GMR Infrastructure Limited. Newspaper...GMR Infrastructure Limited August 29, 2020 BSE Limited...
Transcript of GMR Infrastructure Limited. Newspaper...GMR Infrastructure Limited August 29, 2020 BSE Limited...
GMR Infrastructure Limited
August 29, 2020
BSE Limited Phiroze Jeejeebhoy Towers Dalal Street Mumbai - 400 001
Dear Sir/ Madam,
Corporate Office: New Udaan Bhawan, Opp. Terminal-3 Indira Gandhi International Airport New Delhi-11 0037 CIN: L45203MH1996PLC281138 T +91 11 42532600 F +9111 47197181 W www.gmrgroup.in E [email protected]
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Pursuant to Regulation 30 of SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 and in compliance with the Ministry of Corporate Affairs Circular No. 20/2020 dated May 5, 2020, please find enclosed the copies of Notice to the Shareholders published in the newspaper for the 24th Annual General Meeting of the Company to be held on Monday, September 21, 2020 through Video Conferencing.
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Thanking you
Yours faithfully
for GMR Infrastructure limited
T. Venka Comp y Secretary &
Compliance Officer
Encl: As above
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MUMBAI
8 BusinessLine SATURDAY • AUGUST 29 • 2020
CMYK
................BM-BME
PULSEPULSE
RUTAM VORA
The battle in India’s drug retailing sector has never been asfi��erce and ruthless as it is now.And the stakes are high.
On one side are big corporate moniesfl��owing into techdriven platforms.And on the other is the traditionaldawai wala or the friendly neighbourhood chemist, faced withthe prospect of being left behind in a digitallysavvyecosystem.
Traditional chemists and onlinepharmacies have, in the past, been involved in a lowintensity standoff��. But allthat changed earlier this month, with theentry of corporate behemoths likeAmazon and Reliance, the former on itsown and the latter by investing ₹��620crore in Netmeds.
Crying foul on these developments isthe All India Organisation of Chemists &Druggists (AIOCD), an apex representat
ive body of over 8.5 lakh off��line drug retailers in the country. Not only are thesefancy platforms for online drug purchases “illegal”, it says, but they alsothreaten the very existence of the dawai
wala. In a letter to Amazon’s global chiefJeff�� Bezos, AIOCD has said the “epharmacies” segment is fraught with legal issuesand controversy. In another letter to billionaire Mukesh Ambani, the AIOCD hascalled for a rethink of its investment.
Flipkart is reportedly waiting in thewings and online players Pharmeasy and
Medlife are said to be exploring a merger. All this activity would create a
“monopoly in a perfect competition market” of drug retailing,says AIOCD.
Compounders to e-pharmacy In eight decades, India’s drug retail
ing has had several makeovers. In thepostWorld War II era and in the absenceof a recognised profession of Pharmacy,drugs were sold by unqualifi��ed “compounders”, according to researcherHarikishan Singh in his paper on “Pharmaceutical Society of India (PSI): The oldest Indian Pharmaceutical Organisation”, quoting archives from theGovernment of Madras.
Singh noted that in 1938, the fi��rst pharmacy body — the erstwhile PSI — recommended to the Government of Madras tochange ‘compounder’ to ‘pharmacist’and ‘chemist and druggist’ to ‘pharmaceutical chemist’ to suit legal requirements. The Drugs and Cosmetics (D&C)Act, 1940, became the fi��rst national lawfor pharmacies and the Drugs and Cosmetics Rules, 1945, laid down the rules.Under the Pharmacy Act 1948, the prac
tice of pharmacy was restricted to professional, registered pharmacists.
Today, drug retailing stands at a crucialturning point again, requiring clarityand redefi��nition on the sale of medicinesonline, given the Government’s overalldigital plans. Presently, “epharmacies”tread carefully, calling themselves an “online marketplace for medicines”.
Traditional pharmacists regulated under the D&C Act compete with online
competition that is not under the sameAct but under the Information Technology Act, 2000, which governs ecommerce and digital applications.
Under the present drug laws, eachchemist requires a registered qualifi��edpharmacist who reads prescriptions anddispenses medicines to the patient, saysYogesh Patel, a druggist, and Secretary ofAhmedabadbased drug retailers association. “For epharmacies there is no suchlaw, will they ensure same compliance aschemists? Online pharmacies are illegalas there is no law governing them,” hesays. "The government supports epharmacies and we fear that they will tweakthe laws in favour of such companies.There are more than 58 lakh families associated with the drug retailing businessin India. If epharmacies have their way,then it is feared that 4050 per cent ofchemists will be out of business”. Andthis amidst the Government’s rhetoric ofjob creation and becoming selfsuffi��cient, he adds.
Covid’s e-pharmacy booster On the other side of the divide, expertssay that Covid19 has unlocked businessopportunities for the online sale of medicines as people stayed at home fearing
the contagion. Average daily orders shotup from 6,500 in preCovid times toabout 55,000 during the Covidinducedlockdown, according to trade data. Further, epharmacy users grew by threetimes to about 9 million, postCovid.
Former epharmacy representative,Aamit Khanna observes that in aboutfour months, online drug purchases havegrown. “This included mostly overthecounter (OTC) drugs, while there aresome prescription drugs also for diabeticcare, cardiovascular diseases and dermatology. Teleconsultations have gone uptoo, helping to push up the sales,” saysKhanna. He admits that the D&C Actpresently does not cover epharmaciesbut says there is a need to fasttrack a newframework for the sale of online medicines. "With technology, there comes accountability too. The current laws haveseveral gaps and the offl�ine players takeadvantage of it. A large amount of antibiotics is sold through offl�ine stores, unsupervised, without prescription. It is notjust the epharmacies that need to be governed under the law, the existing druggists also need to be covered for accountability. The current D&C Act is old andoutdated as it is no longer relevant to thecurrent industry practice,” he points out.
At the crossroads: Drug retailing needs new regulatory framework
The Covid19 pandemic hasdrawn comparisons withvarious colossal events that
became pivotal moments in history. Given the relative proximityof the ongoing crisis, World War IIcomes closest. Like it did then, thiscrisis has raised several questionsagainst accepted norms that govern the modern world.
In the last few decades, goodswith high value were manufactured in a competitive market, taking advantage of low cost oflabour and materials. Aided bytechnology, this global networkbecame highly effi��cient and thecentral mantra echoed by largecompanies was “just in time” — optimising inventory, maximisingcash fl��ow and profi��tability. However, with the prolonged Covid19pandemic, supply chains will staydisrupted, compelling companiesto revisit their strategy and shiftaway from a ‘just in time’ to a ‘justin case’ model.
Consider the impact of this disorder on the pharmaceuticals industry. The current health crisishas amplifi��ed the need for safe andaff��ordable medicine, an essentialcommodity even during normaltimes. From sourcing raw materi
als to manufacturing anddistributionof drugs,traditionalbusinessfundamentals have fallenshort, to meet thepublic health outcry. So,it is obvious that in the postCovidera, we will see a rise in new delivery models built on a robust andselfreliant value chain.
Currently, the combination oflean production and multipleglobal networks is leading to supply issues. Companies need to planfor ‘just in case’ vendors and partners over and above, ‘just in time’ones.
Particularly in pharmaceuticals,where the chain of regulations extends all the way to the last sup
plier, a diverse set of vendors from diff��erentgeographies are key to hedgingrisks in case of similar incidents.Large companies are also expectedto work with smaller supply chainpartners in various regions, ratherthan pursuing devaluation approaches that destroy the chain altogether. In the medium term, thiswill allow companies to have contractors locally or regionally.
As the industry recovers, playerswill need to adopt innovative ap
make a prominent mark in theglobal rung. Moreover, the government and regulators have a hugerole to play in managing IP and,advancing innovation and R&D.
As global markets consider derisking strategies, Indian pharmamust proactively become moreagile and resilient to emerge as thetrue ‘pharmacy of the world’ bothin quantity and quality of medicines, starting from building itsmanufacturing capabilities.
As we look ahead with cautiousoptimism, the way forward can besummed up by something HenryFord wrote, “The remains of theold must be decently laid away, thepath of the new prepared. That isthe diff��erence between revolutionand progress”.
The writer is Managing Director, ACG.
Views are personal
through digitisation and automation. Additionally, by using concepts such as Industry 4.0 andtechnologies like IoT and Blockchain, companies can enhancequality control and ensure regulatory compliance — two issuesthat have plagued Indian pharmafor some time.
India accounts for about 10 percent of the world’s pharmaceutical production by volume, butonly 1.5 per cent by value. Thiscrisis also presents Indian pharmawith an opportunity to go beyondgeneric drugs, to become a reliablesupplier in the specialty segment.
This time is to not only be futureproof from such shocks butalso realise its unfulfi��lled potential. While the industry reimagines its operational philosophy, itneeds a nurturing ecosystem ledby the government in order to
proaches to manage uncertainties and risks. This will
require the deploymentof predictive models tohelp visualise multiplescenarios and conduct‘whatif’ analysis onseveral parameters.This includes anticip
ating changes in demand, identifying risks and dependencies in thesupply chain, and being able toplan input requirements and production schedules in such dynamic scenarios.
Tech edge to manufacturingManufacturing value chains, particularly in the pharma sector,have a long gestation time. Investing in advanced manufacturingtechnologies can help unlockvalue from within by enhancingproductivity and reducing waste
Delivery models will be
built on self-reliant and
robust value chains
ISTO
CK
From a ‘just in time’ to ‘just in case’ supply chain in a post-Covid world
KARAN SINGH
BY INVITATION
RUTAM VORA
Ahmedabad, August 28
At a time when labour shortage ishurting the construction sector,causing cost escalation anddelays in the completion of projects, Saint Gobain India Pvt Ltd Gyproc marked a new record byerecting a 600bed Covid19 facility in Surat in just 17 days.
The company created 52,000sq ft of walled partitions acrosseight fl��oors of the existing structure to convert it into a Covid19hospital by using specialisedgypsum plasterboardbased drywall technology.
The company’s Managing Director, Venkat Subramanian, credits the technology for its low cost
and faster construction than theconventional brick and masonrywork.
“The Surat hospital project wasbeyond possibility for brick andmasonry as the governmentwanted to build the Covid19 facility meeting WHO guidelines inless than three weeks. This was anexcellent opportunity to displayour expertise as well as the capabilities of gypsum plasterboardmaterial and technology. Wecompleted the project earlierthan targeted,” Subramaniantold BusinessLine.
During JuneJuly, when the diamond city was witnessing asurge of Covid19 with 250280cases reporting to the hospitals
daily, the authorities rushed toset up additional bed capacitiesas fast as possible.
But reverse migration of labourers post the lockdown cast ashadow on completing the project in time. The gypsum plasterboard drywall made from natural gypsum rocks are easy toinstall with reduced workforce,which turned things in favour ofSaint Gobain.
“The total costs are lessby 1520
per cent and time saved is 34months for a large project thatwould take 1824 months,” saidSubramanian, underlining theemerging opportunities amidgrowing urbanisation andthrust for hospital infrastructure.
Saves time and labour“This is a product that is lightweight and suitable for highrisebuildings in cities. An abundantand cheap labour phenomenonis not the case any more in India,so it is a laboursaving technology. And since this technologyallows other related activitiessuch as mechanical, electrical,plumbing work simultaneously,it saves time too,” he added.
Currently, sectors such as offi��ce space, hospitals, hotels/hospitality markets are key business
for Saint Gobain but Covid19 hasdented the growth trajectory.The market size for gypsum plasterboard drywall technology isestimated at about 120 million sqmeters.
Covid-19 opportunities“All businesses have got aff��ectedby Covid, so has ours. We will certainly close this year lower thanwhere we ended last year. And going back to the preCovid levelsvery soon is a challenge. Buthealthcare infrastructure, real estate projects, warehousing for ecommerce players and offi��ceprojects for IT companies aresome of the emerging opportunities in a postCovid scenario,”Subramanian stated, adding thatthe company’s longterm visionis to get into the residential segment.
capex will be through internal accruals,” he added. The companyis also exploring opportunities toprovide Suratlike constructionsolutions to other States andagencies.
plant near Visakhapatnam inAndhra Pradesh. “Our existingcapacity is 80 million sq metersper annum. And we are lookingto add another 40 million fromthe new plant. Funding for the
Saint Gobain has currentlyfour operational plants locatedin Haryana, Maharashtra,Karnataka and Gujarat.
It has laid down plans to investaround ₹��400 crore for the fi��fth
Project demonstrates promise of gypsum
plasterboard-based drywall technology
Saint Gobain sets a new record, puts up a 600-bed Covid hospital in Surat in 17 days
The newlyconstructed 600bed
Covid hospital in Surat
LEADSTORY
As traditional chemists
fight for their space, online
players make inroads
At a glance
■ Size of “online
pharma
marketplace”
estimated at
₹��3,000 crore
■ Players
include 1mg,
Pharmeasy
and Medlife
(said to
merge),
Netmeds
(bought into
by Reliance)
and Amazon
Pharmacy.
NEWS
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6. B©-ìhmoQ>tJer g§~§{YV Vn{ebdma {ZX}em§gmR>r, g^mgXm§Zr H¥$n¶m, 14ì¶m dm{f©H$ gd©gmYmaU g^oÀ¶m gyMZoVrb ""Q>rnm'' AZw^mJ nhmdm. B©-ìhmoQ>tJ à{H«$¶oer g§~§{YV Mm¡H$er qH$dm VH«$matÀ¶m ~m~VrV g^mgX www.evoting.nsdl.com À¶m S>mD$ZbmoS> goH$eZ ¶oWo CnbãY g^mgXm§gmR>r {’«$H$d|Q>br Amñ³S> ¹o$íMÝg (E’$EH$¶wO) Am{U g^mgXm§gmR>r B©-ìhmoQ>tJ ¶wOa ‘°Ý¶wAb nmhÿ eH$VmV qH$dm nwT>rb {R>H$mUr g§nH©$ gmYy eH$VmV.
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I MOHD. SOHAIL MOHD. GAUS SHAIKH HAVE CHANGED MY NAME TO MOHAMMED SOHAIL MOHAMMED GAOS VIDE MAHARASHTRA GOVT. GAZETTE NO. (X -19877) DATED 2 – 8 AUGUST, 2012 CL-415 I HAVE CHANGED MY NAME FROM SUGANDHI ANTHONY TO SUGANDHI ANTHONY DCRUZ AS PER DOCUMENT. CL-636 I, IRSHAD AHMED R/O NO-924, HIMMAT NAGAR, SP ROAD,WADALA(E) MUMBAI-37 HAVE CHANGED MY NAME TO IRSHAD AHMED KHAN FOR ALL PURPOSES CL-713 I, LAL MOHAMMED R/O NO-924, HIMMAT NAGAR, SP ROAD, SANGAM NAGAR, WADALA(E), MUMBAI-37 HAVE CHANGED MY NAME TO LAL MOHAMMAD KHAN FOR ALL PURPOSES. CL-713 A I AFZAL ALI GULAM HUSAIN MERCHANT HENCEFORTH WILL BE KNOWN AS AFZAL GULAMHUSAIN MERCHANT VIDE AADHAR NO: 772521539149. CL-721 I HAVE CHANGED MY NAME FROM ANTOJEBIN ANTHONY NADAR TO ANTOJEBIN ANTHONY AS PER AFFIDAVIT. CL-840 I HAVE CHANGED MY NAME FROM ASIYA NASIR HUSAIN ZARIWALA TO ASHIA NASIR HUSSAIN ZARIWALA AS PER AFFIDAVIT. CL-840 A I HAVE CHANGED MY NAME FROM MOHAMMED YUSUF TO MOHAMMAD YUSUF MOHAMMED SHAFI ANSARI AS PER AFFIDAVIT. CL-840 B I HAVE CHANGED MY NAME FROM SAJIDA TO KHAN SAJEEDA KHATOON AS PER AFFIDAVIT. CL-840 C I HAVE CHANGED MY NAME FROM RODRIGUES MARIAN RUBY VICTOR RICHARD TO MARIAN DONMARK GOMES AS PER AFFIDAVIT CL-929 I HAVE CHANGED MY NAME FROM QURESHI MOHD AMAN MUSTAK TO AMAN MUSTAK QURESHI AS PER DOCUMENTS CL-1 I HAVE CHANGED MY NAME FROM NASIR TO ABDUL NASIR QURESHI AS PER DOCUMENTS CL-2 I HAVE CHANGED MY NAME FROM KALPANA TO KARISHMA JAIN AS PER DOCUMENTS CL-3 I HAVE CHANGED MY NAME FROM KAMAL GHANSHAM PUNJABI TO KAMAL GHANSHAMDAS PUNJABI AS PER DOCUMENTS CL-4 I HAVE CHANGED MY NAME FROM SONALI ANTU THORAT TO ZAINAB MOHAMMED YUSUF SHAIKH AS PER DOCUMENTS CL-5 I HAVE CHANGED MY NAME FROM SONALI ANTU THORAT TO ZAINAB MOHAMMED YUSUF SHAIKH AS PER DOCUMENTS CL-6 I HAVE CHANGED MY NAME FROM MOHAMMED ANIS SIDDIQUI TO MOHAMMED ANIS MOHAMMED YUNUS SIDDIQUI AS PER DOCUMENTS CL-7 I HAVE CHANGED MY NAME FROM MOHAMMAD SHAKIR TO MOHD. SHAKIR MANSOORI VIDE DOCUMENTS. CL-8 I HAVE CHANGED MY NAME FROM ' FAHIM DAWOOD SHAIKH' TO 'MOHAMMAD FAHIM SHAIKH' AS PER DEEDPOLL. CL-9 I HAVE CHANGED MY NAME FROM JAHANARA, / JAHARA, / JAHA ARA TO JAHARA MOHD IQBAL SHAIKH AS PER THE DOCUMENTS CL-10 I HAVE CHANGED MY NAME FROM SHOEB IQBAL SHAIKH TO SHOIB MOHAMMED IQBAL SHAIKH AS PER THE DOCUMENTS. CL-11 I HAVE CHANGED MY NAME FROM HEENA KAMLESH MEHTA TO HEENA MEHTA AS PER THE DOCUMENTS. CL-12 I HAVE CHANGED MY NAME FROM KR KRANTI TRIPATHI, / KRANTI DUBEY, / KRANTI DUBE TO KRANTI ARVIND TIWARI AS PER THE DOCUMENTS CL-13 I HAVE CHANGED MY NAME FROM RAVINDRA DUBE TO RAVINDRA DUBEY AS PER THE DOCUMENTS. CL-14 I HAVE CHANGED MY NAME FROM SANJAYKUMAR SHARMA TO SANJAY BESHO SHARMA AS PER DOCUMENTS. CL-15 I HAVE CHANGED MY NAME FROM S PREMALATHA N K S MANI/PREMALATHA SUBRAMANIAM TO PREMLATHA SUBRAMANIAM AS PER DECLARATION CL-16 I GOPAL LAXMANDAS DAMBIR HAVE CHANGED MY NAME TO GOPAL LAXMANDAS DHAMIR AS PER DOCUMENTS CL-17 I MADHUBALA GOPAL DAMBIR HAVE CHANGED MY NAME TO MADHUBALA GOPAL DHAMIR AS PER DOCUMENTS CL-18 I SHWETA TARESH THAPAR HAVE CHANGED MY NAME TO SHWETA TARESH DHAMIR AS PER DOCUMENTS CL-19 I HAVE CHANGE MY NAME FROM DEVASHI DHUDA GOHIL TO DEVSHI DHUDA GOHIL AS PER DOCUMENTS CL-20 I HAVE CHANGE MY NAME FROM MADHU DEVASHI GOHIL TO MADHU DEVSHI GOHIL AS PER DOCUMENTS CL-21 I JAIN MONICADEVI MAHAVEER HAVE CHANGED MY NAME TO MONIKADEVI MAHAVEER JAIN AS PER DOCUMENTS CL-22 I MEENA JAIN HAVE CHANGED MY NAME TO MONIKADEVI MAHAVEER JAIN AS PER DOCUMENTS CL-23 I RISHAB JAIN HAVE CHANGED MY NAME TO RISHABH MAHAVEER JAIN AS PER DOCUMENTS CL-24 I MONICA MAHAVEER JAIN HAVE CHANGED MY NAME TO MONIKADEVI MAHAVEER JAIN AS PER DOCUMENTS CL-25 I JAIN MAHAVIR KUMAR BASANTILAL HAVE CHANGED MY NAME TO MAHAVEER KUMAR BASANTILAL JAIN AS PER DOCUMENTS CL-26 I MONICA MAHAVIR KUMAR JAIN HAVE CHANGED MY NAME TO MONIKADEVI MAHAVEER JAIN AS PER DOCUMENTS CL-27 I HAVE CHANGED MY NAME FROM HANNAN FAROOQ LAKDAWALA TO HANAN FAROOQ LAKDAWALA AS PER DOCUMENTS. CL-28 I HAVE CHANGED MY NAME FROM MAHESHKUMAR LAXMICHAND DEDHIA TO MAHESH LAXMICHAND DEDHIA AS PER DOCUMENTS. CL-29 I CHOUDHARY HAJI KARIMULLAH SAMIULLAH HAVE CHANGED MY NAME TO KARIMULLAH SAMIULLAH CHOUDHARY AS PER DOCUMENTS CL-30 I CHOUDHARY SAIFUNNISA HAJI KARIMULLAH HAVE CHANGED MY NAME TO SAIFUNNISA KARIMULLAH CHOUDHARY AS PER DOCUMENTS CL-31 I ZAREENA GULAM ASHRAF KHAN HAVE CHANGED MY NAME TO ZARINA GULAM ASHRAF KHAN AS PER DOCUMENTS CL-32
CHANGE OF NAME
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Am‘Mo Aerb VoOg {damb Xbmb C’©$ VoOb H$m§MZbmb emh ho ‘¶V H$m§MZbmb nwafmoÎm‘Xmgemh ¶m§Mo ‘mÌ dmag Am{U H$m¶Xoera à{V{ZYr Agë¶mÀ¶m gwH¥$VmÛmao ‘mbH$ AgyZ ˶m§À¶mH$S>oãbm°H$ H«$. 3/~r, Hw$gw‘ ̂ maVr grEMEg {b., Hw$gw‘ ̂ maVr {~pëS>¨J H«$. 2, ‘mado amoS>, ‘mbmS>(n), ‘w§~B© 64 À¶m g§X^m©Vrb h¸$, Zm‘m{YH$ma Am{U {hVg§~Y AmhoV. gXa âb°Q>À¶mg§X^m©‘Yrb eoAa à‘mUnÌ YmaH$ {d{^Þ H«$. 410 Vo 415 (XmoÝhr EH${ÌV) ho ha{dboAm{U/qH$dm Jhmi Pmbo Amho. Am‘À¶m Aerbm§Zr à{V{bnr eoAa à‘mUnÌ Omar H$aʶmH$arVmgXa gmogm¶Q>rH$S>o AO© Ho$bm Amho. H$moU˶mhr 춺$s¨Zm gXa âb°Q>À¶m g§X^m©‘ܶo H$moUVmhrAmjon qH$dm Xmdo Ogo H$s, {dH«$s, AXbm~Xb, dmagmh¸$, H$ama, H§$ÌmQ> B. Agë¶mg ˶m§Zr Vgo{b{IV nyaH$ H$mJXnÌm§À¶m nyamì¶mgh ¶m gyMZoÀ¶m à{gÕrÀ¶m VmaIonmgyZ 14 {Xdgm§À¶m AmVH$i{dUo Amdí¶H$ Amho, H$gya Ho$ë¶mg, gXa gmogm¶Q>r à{V{bnr eoAa à‘mUnÌ Omar H$aob.{XZm§H$ 29 Am°JñQ>, 2020
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