Chennai: A company that employs a number of researchers to work on a complex problem can instead outsource it to scientists and researchers from top Indian academic institutions to find a solution. That's what Xerox India Research, the youngest global research lab of the $22-billion leading company, is doing.
Through a concept called Open Innovation, Xerox India Research has brought together top-notch scientists, along with the company's researchers and engineers, to work on complex projects that Xerox wants to implement.
And the partnership is not restricted to the India centre, but researchers from global Xerox Research labs have access to the “best of the Indian brains” in this global hub, Ms Meera Sampath, Director of Xerox Research Centre India, recently toldBusiness Line.
Open Innovation is today the core of Xerox India research. The centre has eight partnerships with top academic institutions, including IIT-Madras, IIT-Bombay, IIT-Kharagpur, Indian Institute of Science, IIT-Mandi and Srishti Labs.
Research partnerships cover a broad range of topics such as cloud computing, services marketplace design, multi-lingual technology development, personalised information delivery, video-based patient monitoring and rural technology initiatives, she said.
Even before Xerox started its research centre in India in 2010, the company decided that this lab would be built on a model of ‘open innovation' and started working with local universities. Xerox has such a model in the US and Europe but in India this will be the fundamental to how “we operate,” she said.
Ms Sampath said the India centre acts as a traditional research lab with its own researchers collaborating with colleagues in other global labs. In addition, the lab is a central hub to connect people from the Europe, US, with institutes like IIT-Madras, IIT-Kharaghpur and the School of Design.
“One of the goals internally is that every researcher hired in India will not only work on their core research work, but also with one or two open innovation projects. For us, it is not the size of the people we have inside the lab, but it is the strength and size of this whole ecosystem that we are building. Every university gives an opportunity for us to work with one or two professors and three or four students,” she said.
It is not just more people working for you, but also tapping in to a skill that “we may not develop as a core competency in-house.” Within the company we have researchers working on cloud computing but for things like user design it makes sense to tap experts outside and leverage their expertise. For the students too, this helps as they are working on projects that are inspired by the business needs,” she said.
Success in my Habit
Friday, February 24, 2012
Su-Kam, Kohler tie up for hybrid power back-up
Chennai: Su-Kam Power Systems Ltd and Kohler Power Systems, US, have introduced range of diesel and gas generators. Both companies have entered into a supply, distribution marketing pact and have conceived a hybrid solution offering inverter and genset, according to a press release.
Kohler India Corporation will collaborate with Su-Kam to provide the customised solution based on the hybrid concept. The unique features include priority-based load sharing between inverter and DG sets, efficiency under critical power conditions and reduction in carbon footprint. A graphic user interface regularly updates the user on the voltage, frequency and current supply. It also prevents blackouts by updating the user on the fuel level, engine temperature, battery voltage and engine oil pressure.
Kohler India Corporation will collaborate with Su-Kam to provide the customised solution based on the hybrid concept. The unique features include priority-based load sharing between inverter and DG sets, efficiency under critical power conditions and reduction in carbon footprint. A graphic user interface regularly updates the user on the voltage, frequency and current supply. It also prevents blackouts by updating the user on the fuel level, engine temperature, battery voltage and engine oil pressure.
Sembcorp India plant signs 10 year coal contract
New Delhi: Singapore-based Sembcorp Industries said its Indian joint venture, Thermal Powertech Corp, has signed an agreement with Indonesia's PT Bayan Resources for supply of about one million tonnes of coal per year for 10 years.
The contract, which is for an aggregate of 10 million tonnes of coal, is expected to commence in 2014, Sembcorp said in a statement.
Sembcorp owns 49% stake in Thermal Powertech Corp through its wholly-owned subsidiary, Sembcorp Utilities, while Gayatri Energy Ventures, a wholly-owned subsidiary of Gayatri Projects, owns the rest.
"With plant construction progressing on track at the project site in Krishnapatnam in Andhra Pradesh's SPSR Nellore District, this coal agreement marks yet another significant milestone for Sembcorp's first Indian power plant project, a 1,320-megawatt coal-fired power plant," the statement said.
"With part of our coal supply successfully secured at a competitive price and construction of the plant and its boiler turbines and generators well underway, we are on track to complete the project on schedule and begin full commercial operations in 2014," Sembcorp Utilities chief executive officer Atul Nargund said.
Listed on Indonesian stock exchange, Bayan is the sixth largest producer and exporter of thermal coal in Indonesia. It owns the Balikpapan Coal Terminal, one of the largest coal terminals in East Kalimantan with a handling capacity of 15 million tonnes per annum.
This signing is not expected to have a material impact on the earnings per share and net asset value per share of Sembcorp Industries for the current financial year, the statement said.
The contract, which is for an aggregate of 10 million tonnes of coal, is expected to commence in 2014, Sembcorp said in a statement.
Sembcorp owns 49% stake in Thermal Powertech Corp through its wholly-owned subsidiary, Sembcorp Utilities, while Gayatri Energy Ventures, a wholly-owned subsidiary of Gayatri Projects, owns the rest.
"With plant construction progressing on track at the project site in Krishnapatnam in Andhra Pradesh's SPSR Nellore District, this coal agreement marks yet another significant milestone for Sembcorp's first Indian power plant project, a 1,320-megawatt coal-fired power plant," the statement said.
"With part of our coal supply successfully secured at a competitive price and construction of the plant and its boiler turbines and generators well underway, we are on track to complete the project on schedule and begin full commercial operations in 2014," Sembcorp Utilities chief executive officer Atul Nargund said.
Listed on Indonesian stock exchange, Bayan is the sixth largest producer and exporter of thermal coal in Indonesia. It owns the Balikpapan Coal Terminal, one of the largest coal terminals in East Kalimantan with a handling capacity of 15 million tonnes per annum.
This signing is not expected to have a material impact on the earnings per share and net asset value per share of Sembcorp Industries for the current financial year, the statement said.
Exports during current fiscal will be around $300 b: Sharma
Mumbai: The country's exports during the current fiscal would be around $300 billion, an increase of 22 per cent from $ 245 billion achieved last year, said the Union Commerce Minister, Mr Anand Sharma, on Thursday.
He was interacting with the media after reviewing the progress of the Delhi Mumbai Industrial Corridor (DMIC) project.
Mr Sharma said that growth in exports have been achieved in spite of very challenging circumstances and global contraction of demand. “The conscious strategy which we have adopted of accessing new markets have sustained our exports and would be able to withstand the increasing pressure on current and trade account,” he said.
He said that exports have to be sustained by a robust manufacturing sector. Therefore projects such as DMIC and National Manufacturing Zones needs to be given a boost. Today DMIC is one of the biggest infrastructure projects on the anvil, which will impact 43 per cent of the national population. In the long run, DMIC will attract an investment of about $100 billion.
Riding along with the industrial corridor would be the National Manufacturing Zones (NMZ), which would be full-fledged industrial townships focussed on manufacturing industries. Seven such zones are being planned along the DMIC, of which two would be in Maharashtra, Mr Sharma said.
Also addressing the media, the Maharashtra Chief Minister, Mr Prithviraj Chavan, said that in the first phase of the project, Dighi port industrial area in Raigad district spread over 2,500 km and Shendra Bidkin mega industrial area of 845 km in Aurangabad have been identified as NMZs. Both the regions would be developed with an investment of about Rs 8,766 crore, he said.
For proper implementation of the DMIC project in the State, a joint venture between the Delhi Mumbai Industrial Corridor Corporation and the Maharashtra Government will be set up, which will have an independent team for implementing the project, Mr Chavan said.
He was interacting with the media after reviewing the progress of the Delhi Mumbai Industrial Corridor (DMIC) project.
Mr Sharma said that growth in exports have been achieved in spite of very challenging circumstances and global contraction of demand. “The conscious strategy which we have adopted of accessing new markets have sustained our exports and would be able to withstand the increasing pressure on current and trade account,” he said.
He said that exports have to be sustained by a robust manufacturing sector. Therefore projects such as DMIC and National Manufacturing Zones needs to be given a boost. Today DMIC is one of the biggest infrastructure projects on the anvil, which will impact 43 per cent of the national population. In the long run, DMIC will attract an investment of about $100 billion.
Riding along with the industrial corridor would be the National Manufacturing Zones (NMZ), which would be full-fledged industrial townships focussed on manufacturing industries. Seven such zones are being planned along the DMIC, of which two would be in Maharashtra, Mr Sharma said.
Also addressing the media, the Maharashtra Chief Minister, Mr Prithviraj Chavan, said that in the first phase of the project, Dighi port industrial area in Raigad district spread over 2,500 km and Shendra Bidkin mega industrial area of 845 km in Aurangabad have been identified as NMZs. Both the regions would be developed with an investment of about Rs 8,766 crore, he said.
For proper implementation of the DMIC project in the State, a joint venture between the Delhi Mumbai Industrial Corridor Corporation and the Maharashtra Government will be set up, which will have an independent team for implementing the project, Mr Chavan said.
India invites Saudi Arabia to invest in oil sector
New Delhi: India has invited Saudi participation in upcoming investment opportunities in its petroleum upstream and downstream sector including OPaL’s Petrochemical project at Dahej and OMPL’s Petrochemical project at Mangalore.
An offer was made to the Saudi side for considering equity participation in these projects as a strategic investor, said Mr R.P.N. Singh, Minister of State for Petroleum & Natural Gas, after the bilateral meetings with Prince Abdul Aziz Bin Salman Bin Abdulaziz, Assistant Minister for Petroleum Affairs, Saudi Arabia.
Other proposed investment opportunities such as Indian Oil Corporation’s LNG project at Ennore, Bharat Petroleum Corporation’s LNG terminal at Kochi, Hindustan Petroleum Corporation’s grass-root refinery in Visakhapatnam and Indian Oil Corporations petrochemical plant at Paradip were also discussed.
Since both Saudi Arabia and India are prominent actors in the International Energy Forum (IEF) comprising 88 countries, which is the world’s principal vehicle for the ongoing global energy dialogue, several issues related to the IEF were also discussed, he said.
An offer was made to the Saudi side for considering equity participation in these projects as a strategic investor, said Mr R.P.N. Singh, Minister of State for Petroleum & Natural Gas, after the bilateral meetings with Prince Abdul Aziz Bin Salman Bin Abdulaziz, Assistant Minister for Petroleum Affairs, Saudi Arabia.
Other proposed investment opportunities such as Indian Oil Corporation’s LNG project at Ennore, Bharat Petroleum Corporation’s LNG terminal at Kochi, Hindustan Petroleum Corporation’s grass-root refinery in Visakhapatnam and Indian Oil Corporations petrochemical plant at Paradip were also discussed.
Since both Saudi Arabia and India are prominent actors in the International Energy Forum (IEF) comprising 88 countries, which is the world’s principal vehicle for the ongoing global energy dialogue, several issues related to the IEF were also discussed, he said.
Thursday, February 23, 2012
Ivey ties up with MDI Gurgaon
Mumbai: The Richard Ivey School of Business (Ivey) is expanding its footprint in India through its partnerships in areas of case study preparation, research and executive education. The Richard Ivey School of Business today signed a Memorandum of Understanding (MoU) with the Management Development Institute (MDI), Gurgaon, for development of India-focussed business case studies and distribute them globally. Further, Ivey will also be developing an executive development programme for a large Indian telecom player.
The partnership with MDI will look at training high-potential faculty and case writers in case writing and case teaching process, developing a case writing and case teaching culture in Indian management schools, and expanding the research networks of the institutions.
In an interview with Business Standard, Carol Stephenson, Dean, Richard Ivey School of Business, said, "We are partnering with MDI Gurgaon to develop joint cases. I believe that case based learning is a highly effective and relevant teaching methodology to make management education more attuned to real world business challenges, particularly in fast-growing and emerging economies such as India."
Ivey has a partnership with Indian Institute of Management (IIM), Bangalore, for research and Indian School of Business (ISB), Hyderabad, for developing case studies. The recent MoU is a step in that direction. At the Ivey campus in Toronto, around 10 per cent of students in its MBA programme are Indians. "We have been associated with India for a long time. The number of Indian students in our campuses is also increasing, especially after our alumni, an Indian businessman in Canada has announced 50 per cent scholarships for Indian students," informed Stephenson.
She also said that the Indian students at Ivey, Toronto campus, were looking at coming back to India. “India has the opportunities — entrepreneurial and otherwise. That is why our students are looking at the country more than ever before. Moreover, our mandatory international business trip to India, as a part of the curriculum, is raising awareness among the students about the country, encouraging them to take up jobs here,” opined the Dean.
In terms of executive education, Ivey has been working with several corporates for their internal programmes. Ivey has already worked with GAIL for the latter executive development programme. “Executive education has been our forte. We are thus looking at more partnerships with Indian corporates in this area,” said Stephenson.
The Dean said that the quality brought to executive education was of prime importance. Using its own faculty, unique case method, implementable solutions and getting industry practitioners to the executive education programme has been the focus of Ivey, according to her. "Companies are now realising that they cannot compromise with executive education. Talent is what makes a company and we hope to play a significant role in nurturing this talent among Indian organisations," she concluded.
The partnership with MDI will look at training high-potential faculty and case writers in case writing and case teaching process, developing a case writing and case teaching culture in Indian management schools, and expanding the research networks of the institutions.
In an interview with Business Standard, Carol Stephenson, Dean, Richard Ivey School of Business, said, "We are partnering with MDI Gurgaon to develop joint cases. I believe that case based learning is a highly effective and relevant teaching methodology to make management education more attuned to real world business challenges, particularly in fast-growing and emerging economies such as India."
Ivey has a partnership with Indian Institute of Management (IIM), Bangalore, for research and Indian School of Business (ISB), Hyderabad, for developing case studies. The recent MoU is a step in that direction. At the Ivey campus in Toronto, around 10 per cent of students in its MBA programme are Indians. "We have been associated with India for a long time. The number of Indian students in our campuses is also increasing, especially after our alumni, an Indian businessman in Canada has announced 50 per cent scholarships for Indian students," informed Stephenson.
She also said that the Indian students at Ivey, Toronto campus, were looking at coming back to India. “India has the opportunities — entrepreneurial and otherwise. That is why our students are looking at the country more than ever before. Moreover, our mandatory international business trip to India, as a part of the curriculum, is raising awareness among the students about the country, encouraging them to take up jobs here,” opined the Dean.
In terms of executive education, Ivey has been working with several corporates for their internal programmes. Ivey has already worked with GAIL for the latter executive development programme. “Executive education has been our forte. We are thus looking at more partnerships with Indian corporates in this area,” said Stephenson.
The Dean said that the quality brought to executive education was of prime importance. Using its own faculty, unique case method, implementable solutions and getting industry practitioners to the executive education programme has been the focus of Ivey, according to her. "Companies are now realising that they cannot compromise with executive education. Talent is what makes a company and we hope to play a significant role in nurturing this talent among Indian organisations," she concluded.
Nichrome India ships $1 million sugar packaging machinery to White Nile
une: Nichrome India Ltd, a Pune headquartered packaging machinery manufacturer from India has shipped out a turnkey order of US $ 1 million for sugar packing to White Nile from Sudan, one of the largest sugar plants in the world.
The contract was awarded by ISGEC, a turnkey project supply company from Delhi. This plant which will be packing about 700 tons per day for retail sale and would have ten lines of Nichrome machines complete with feeding systems, packing machine, metal detectors, conveying systems, post packaging systems in one integrated set up.
"Recently we bagged an order from Germany to supply HFFS machine followed by this particular order of supplying sugar packaging machine to Sudan,"" Harish Joshi, managing director, Nichrome India Ltd.
""Africa is growing market for processed and packaged commodity. Nichrome has excellent foot print in this market with several projects in food / non -food commodity packing plants. Nichrome expects to reach turnover of over USD 10 million a year from African markets in next couple of years,""said Mr Joshi. Nichrome has already worked on 3 such plants of various capacities in Africa over last 15 months.
The contract was awarded by ISGEC, a turnkey project supply company from Delhi. This plant which will be packing about 700 tons per day for retail sale and would have ten lines of Nichrome machines complete with feeding systems, packing machine, metal detectors, conveying systems, post packaging systems in one integrated set up.
"Recently we bagged an order from Germany to supply HFFS machine followed by this particular order of supplying sugar packaging machine to Sudan,"" Harish Joshi, managing director, Nichrome India Ltd.
""Africa is growing market for processed and packaged commodity. Nichrome has excellent foot print in this market with several projects in food / non -food commodity packing plants. Nichrome expects to reach turnover of over USD 10 million a year from African markets in next couple of years,""said Mr Joshi. Nichrome has already worked on 3 such plants of various capacities in Africa over last 15 months.
Hero MotoCorp joins hands with Erik Buell Racing
New Delhi: Hero MotoCorp, the world's largest two-wheeler maker, has signed a technology-sharing deal with US motorcycle firm Erik Buell Racing (EBR), a year after ending a 27-year-old pact with Japan's Honda Motors.
Munjals-owned Hero MotoCorp will buy technology from EBR without sharing profits or ownership. After its December 2010 breakup with Honda, the Indian company had been scouting for new technology to compete better in the domestic two-wheeler segment where it holds 56% market share.
"It's a very flexible partnership where they will develop cutting-edge technology based on our needs and market demands," Hero MotoCorp managing director and CEO Pawan Munjal said, adding that the company will first develop bikes bigger than its top-end 225cc Karizma ZMR.
EBR, a specialist in customised superbikes, is already working on some of Hero MotoCorp's products and will develop new bikes and scooters that are likely to hit the market in 2013. Hero does not intend to launch 1,000cc and above superbikes immediately and will gradually move up the value chain.
Hero MotoCorp, earlier known as Hero Honda, competes with Bajaj, TVS, Honda and Yamaha in the domestic two-wheeler segment, which is forecast to grow 10%-12% in the next fiscal year. It had grown into the world's largest-selling bike brand on the back of technology from the Japanese automaker, with which it was sharing equity and paying royalty on every product. Honda, which operates its own subsidiary in India, is currently Hero's closest rival in the domestic market.
Hero, one of largest business houses in India, posted its highest quarterly profit at Rs 613 crore in the quarter ended December 31. The company, which is reported to have cash reserves of more than Rs 4,000 crore, plans to enlarge its R&D setup at Daruhera into a full-fledged design and engineering centre with EBR's help.
"We are open to all options as we move into being a diversified automotive company," Munjal said.
EBR has already developed a hybrid scooter concept, Leap, which was showcased by Hero at the Auto Expo in New Delhi earlier this year.
"We are already customising technologies for Hero MotoCorp using the frugal Indian engineering expertise that would be available for developing different kinds of two wheelers," EBR chairman Eric Buell said, adding, "After Leap, we plan to bring in some bikes that would have a global appeal and can be locally manufactured."
Separately, Hero also announced plans to enter motorcycle racing by sponsoring two teams-Hero and AMSOIL Hero-in the AMA Pro Racing National Guard Superbikes Championship in the USA. "As a company to nurture sporting talent, we intend to develop a full-fledged team for racing and would gradually develop teams from India," Munjal said.
Munjals-owned Hero MotoCorp will buy technology from EBR without sharing profits or ownership. After its December 2010 breakup with Honda, the Indian company had been scouting for new technology to compete better in the domestic two-wheeler segment where it holds 56% market share.
"It's a very flexible partnership where they will develop cutting-edge technology based on our needs and market demands," Hero MotoCorp managing director and CEO Pawan Munjal said, adding that the company will first develop bikes bigger than its top-end 225cc Karizma ZMR.
EBR, a specialist in customised superbikes, is already working on some of Hero MotoCorp's products and will develop new bikes and scooters that are likely to hit the market in 2013. Hero does not intend to launch 1,000cc and above superbikes immediately and will gradually move up the value chain.
Hero MotoCorp, earlier known as Hero Honda, competes with Bajaj, TVS, Honda and Yamaha in the domestic two-wheeler segment, which is forecast to grow 10%-12% in the next fiscal year. It had grown into the world's largest-selling bike brand on the back of technology from the Japanese automaker, with which it was sharing equity and paying royalty on every product. Honda, which operates its own subsidiary in India, is currently Hero's closest rival in the domestic market.
Hero, one of largest business houses in India, posted its highest quarterly profit at Rs 613 crore in the quarter ended December 31. The company, which is reported to have cash reserves of more than Rs 4,000 crore, plans to enlarge its R&D setup at Daruhera into a full-fledged design and engineering centre with EBR's help.
"We are open to all options as we move into being a diversified automotive company," Munjal said.
EBR has already developed a hybrid scooter concept, Leap, which was showcased by Hero at the Auto Expo in New Delhi earlier this year.
"We are already customising technologies for Hero MotoCorp using the frugal Indian engineering expertise that would be available for developing different kinds of two wheelers," EBR chairman Eric Buell said, adding, "After Leap, we plan to bring in some bikes that would have a global appeal and can be locally manufactured."
Separately, Hero also announced plans to enter motorcycle racing by sponsoring two teams-Hero and AMSOIL Hero-in the AMA Pro Racing National Guard Superbikes Championship in the USA. "As a company to nurture sporting talent, we intend to develop a full-fledged team for racing and would gradually develop teams from India," Munjal said.
Australia turns focus to South, keen on more bilateral trade
Madurai: The signing of strategic partnership with India in 2009 has enabled Australia to raise its diplomatic strength and engage in the promotion of more bilateral trade and investment in the region and establish contact with cities such as Madurai, said Mr .David Holly, Consul General to South India, Australian Consulate General, Chennai, here recently.
Addressing an interactive session on ‘India- Australia Partnership: Trade and Investment' organised by the Confederation of Indian Industry (CII), he said that the increase in diplomatic strength has facilitated devotion of more resources to South India in particular with the establishment of offices in Bangalore and Kochi.
Revenue
Stating that Australia has been the third largest source of revenue for Indian IT companies that has been growing by about 30 per cent, he mentioned that under the Australia-India Strategic Research Fund, a project worth Rs 3.7 crore has been signed with the Madurai Kamaraj University on waste management with particular focus on water treatment.
A project on cyber security is also under way with the Indian Institute of Technology, Madras, he added.
Mr Michael Carter, Consul Commercial and Trade Commissioner, Australia Trade Commission, making a power point presentation on the Australian economy and growing ties with India, said that during the last fiscal the bilateral trade stood at A$ 21 billion and is poised to reach A$ 40 billion in three years. Companies from Tamil Nadu included Polaris Software, Elgi Equipment, Sundaram Business Services, CUMI Australia and Sabero Organics.
Mr R. Dinesh, Vice-Chairman, CII, Tamil Nadu State Council, said that tourism in the region had great potential and Australian tour operators could link up with local tour operators.
Collaboration
Marketing and packaging of food products is another area where collaboration between the two countries could be explored.
That IT companies in the small-scale sector in Madurai had global potential was also pointed out.
Earlier, Mr Shyam Prakash Gupta, Chairman, CII, Madurai Zone, in his address observed that Australia had, in large numbers, students from India. Mr A.Kathir Kamanathan, Member, CII Madurai Zonal Council, proposed the vote of thanks.
Addressing an interactive session on ‘India- Australia Partnership: Trade and Investment' organised by the Confederation of Indian Industry (CII), he said that the increase in diplomatic strength has facilitated devotion of more resources to South India in particular with the establishment of offices in Bangalore and Kochi.
Revenue
Stating that Australia has been the third largest source of revenue for Indian IT companies that has been growing by about 30 per cent, he mentioned that under the Australia-India Strategic Research Fund, a project worth Rs 3.7 crore has been signed with the Madurai Kamaraj University on waste management with particular focus on water treatment.
A project on cyber security is also under way with the Indian Institute of Technology, Madras, he added.
Mr Michael Carter, Consul Commercial and Trade Commissioner, Australia Trade Commission, making a power point presentation on the Australian economy and growing ties with India, said that during the last fiscal the bilateral trade stood at A$ 21 billion and is poised to reach A$ 40 billion in three years. Companies from Tamil Nadu included Polaris Software, Elgi Equipment, Sundaram Business Services, CUMI Australia and Sabero Organics.
Mr R. Dinesh, Vice-Chairman, CII, Tamil Nadu State Council, said that tourism in the region had great potential and Australian tour operators could link up with local tour operators.
Collaboration
Marketing and packaging of food products is another area where collaboration between the two countries could be explored.
That IT companies in the small-scale sector in Madurai had global potential was also pointed out.
Earlier, Mr Shyam Prakash Gupta, Chairman, CII, Madurai Zone, in his address observed that Australia had, in large numbers, students from India. Mr A.Kathir Kamanathan, Member, CII Madurai Zonal Council, proposed the vote of thanks.
SEBI eases advertising code for mutual fund industry
Mumbai: SEBI has loosened the advertising code for the mutual fund industry making it more ‘principle-based, rather than rule-based'.
The rationale behind the change in the advertising code was that the existing regulations were rule-based and imposed a lot of restrictions. AMCs had difficulty in complying with the many prescriptive norms on advertisements (such as mandatory disclosures in standard warnings, font sizes, time for audio visual display).
With respect to the amendment, SEBI has mandated that the advertising, which would include all forms of communication, should avoid extensive use of technical or legal terminology'. It should also be devoid of any extensive details which “may detract the investors”.
Information contained in the advertisement should be timely and consistent with the disclosures made in the documents, such as the scheme information document, statement of additional information and key information memorandum. The standard warning in print form is required to be in legible fonts. In the audio-visual format, the advertisement is required to be in 14 words running for at least 5 seconds. This may be considered as clear and understandable.
The rationale behind the change in the advertising code was that the existing regulations were rule-based and imposed a lot of restrictions. AMCs had difficulty in complying with the many prescriptive norms on advertisements (such as mandatory disclosures in standard warnings, font sizes, time for audio visual display).
With respect to the amendment, SEBI has mandated that the advertising, which would include all forms of communication, should avoid extensive use of technical or legal terminology'. It should also be devoid of any extensive details which “may detract the investors”.
Information contained in the advertisement should be timely and consistent with the disclosures made in the documents, such as the scheme information document, statement of additional information and key information memorandum. The standard warning in print form is required to be in legible fonts. In the audio-visual format, the advertisement is required to be in 14 words running for at least 5 seconds. This may be considered as clear and understandable.
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