according to research firm Euromonitor International. The market was valued at 17.3 billion and grew rapidly.

Large tobacco companies operating in the field include PT Mandala Hanjaya Sampoerna Tbk, which is controlled by the US. Giant by Philip Morris International Inc., Djarum Group and PT Gudang Garam Tbk.