Corporate Office: Registered Office: CIN : L65991DL1990PLC041796 1st and 3rd Floor, Plot No 97, 5th Floor, Kundan Bhawan Landline No : 0124-4715400 Sector-44, Gurugram - 122003 Azadpur Commercial Complex, E-Mail ID : info@satincreditcare.com

Haryana, India Azadpur, New Delhi - 110033, India Website : www.satincreditcare.com

August 15, 2020 To, The Manager, National Stock Exchange of India Ltd. Exchange Plaza, C-1, Block G, BandraKurla Complex, Bandra East, Mumbai-400051 Scrip Code: SATIN

The Manager BSE Limited PhirozeJeejeebhoy Towers, Dalal Street, Mumbai – 400023 Scrip Code: 539404

Dear Sir/Madam, Sub: Newspaper Advertisement Rights issue Please find enclosed herewith newspaper publication published in Business Standard (English and Hindi), in terms of SEBI circular dated May 06, 2020 read with July 24, 2020 for eligible shareholders of the Company holding shares in physical for the purpose of ongoing rights issue. We request you to take the same on record.

Thanking you,

Yours faithfully, For Satin Creditcare Network Limited

Adhish Swaroop Company Secretary & Compliance Officer Encl.: as above

SURAJEET DAS GUPTANew Delhi, 14 August

T here is good news from Apple Inc.Nearly three years after it kicked offits discussions with the government,

the Cupertino, California-based companyhas decided to take the plunge by makingIndia an alternative global hub for exports,apart from China.

To achieve that, Apple has roped in threeof its global original equipment manufac-turer (OEM) vendors — Foxconn, Wistronand Pegatron — to sign on for the flagshipproductivity-linked incentive (PLI) scheme.The scheme offers incentives between 4and 6 per cent on the production value ofphones manufactured in India for five yearsand mostly exported, provided they meettargets of value and investment each year.Foxconn and Wistron already have plants inTamil Nadu and Karnataka. Pegatron is cur-rently scouting around for land to set up amanufacturing plant in India.

It’s a win-win all round. It will help Applehedge its over-dependence on China, where95 per cent of the devices are manufac-tured. And for India, it will kick off the strat-egy to boost exports so that it can reach themagic number of $110 billion by 2025.

There is a third dimension. The hope isthat Apple, which has already startedmanufacturing some of its phones in Indiain a small way, will pump up productionfor the domestic market too, have astronger distribution system, offer Indianconsumers phones at an affordable pricetag (because they will not have to payimport duties) and, therefore, sell phonesin larger volumes.

The global giant has already taken somesignificant steps to strengthen its India play— it will set up company-owned Appleonline stores sometime this year, whichglobal experience suggests drives substan-tial sales. Currently, it is dependent on thirdparty e-commerce sites such as Amazon tosell its products online. And it is workingtowards setting up company-owned signa-ture Apple stores, the first to be in Mumbai,in 2021. That again will reduce its currentdependence on 1,000-odd resellers.

Both these moves were delayed byforeign direct investment rules on retailthat stipulated that a company has tosource 30 per cent of its products local-ly to qualify for permission to set up sin-gle-brand retail outlets. The policy waslater relaxed and Apple Inc. became oneof the early beneficiaries.

Meanwhile, Apple has started reworkingits India pricing strategy. In a curious inver-sion, Apple phones in India cost more thanin the US, despite the wide gap in per capi-ta income. Last year, it dropped prices of theiPhone XR twice to below ~50,000. It hasalso launched the iPhone SE at ~42,000 inApril this year. And its entry-level model,iPhone 7, which was launched in India fouryears ago, is available for under ~30,000. Ithas also begun manufacturing its latestApple iPhone 11, among other models.

Analysts expect local manufacturingto significantly reduce Apple’s costs,enabling them to price their phones com-petitively. This is principally because the22 per cent import duty will not be appli-cable, and as volumes increase, the plan isto get in global component suppliers tomanufacture the components in India,which will reduce costs further.

But are these measures enough forApple to become a larger player in the

Indian mobile sweepstakes? An Apple Inc.spokesperson declined to comment onfuture predictions, pricing or revenues. Toput it in perspective, India is a minusculemarket for the global giant, accounting for0.5 per cent of its global revenues (based onFY2019 figures). Apple’s India revenues arejust 3.5 per cent of the revenues fromGreater China, Apple’s largest market afterUS and Europe. The question is whetherApple will replicate the China model inIndia, concentrating on both domestic andexport markets. After all, can Apple affordnot to play a larger role in an annual smart-phone market of 150 million?

The company faces growing competi-tion in the premium smartphone market(~30,000 and above). In Q2 July, One Plus 8from China hit the number one slot with a19 per cent share followed by Vivo V 19 andSamsung Galaxy A71 in the segment,according to data from CounterpointResearch. Apple iPhone SE (10 per centshare), the price warrior, was at numberfour and Apple iPhone11 at number 5.

But if one looks at the over $500 seg-ment, which accounts for the bulk of Apple

sales by value, the company still domi-nates. According to IDC, in the secondquarter of calendar 2020, Apple had a 48.8per cent share, up from 41 per cent lastyear in this segment, followed only bySamsung and One Plus.

But competition is gaining ground inthis segment too. Recently, the Big Three arebeing challenged by the three Chinese play-ers: Xiaomi, Vivo and Oppo.

Analysts agree that the over-~50,000market, where Apple is big, is tiny — mak-ing for not more than 3 per cent of all smart-phone sales. But the market between~30,000 and sub-~50,000 — where One Plusand Samsung are the big boys — is growingfast. Says Faisal Kawoosa, founder ofTechArch: “Unlike in other countries, a lotof the loyal Apple customers were forced toshift to other brands because their phonesbecame too expensive, hitting ~1 lakh. Sothey moved to premium phones like OnePlus and Samsung and so on.”

Kawoosa says similarly, customers whobought phones costing less than ~25,000found a range of new quality phone avail-able at half the price of an Apple.

Apple’s other big challenge has been thelacklustre response to bundling of phoneswith operators in India. Apple has been suc-cessful in many key markets in tying upwith mobile operators, which in turn offerthe phone bundled with operator minutesand at a discounted price to their sub-scribers. “In India, bundling has not reallyworked, the volumes are very low and noth-ing to talk about,” says a senior executive ofa telecom company.

Apple’s first calculated steps in Indiaand aggressive competition fromChinese makers, all make for interest-ing times for consumers.

Apple ripensits India plansMaking the country an alternative export hub toChina makes sense for the US giant but competitionin the domestic market could be intense

SARAH FRIER14 August

At the start of the Covid-19 pan-demic, contact tracing was con-sidered the best hope for getting

people back to offices and schools safe-ly without a vaccine. The tech industrywas optimistic that apps would providea faster, more effective alternative tothe usual painstaking human process ofcalling and interviewing the networksof infected people to figure out possiblesources of exposure.

It hasn’t worked out that way. Allefforts in the US are so nascent thatCitizen, known for location-basedcrime alerts, on Thursday launched afeature called SafePass that it’s alreadycalling the largest private contact-trac-ing network, with only 700,000 peopletesting its product.

The app allows users to uploadtheir health status every day, thenupdates them on how many peoplethey have walked past who are alsousing the product. If someone in thenetwork is infected, that person willbe immediately notified, as will theother SafePass users their phonepinged. SafePass will provide a mapand time of the possible infection, andask users if they think they wereexposed. If so, Citizen will send theman at-home Covid-19 test for no charge.

“We are basically building a Covidsocial network right now,” AndrewFrame, Citizen’s chief executive offi-cer, said in an interview. He imaginespeople will ask their contacts to usethe app for a few days before attempt-ing a vacation or event together.“Everyone in the world wants to seetheir friends and they want to askthem, ‘Have you been tested? What areyour symptoms? Have you been safe?’All those questions can be answeredby SafePass,” he said.

Contact tracing works best when the

rate of infection in a community issmall, and someone can easily pinpointthe source of their exposure. In manyUS communities, the benefits havewaned with rising numbers of Covid-19 cases. Americans who are most vul-nerable to the illness live in low-incomecommunities with high-density hous-ing, and are the least likely to haveaccess to their own smartphones.

Citizen said it’s working with thegovernment in Stockton, California —a city particularly hard-hit by the coro-navirus — and will be aiming for morepartnerships with municipalities andbusinesses. But so far, in the US and other countries, voluntary apps haven’tseen enough adoption to become effective.

Alphabet Inc.’s Google and AppleInc. worked together on a system allow-ing governments to build contract-trac-ing apps. The program faced a series ofproblems, with some countries saying

privacy controls blocked them fromcollecting crucial data to tracking thevirus’ spread. By the end of July, 16regions and countries around theworld had launched an app built ontop of the system, Google said. Thestate of Virginia earlier this monthlaunched the first app in the US basedon the Google-Apple system.

Privacy could be a barrier forCitizen, too. The app stores its users’Bluetooth location data for 30 days, sothat they can accurately notify themabout possible infections. Users whoget a Covid-19 test through the Safepasssystem will have their results auto-matically uploaded to all contacts.Friends on the app may find out aboutsomeone’s positive result before theydo. That’s by design, because stoppingthe spread is a matter of urgency,Frame said.

“We’ve had almost no requests forthe ability to hide their positive status,”he said. “There’s no shame whatsoeverin getting Covid, and a lot of people aregetting Covid. It’s not their fault. Thisthing is sweeping through America.”

On Citizen, users can also create alist of friends whose names and healthstatus they will be able to see whenev-er they want, to help decide whetherit’s safe to hang out. BLOOMBERG

Crime-tracking app Citizennow alerts users to Covid risk

How has Covid-19 impacted the tyre industry?The auto industry was witnessing a slow-down in FY’20. The lockdowns impactedit further. This, in turn, affected the auto-motive and allied industries, includingtyres. However, the tyre segment hasseen a recovery in June 2020, especiallyin the replacement market. The move-ment of essential commodities duringthe lockdown sustained the demand inthe replacement segment, specificallyon the commercial side. The farm seg-ment, too, maintained its growth. Thebiggest de-growth was witnessed in theOEM tyre segment, which is graduallypicking up pace now. Overall, we are see-ing signs of revival in the replacementand rural segments.

When do you think the industry (autoand tyre) will revive? We are witnessing pent-updemand in both the indus-tries, and it would be fair tosay that we are on the path to

gradual recovery. However, the manu-facturers are still stabilising the opera-tions, be it labour availability, supplychain or dealer network. Intermediatelockdowns are also adding to these dis-ruptions at the local level. However, we doexpect things to become better in thecoming quarter. On the demand fronttoo, the prospects are promising with agood monsoon and sustained perform-ance in the agricultural sector. The festivequarter is expected to further add to thismomentum, and we are cautiously opti-mistic of reaching pre-coronavirus salesby the end of the calendar year.

In the near-term, which segments will fuel growth? The replacement segmentwill continue to lead therecovery process in the tyreindustry. In fact, we registereda strong double-digit growthin the replacement businessin June 2020. The OEM indus-try is reviving rather slowly.But in the farm sector, thedemand is quite good. Goingforward, the passenger seg-ment, including two- and

three-wheelers, willdrive growth, in addition to thecommercial segment in thereplacement market.

How will the importrestrictions of tyres fromChina help Indianmanufacturers? The restrictions are in place forall countries, thus ensuring“Atmanirbhar Bharat” in thiscategory. Fortunately, the

industry has always been ahead of thecurve and has been globally competitivein terms of technology and manufactur-ing of all kinds of tyres. The importrestrictions would certainly help in bet-ter capacity utilisation and capacityexpansion, for both the domestic marketand exports. This will certainly give aboost to the Make in India initiative.

Has the capacity utilisation of domestic players increased because of these restrictions?

Considering the impact of Covid-19 onthe manufacturing sector, particularly theautomobile sector, the capacity utilisa-tion has been low. The gradual ramp up ofproduction has only just begun with mar-kets opening up. Currently, we havecrossed 70 per cent capacity utilisationand expect to improve it further in thecoming months. Hence, at this point, theimpact of restrictions cannot be assessed.However, this step will certainly helpimprove the capacity utilisation.

Is the demand back to last year's levels?The OEMs have said it is close to the July2019 level.July has definitely been better for the

OEMs, and the momentumis expected to be sustainedin the coming months.However, there might be ademand-supply mismatchdue to the ongoing disrup-tions on the supply front. Itwould be fair to wait andwatch for the next few weeksto make a realistic assess-ment. At JK Tyre, we areclosely monitoring the situ-ation and are aiming toachieve 80 per cent of our

pre-Covid production levels by the endof this quarter.

How have you realigned your prioritiesfor this quarter? We will continue to expand our strong-hold in the replacement market, acrosspassenger vehicles, as also for commer-cial and two and three-wheelers. Exportsalso continue to be our focus as we arereceiving a promising response from theUnited States and Latin America.Internally, the stabilisation of manufac-turing operations remains a key priority,and we are hopeful of streamlining it in thenear future.

Are you going ahead with yourinvestment plans?We have deferred our expansion plans forthe present and will review them subse-quently. Currently, we are prioritising capexfor only the essentials. We will take a viewafter the market stabilises, when we canascertain definite demand trends.

The government recently imposed curbs on theimport of certain new pneumatic tyres. JK Tyre & Industries Chairman and ManagingDirector RAGHUPATI SINGHANIAtells T ENarasimhanthat the decision will helppromote domestic manufacturing. AboutCovid-19, he says it has caused the company todefer its expansion plans. Edited excerpts:

‘Cautiously optimistic of reachingpre-Covid sales by December-end’

The app allows users to upload theirhealth status every day, thenupdates them on how many peoplethey have walked past who are alsousing the product. If someone in thenetwork is infected, that person will be immediately notified

SMALL FRUIT(APPLE’S INDIA REVENUES) (~ cr)

Source: RoC*2019-20 has not be declared in RoC

’12-13 ’13-14 ’14-15 ’15-16 ’16-17 ’17-18 ’18-19

3,05

7.8

4,50

0.3

6,47

2.9

9,99

7

11,7

04.3

2

13,0

97.6

4

10,5

38.5

RAGHUPATISINGHANIAChairman andmanaging director, JK Tyre & Industries

NEW DELHI | 15 AUGUST 2020 TAKE TWO 9. <

The importrestrictions wouldcertainly help inbetter capacityutilisation andcapacity expansion,for both thedomestic marketand exports. Thiswill certainly give a boost to the Make in India initiative

Registered Office: Plot No. 5, Inside Govind Narayan Singh Gate, Chuna Bhatti, Kolar Raod, Bhopal-462016, Madhya Pradesh (CIN: L45201MP2006PLC018689)

India’s Largest Road Construction Company

Place: BhopalDate: 14th August 2020

For and on behalf of the Board of Directors ofDilip Buildcon Limited

Dilip SuryavanshiManaging Director

DIN - 00039944

(` in lakhs)

19States

Revenue

1,90,049EBITDA

30,863PAT

3,370

Rs.26,115 CroresOrder Book

12,901Equipments

33,692Employees

(` in lakhs)

Notes:

1. The above unaudited Standalone and Consolidated results were reviewed by the Audit Committee and were approved & taken on record by the Boardof Directors at their meeting held on 14 August 2020.

2. The above unaudited financial results have been prepared in accordance with Indian Accounting Standards (Ind AS) as prescribed under Section 133 ofthe Companies Act, 2013 read with the relevant rules thereunder and other accounting principles generally accepted in India.

3. The above is an extract of the detailed format of Quarterly Financial Results filed with the Stock Exchange under Regulation 33 of the SEBI (ListingObligations and Disclosure Requirements) Regulations, 2015. The full format of the Financial Results are available on the Stock Exchanges websitewww.bseindia.com and www.nseindia.com and on the Company’s website, www.dilipbuildcon.com.

4. Figures for the earlier periods have been regrouped wherever necessary.

Sr.No Particulars

Standalone

Quarter ended Year ended

30-Jun-20 31-Mar-20 30-Jun-19 31-Mar-20

Unaudited Audited Unaudited Audited

1 Total Income from Operations (net) 1,90,048.99 2,50,928.61 2,30,004.61 9,01,510.55

2 Net Profit / (Loss) from ordinary activities after tax 3,370.20 11,510.52 12,524.36 42,497.51

3 Total Comprehensive income [Comprising Profit / (Loss) for the period (after tax)and Other Comprehensive Income (after tax)] 3,709.28 11,615.16 12,562.07 42,670.94

4 Equity share capital 13,676.98 13,676.98 13,676.98 13,676.98

5Earnings Per Share (before extraordinary items)(of Rs. 10/- each)(not annualised):(a) Basic(b) Diluted

2.462.46

8.428.42

9.169.16

31.0731.07

6Earnings Per Share (after extraordinary items)(of Rs. 10/- each)(not annualised):(a) Basic(b) Diluted

2.462.46

8.428.42

9.169.16

31.0731.07

Sr.No Particulars

Consolidated

Quarter ended Year ended

30-Jun-20 31-Mar-20 30-Jun-19 31-Mar-20

Unaudited Audited Unaudited Audited

1 Total Income from Operations (net) 2,11,035.85 2,74,047.26 2,45,027.17 9,76,255.28

2 Net Profit / (Loss) from ordinary activities after tax 5,074.29 19,105.71 10,042.39 40,541.61

3 Total Comprehensive income [Comprising Profit / (Loss) for the period (after tax)and Other Comprehensive Income (after tax)] 5,413.37 19,215.16 10,080.10 40,719.84

4 Equity share capital 13,676.98 13,676.98 13,676.98 13,676.98

5Earnings Per Share (before extraordinary items)(of Rs. 10/- each)(not annualised):(a) Basic(b) Diluted

3.713.71

13.9713.97

7.347.34

29.6429.64

6Earnings Per Share (after extraordinary items)(of Rs. 10/- each)(not annualised):(a) Basic(b) Diluted

3.713.71

13.9713.97

7.347.34

29.6429.64

Statement of Unaudited Standalone and Consolidated Financial Results for the Quarter ended 30 June 2020

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