April 10, 2021 1. The Dy. General Manager Corporate Relationship Dept. BSE Ltd. Phiroze Jeejeebhoy Towers, Dalal Street MUMBAI – 400 001 Scrip Code No: 532301 2. The Secretary National Stock Exchange of India Ltd Exchange Plaza, 5 th Floor Plot No. C /1, G. Block Bandra‐Kurla Complex Bandra (E) MUMBAI – 400 051 Scrip symbol: TATACOFFEE Dear Sir(s), Sub: Transfer of Shares to Investor Education and Protection Fund (IEPF) This is to inform you that in compliance with the requirements of Section 124(6) of the Companies Act, 2013 read with the Investor Education and Protection Fund Authority (Accounting, Audit, Transfer and Refund) Rules, 2016, as amended to date, the Company has published an advertisement for giving notice to the equity shareholders who have not claimed their dividends for seven or more consecutive years and whose shares are liable for transfer to the IEPF Demat Account. We enclose herewith copy of the notice published in ‘Business Line’ & ‘Kannada Prabha’ on April 10, 2021, pertaining to transfer of the said equity shares to IEPF. This disclosure is made in terms of the requirements of Regulation 30 of SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015. Thanking you, For Tata Coffee Limited Anantha Murthy N Head – Legal & Company Secretary Encl.: As above.
Transcript
April 10, 2021
1. The Dy. General Manager
Corporate Relationship Dept.
BSE Ltd.
Phiroze Jeejeebhoy Towers,
Dalal Street
MUMBAI – 400 001
Scrip Code No: 532301
2. The Secretary
National Stock Exchange of India Ltd
Exchange Plaza, 5th Floor
Plot No. C /1, G. Block
Bandra‐Kurla Complex
Bandra (E)
MUMBAI – 400 051
Scrip symbol: TATACOFFEE
Dear Sir(s),
Sub: Transfer of Shares to Investor Education and Protection Fund (IEPF)
This is to inform you that in compliance with the requirements of Section 124(6) of the Companies Act,
2013 read with the Investor Education and Protection Fund Authority (Accounting, Audit, Transfer and
Refund) Rules, 2016, as amended to date, the Company has published an advertisement for giving
notice to the equity shareholders who have not claimed their dividends for seven or more consecutive
years and whose shares are liable for transfer to the IEPF Demat Account.
We enclose herewith copy of the notice published in ‘Business Line’ & ‘Kannada Prabha’ on April 10,
2021, pertaining to transfer of the said equity shares to IEPF.
This disclosure is made in terms of the requirements of Regulation 30 of SEBI (Listing Obligations and
Disclosure Requirements) Regulations, 2015.
Thanking you,
For Tata Coffee Limited
Anantha Murthy N
Head – Legal & Company Secretary
Encl.: As above.
................BM-BMECMYK
MUMBAI
BusinessLineSATURDAY • APRIL 10 • 2021 7NEWS
NANDANA JAMES
Mumbai, April 9
With soaring Covid19 casesand resultant lockdownsthreatening to disrupt businesses, FMCG companies continue with the strategies thathelped them tide through thepandemic last year. These include strengthening of directtoconsumer channels, building optimal inventory levels,ensuring stocks are near theselling point and increasingthe frequency of supplies todistributors and outlets in theimpacted markets.
The essential nature ofFMCG products and thechanges put in place over thepast year of operating amidthe pandemic, would ensureminimal business disruption,FMCG companies told Busi-nessLine. “We are better prepared this year… During thenational lockdown last year,we undertook a few initiativesto ensure the availability ofour products to our consumers across the countrythrough our directtoconsumer portal Saff��ola Store, as
well as lastmile partnershipswith national aggregators. Wewill continue innovating tocater to our consumers,” saidMarico’s spokesperson.
ITC also has a fully operational ITC estore in all metrocities, which can meet consumer requirements directly,the company’s spokespersonsaid. “Over the period of thepandemic, we have developedstrong operating policies andagile organisational structures for dealing with all typesof market constraints andvolatility.”
Leveraging learningsCompanies are leveraginglearnings from the experienceof ensuring business continuity amid the pandemic overthe past year to ensure supplychain agility.
For instance, Dabur India isapplying learnings from lastyear to streamline its supplychain, according to AdarshSharma, Executive DirectorSales, Dabur India. “Some ofthe measures implementedlast year, like orderbooking
through our call centre andWhatsApp, continue to function and have been steppedup.
“Also, we have increased thefrequency of supplies to distributors and outlets in theimpacted markets to tide overany potential impact.”
Hindustan Unilever’sspokesperson affi��rmed thatsupply chain agility and resilience have signifi��cantly improved over the last year — notjust for HUL but even for itspartners — and this has madethe supply chain function better and be prepared as awhole.
Emami is beefi��ng up its supply chain by building stock ofboth fi��nished goods as well as
RMPM, wherever necessary.“We are also trying to ensurethat our stocks are nearest tothe selling point as much aspossible so that our responsetime is minimised to tacklethe situation in the event ofany disruption.
“However, currently, we seeno disruption anywhere,” saidHarsha V Agarwal, Director,Emami Ltd.
As a proactive measure,Godrej Consumer ProductsLimited has ramped up itsproduction levels, apart frombuilding optimal inventorylevels across multiple pointsin its supply chain fromfactories to warehouses acrossthe country, said Sunil Kataria,CEO India & SAARC, GCPL. “We
do not expect any supplychain disruptions,” he said.
Continuous supplyUllas Kamath, Joint ManagingDirector at Jyothy Laboratories, also said he does not expect any business disruption.Considering possible lockdowns, the company hasaligned its supply chain andretail distribution to ensure acontinuous supply ofproducts, he said.
“As an essentials provider,the disruption to our ownbusiness is going to be fairlylimited because of the lockdown in place,” said Kartik Johari – Vice President Nobel Hygiene, a maker of adultdiapers. “Lockdown or not, thedemand for diapers and sanitary napkins will not reduce.What will be impacted are delivery systems. Last year, ourfi��eld staff�� and regional managers went out of their way topersonally deliver consignments to users, especially inregions where diapers werefalling short. Our customerservice stayed on the phonefor hours, noting addresses,writing down problems. Thistime too, if it comes to that, wewill do the same,” said Johari.
Firms look to leverage learnings to ensure
minimal disruption, business continuity
Companies said supply chain agility and resilience have improved
Despite spectre of lockdowns, FMCGcompanies better prepared this year
BLOOMBERG
April 9
Enough vaccines have nowbeen administered to fully vaccinate about fi��ve per cent of theglobal population — but the distribution has been lopsided.Most vaccines are going to thewealthiest countries.
As of Thursday, 40 per cent ofthe Covid19 vaccines administered globally have gone topeople in 27 wealthy nationsthat represent 11 per cent of theglobal population. Countriesthat make up the leastwealthy11 per cent have gotten just 1.6per cent of Covid19 vaccines administered so far, according toan analysis of data collected bythe Bloomberg Vaccine Tracker.In other words, countries withthe highest incomes are vaccinating 25 times faster than those
with the lowest. Bloomberg’sdatabase of Covid19 vaccinations has tracked more than726 million doses administeredin 154 countries.
The U.S., for example, has 24per cent of the world’s vaccinations but just 4.3 per cent of thepopulation, while Pakistan has0.1 per cent of the vaccine coverage for 2.7 per cent of the globalpopulation. The pattern is repeated across the globe and follows eff��orts by wealthy countries to prepurchase billions ofdoses of vaccines, enough tocover their populations severaltimes over.
The U.S. is on track to cover 75per cent of its residents in thenext three months. Meanwhile,nearly half of countries stillhaven’t reached 1 per cent oftheir populations. The dispar
ity calculations don’t includemore than 40 countries, mostlyamong the world’s poorest,that don’t yet have public vaccination data.
A world of differenceThere’s no mechanism to ensure equitable distributionworldwide. If all of the world’svaccines were distributedbased on population, the U.S.
would have administerednearly six times its fair share. .Topping the list are the UAE andIsrael, with nine and 12 timestheir populationbased share,respectively.
The world’s least wealthycontinent, Africa, is also theleast vaccinated. Of its 54 countries, only three have have inoculated more than 1 per centof their populations.
Conversely, the inoculation drive
takes a hit in leastwealthy countries
Wealthy countries pre-purchase billions of doses of vaccines,
enough to cover their populations several times over AP
Wealthiest countries getting vaccinated 25 times faster
REUTERS
New Delhi, April 9
The Serum Institute of India(SII) is legally compelled to shipcoronavirus vaccine to globalvaccine sharing facility COVAX,its colead Gavi has told Reuters,a provision that could complicate the fi��rm's eff��orts to boostdomestic supplies.
India, where infections havesurged to 13.06 million,suspended all major exports of vaccines last month to fi��ll demandat home, forcing the world'sbiggest vaccine maker to divertnearly all its production to thedomestic market.
"The agreement is legallybinding and served as a basisfor the fi��rstround allocationdocument, which has beencommunicated to all participating economies," a Gavispokeswoman said in an email.
The pact specifi��ed Gavi
would receive 1.1 billion dosesof either AstraZeneca vaccineor that of Novavax from SII,with 200 million committed,and the rest on option.
SII partner AstraZeneca hasalready issued it a legal noticeover delays to other shipments,even as many Indian Stateshave complained of a shortagefaced by priority recipients..
Gavi said its pact with SII tookeff��ect when the World HealthOrganization approved the AstraZeneca shot on February 15.
"SII has pledged that, alongside supplying India, it will prioritise the COVAX multilateralsolution for equitable distribution," Gavi added.
From an initial August targetof vaccine coverage for 300 million of its highestrisk people,India has upped the fi��gure byabout 100 million, adding pressure on SII to crank up supplies.
COVAX says SII bound to supply virus vaccines
PT JYOTHI DATTA
Mumbai, April 9
American healthcare company Johnson & Johnson is intalks with the Government toinitiate local trials to bring itsCovid19 vaccine to India. Thiswould be a shot in the armfor the Covid19 immunisation programme, as J&J’s is asingle dose vaccine.
“We are in discussions withthe Government of Indiawith the objective of startinga bridging clinical study ofour Janssen COVID19 vaccinecandidate in India, subject tolocal regulatory approvals,”aJ&J India spokesperson confi��rmed.
J&J has a local productiontieup with Bological E andthe latest development wasexpected following the statedsupport from United StatesPresident Biden’s administra
tion during the Quad meetlast month.
The vaccine has receivedthe emergency use authorisation in the US in late February, with the WHO followingclose on its heels and givingsimilar approvals inmidMarch.
The vaccine requires standard storage and distributionconditions, but has been receiving much attention internationally, for more than justits oneshot convenience. Thevaccine’s global trials weredone even as the SouthAfrican and Brazilian variantsof the coronavirus were onthe rise. Further, the vaccine’slate stage trials were done ona diverse population.
More recently, the AfricanUnion opted for the J&J vaccine over the AstraZenecaOxfordUniversity vaccine.
Oneshot Covid vaccine:J&J sets the ball rolling
OUR BUREAU
Kolkata, April 9
Following the Central government’s directive to increasecapital expenditure to boosteconomy and backed by investments in heavy earth moving machinery and land, CoalIndia Ltd (CIL) registered 109per cent growth in capex inFY21.
The stateowned miner entailed a total capital expenditure of ₹��13,115 crore in 202021,compared with ₹��6,270 croreduring the previous fi��scal. Thegrowth in capex comes amidthe Covid slump and at a timewhen the Centre had advisedCPSEs to scale up expenditureto boost the economy, said apress statement issued by thecompany.
In January, the country’slargest miner had scaled up itscapital expenditure budget byan additional ₹��3,000 crore revising it to ₹��13,000 crore forthe ongoing fi��scal. This was a30 per cent jump over its original capex target of ₹��10,000crore for FY21.
“The entire capital expenditure was funded through internal resources. Capexgrowth during all the fourquarters of FY21 was signifi��cantly higher compared to previous year,” a senior companyoffi��cial said in the statement.
Coal India’scapex doubles to ₹��13,115 crore
PRESS TRUST OF INDIA
New Delhi, April 9
Realty fi��rm Embassy group isin an advanced stage of talkswith global investment fi��rmBlackstone to sell its warehousing and industrial parksbusiness at an enterprisevalue of around ₹��1,800 crore,sources said.
In 2015, the Bengaluru
based Embassy group hadformed a joint venture withprivate equity fi��rm WarburgPincus to build industrialparks. Warburg Pincus has a70 per cent stake while the Embassy group has a 30 per centshareholding in the joint venture fi��rm — Embassy Industrial Parks.
According to sources, theEmbassy group is in discussion with the Blackstonegroup for the complete divestment of the JV fi��rm. The deal is
likely to be completed duringthis month, they added.
Embassy group spokesperson declined to comment.
The JV is developing warehousing projects at Chakan inPune, Sriperumbudur andHosur in Tamil Nadu; Farrukhnagar and Bilaspur in DelhiNCR; and Kothur in Hyderabad. The total portfolio of theJV fi��rm is around 16 million sqft, of which 4 million sq ft isoperational.
Last year, the Embassy
group was in talks with Everstonebacked Indopsace andESR to monetise this businessbut the deal did notmaterialise.Embassy group, led by Jitu Virwani, is a major player in Indian commercial real estate.The group, along with Blackstone, launched India's fi��rstReal Estate Investment Trust(REIT) in 2019 to raise ₹��4,750crore through public issue. Itis also merging its projectswith Indiabulls Real Estate.
Enterprise value at
around ₹��1,800 crore
Embassy group in talks with Blackstone to sell warehouse biz
SHOBHA ROY
Kolkata, April 9
India could reduce its dependency on imported coalthrough concerted eff��orts byallowing more private playersto come in through commercial mining and by focusingon improving the transport,logistics and distribution infrastructure, said AtanuMukherjee, Cochairman andChief Executive Offi��cer, DasturEnergy and MN Dastur. Coalimports, which are currentlyhovering around 240250 million tonne (mt) each year,could be brought down toaround 150 mt over the nextfourtofi��ve years, he said.
Of the 240250 mt imported stock, around 5060 mt ismetallurgical coal which isused for production of steeland has to be brought in fromoutside as India does not havethe necessary resource. Another 50 mt of low ash coalimport is unavoidable. The remaining 150 mt or so is essentially thermal coal, which canbe procured domestically byramping up productivity of
existing mines and bringingin more private playersthrough commercial miningroute, he said. CIL currentlyproduces close to 600 mt ofcoal, another 200 mt comesfrom captive mines and therest is imported.
As the share of private mining goes up and the effi��ciencyof the distribution systemand production of coal improves, imports can bebrought down. “With morecompanies apart from CILparticipating and with improvement in transport andlogistics infrastructure, weshould be able to bring thisdown signifi��cantly over thenext few years to say 5060 mtof thermal coal (and 100 mt ofmetallurgical and low ashcoal, so a total of about 150 mtof imports). There needs to beconcerted eff��orts,” he said.
Reliance on coal to stayIndia’s demand for coal is notlikely to go down as energyneeds of the country arehuge.
The country’s power consumption is only onethird ofglobal average and with theindustry and retail consumption growing, there would beincreasing demand for aff��ordable baseload power fromcoal.
There is scope for
improvement in
other areas too:
Dastur Energy CEO
‘Bringing more pvt playerscan reduce coal imports’
OUR BUREAU
Bengaluru, April 9
Tanishq, the jewellery brand ofTitan Company, has unveiled anew brand proposition for itswedding exclusive subbrandRivaah – ‘A Jewel for every Tradition’ for the millennial bridestobe. The collection has 400pieces of wedding jewellerythat combine regional designswith a modern look.
Focus on wedding“In India, every 200 kms thefood changes, the languagechanges and so do traditionsand rituals. In order to cater tothis diverse but very importantsegment of the jewellery business Tanishq created a subbrand Rivaah, launched a fewyears ago, which has beengrowing in stature ever since.Rivaah caters to all communities, one person at a time, with apanIndia play in 353 Tanishqstores across 215 towns cateringto tier 1,2,3,4 customers. Currently, 2122 per cent of our sales
comes from the wedding segment but the opportunity ishuge. At least 50 per cent of jewellery in India is bought forweddings, so we have identifi��ed it as a growth engine in thelast few years and expect contribution from wedding jewelleryto be much larger in Q1 ofFY2022 ” said Ajoy Chawla, CEO,Titan Jewellery Division.
In a BSE fi��ling on Wednesday,Titan Company said its Jewellery Division continued to seestrong sales momentum in Q4of FY 2021. Sharp decline in goldprices during the quarter alsogave impetus to the consumerdemand for the industry.Strong growth has been seen inboth metro and nonmetro
towns. Wedding jewellery hasbeen a strong growth driver forthe year and its share in overalljewellery revenue has increased compared to last year.
Strong growth in TNThe division's hero market (increase market share of Tanishq)strategy, of making variouslocal market specifi��c interventions, has resulted in stronggrowth in the Tamil Nadu market, which has traditionallybeen a stronghold of regionaljewellers. Despite the 70 percent loss in retail sales in Q1 dueto lockdowns, the division hasexceeded the retail sales of previous year on a full year basis,the company said in the fi��ling.
Weddings seen
as growth engine
for the venture
New brand proposition forTanishq’s sub-brand Rivaah
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