March 03, 2021 The Manager, The Manager, Listing Department Listing Department BSE Limited National Stock Exchange of India Limited Phiroze Jeejeebhoy Towers, Exchange Plaza, 5th Floor, Plot No. C/1, Dalal Street, G Block, Bandra-Kurla Complex, Bandra (E), Mumbai – 400 001 Mumbai – 400 051 Scrip Code: 500413 Scrip Code: THOMASCOOK Fax No.: 2272 2037/39/41/61 Fax No.: 2659 8237/38 Dear Sir/ Madam, Subject: Intimation of Notice published in Newspapers Enclosed herewith are the copies of the Notice published in “Business Standard” (English) & “Lakshadeep” (Marathi) on Wednesday, March 03, 2021 in respect of intimation regarding Extraordinary General Meeting of the Company to be held on Friday, March 26, 2021 through Video Conferencing/Other Audio Visual Means and the completion of dispatch of the Notice to the shareholders of the Company. This is for your information and records. Thank you, Yours faithfully, For Thomas Cook (India) Limited

Amit J. Parekh Company Secretary and Compliance Officer Encl: a/a

MUMBAI | WEDNESDAY, 3 MARCH 2021 TAKE TWO 7 . <

SHALLY SETH MOHILE Mumbai, 2 March

Last week, Suzuki Motor Corp (SMC) in an investor presenta-tion expressed strong intent to

enter the electric vehicle (EV) space. This is part of a larger strategy the Hamamatsu-based firm has drawn up in developing electrification of technologies as it seeks to achieve carbon neutrality.

The significance of this presen-tation is that it marked the first time that the Japanese carmaker spelt out its EV strategy with well-defined timelines. SMC plans to develop electrification technol-ogies by 2025, fully im -plement them in pro -ducts from the same year, and make a full-scale quantitative in -crease from 2030.

The announcement by Japan’s third-largest carmaker to pursue EV as a strategy to reduce its carbon footprint holds great significance for India — a market that it counts on heavily. It is the single-largest volume generator in terms of both production and sales, accounting for more than twice the volume generated by SMC’s home market in Japan.

“In India, Suzuki will take the ini-tiative in promoting electrification required by society in response to environmental issues,” stated the presentation by the maker of WagonR and Alto models, which corners half the passenger vehicle market in India.

This will mark a change in tack for Maruti Suzuki India. The company has so far steered clear of EVs, citing inadequate infrastructure, high bat-tery and acquisition costs and so on.

R C Bhargava, chairman, Maruti Suzuki India, said, “EVs have never been ruled out. It has always been a function of cost, performance and affordability in India.” If the technol-ogy changes for better and perform-ance and affordability improve, it will come in, he added.

“Ultimately, it is customer requirements that have to be met, so nobody can say it will never come. These are technology-driven pro-

ducts and one has to keep working on it,” Bhargava explained. Toyota and Suzuki are working on developing better technologies for EVs. But it’s difficult to predict when, he pointed out.

A year back, on the sidelines of New Delhi Auto Expo in February

2020, Maruti’s Managing Director Kenichi Ayukawa had clarified his firm’s point of view on EVs.

“This is not a good time to bring an electric vehicle to the Indian mar-ket. Looking at market conditions and customer expectations, we will decide,” Ayukawa had told Business Standard. Maruti will have to “examine ways to provide an afford-able electric product in the personal space”, he had said.

According to him, a hybrid could be a stepping stone towards electric mobility till an ecosystem for the

latter evolves. His statement came against the unsatisfactory results for e-Wagon R, which went through field trials for close to two years.

A lot has changed since then with policy-makers across the world rein-forcing the need to adopt cleaner technologies, including hybrid, fuel cell and battery-operated EVs and every global car maker worth its name re-imagining a future that is less dependent on gas guzzling inter-nal combustion engines and more on alternative propulsions.

Automakers are accelerating their EV launch plans partly to comply with increasingly stringent regula-tions in Europe and China. Covid-19 will delay some of these plans, but by 2022 there will be over 500 different EV models available globally. Consumer choice and competitive pricing will be the key to attracting new buyers to the market, according to Bloomberg NEF’s Electric Vehicle Outlook 2020 report.

In India, Tata Motors and MG Motors have tasted initial success

with their EV launch and others, including the local arms of the Hyundai-Kia combine, have crafted an aggressive strategy to bring afford-able, mass-segment EVs in line with the parent’s plans.

This early success of EV models has instilled confidence among the buyers, prompting even large main-stream players to enter the market. Puneet Gupta, director at IHS Markit, a sales forecasting and market research firm, said, “EVs are not that big a mystery as it used to be two years ago.” To some extent, the models, MG’s ZS and Tata’s e-Nexon, have established the viability of EVs.

Having said that, in a portfolio of multiple models just one EV model will not be good enough to make a dent in the segment, said an analyst from a consulting firm.

“It continues to be a foot-in-the-door kind of strategy for manufac-turers in India. It will take a while before they come up with a complete range of EVs addressing different seg-ments,” he said.

Suzuki, which has always been a strong votary of hybrid technology over pure battery-operated electric vehicles, cannot be oblivious to the trend and developments in India and globally and has, therefore, ended up toeing the line.

Of the top five passenger vehicle manufacturers in India four have either announced plans or launched EVs; market leader Maruti is the only one that has yet to announce its plans, Gupta pointed out. State-spe-cific EV policies that offer attractive incentives to the buyers have also added heft and nudged manufac-turers to go beyond the optics and firm up concrete plans, he added.

“Close to 14 countries globally have committed to carbon neutrality as early as 2030” and EVs will be crit-ical in burnishing their green creden-tials. Suzuki or its India subsidiary cannot reverse this trend, Gupta said.

SMC’s announcement shows that Suzuki and its alliance partner, Toyota, have a clear roadmap on how the two want to go about pursuing electrification, said Avik Chattopadhyay, an industry veteran and co-founder Expereal, a brand consulting firm.

“Expect Suzuki’s entire power-train and engine strategy to be driven by Toyota,” he predicted.

DINA BASS 2 March

Zoom Video Communications projected annual revenue that would top analysts’ estimates, signalling the video meeting service expects to remain a ubiquitous presence in daily life even as the pandemic recedes. Shares jumped about 10 per cent extended trading.

Sales will be as much as $3.78 billion in fiscal year 2022, the San Jose, California-based company said on Monday in a statement. While the projected annual revenue growth of 43 per cent is far short of Zoom’s 326 per cent increase in the fiscal year ended January 31, it topped the 37 per cent average estimate of ana-lysts, according to data com-piled by Bloomberg. Profit, excluding some items, will be as much as $3.65 a share. Analysts projected $2.97.

Investors have feared the software maker couldn’t con-tinue the dramatic growth in 2020 that came as people for -ced home in coronavirus lock-downs connected remotely on the service to work, school, friends and family. While Zoom’s stock jumped almost

fivefold last year as it became one of the biggest beneficiar-ies of the pandemic, it had gained just 11 per cent during the first two months of 2021 before surging almost 10 per cent Monday to close at $409.66 in New York. Chief Executive Officer Eric Yuan has tried to diversify Zoom’s capabilities and add products such as a cloud phone system to appeal to more large enter-prises and small- and mid-sized businesses.

“We believe we are well positioned for strong growth with our innovative video communications platform, on which our customers can build, run and grow their busi-nesses; our globally recog-nised brand; and a team ever focused on delivering happi-ness to our customers,” Yuan said in the statement.

Revenue more than tri-pled to $882.5 million in the fiscal fourth quarter, the com-pany said. Analysts, on aver-age, estimated $811 million. Profit, excluding some items, was $1.22 cents a share, com-pared with an average esti-mate of 79 cents.

Bloomberg

Zoom projects annual sales signalling growth after pandemic

Suzuki charges up for EVsThe Japanese auto major spells out its strategy for the first time and puts its India subsidiary at the centre of its plans

The Karnataka Secretariat has the motivational inscription, “Government Work is God’s Work”, but if truth be told, god’s help is needed in most dealings with the government. The size of India’s gov-ernment is not outlandishly large but its scope — degree to which it inter-venes everywhere — is very wide and as a result, its effectiveness is low. Doing too many things badly leads to poor outcomes.

If India is to reset for the 21st cen-tury, modernising and reforming gov-ernment will be vital. One way of improving the effectiveness of the state is to think of two stages: Reduce the scope A to B and then build up capability B to C (see figure).

Some look at our tax gross domes-tic product (GDP) ratio of 17 per cent of GDP and argue that the Indian state is too small. But total revenues have been in the range of 21 per cent of GDP and government spend remains at around 28 per cent of GDP — much higher than most countries at its level of GDP. As a result, the combined defi-cit of state and central government has been around 7 per cent of GDP. Financing this deficit has meant huge financial repression — as India has run a current account deficit of only around 2 per cent of GDP, this has meant that around 5 per cent of com-bined government deficit was financed by domestic savings. Such large financing needs has meant sub-stantial financial repression. A well-designed and implemented goods and services tax (GST) could have increased tax intake by as much as 3 per cent of GDP — but that opportunity was botched.

India underspends hugely on the basic functions of government — defence, basic education, primary health. Despite huge threats on India’s borders, real defence spend (leaving out One Rank One Pension, or OROP) at 1.5 per cent of GDP has been the lowest since Independence; and edu-cation and health spend need to go up by at least 4-5 per cent of GDP.

For what are considered intermedi-ate functions of the state, India needs to move towards more commercialisa-tion and private provision and free up resources for the basic functions. India can run a few Indian Institutes of Technology (IITs) and Indian Institutes of Management (IIMs) rea-

sonably well but a mass of higher edu-cation institutions is basically provid-ing degrees but no skills. For India’s growing higher education needs, a few more elite public institutions will not be enough. Incentives to create much higher quality private institutions will be critical.

Aircraft maintenance, airports, ports, highway maintenance, com-mercial banking, electricity, gas can be run either by the government or the private sector but as experience shows, in public hands if interfered with by political masters, these can also deteriorate quickly. Gradually, India is correctly moving to commer-cialise these types of services but the regulatory edifice for these must be kept simple, enforceable and predictable.

India underwent a phase of liberal-isation after the 1991 reforms, which rid us of the Licence Raj but some 30 years later, the legacy of the public sector and government control remains large. And its new regulatory structure, increasingly captured by corporate interests, has reverted to a pseudo Licence Raj — a regulatory cholesterol but with wayward and often weak enforcement. Judicial activism is on the rise, triggered by unclear and overlapping laws and their capricious interpretation. A large public banking system remains, allow-ing the business-politician nexus enormous power, patronage and opportunity to shift downside risks to the taxpayer and derive huge profits on the upside. The decision to priva-tise two banks is the first signal of addressing this problem.

One principle that must be kept in mind is that more complex regula-tions can create more effective out-comes but it also requires much greater capacity to manage, imple-ment and monitor those regulations. If that capacity does not exist,

simplified and transparent regulatory structures and laws, with professional regulators with domain expertise, and more open stakeholder consulta-tion should be considered. Civil society is often seen as an enemy by the state but instead can play a vital role not only in delivering serv-ices but also helping design and monitor regulations.

Getting the government out of business is the most obvious way of reducing its scope. India still has a public sector balance sheet with about 235 central public sector enterprises (CPSEs) and over 1,200 state-level public undertakings whose total assets exceed $500 billion (about 20 per cent of GDP). It must, over the next five years, convert a substantial part of this into a balance sheet of public infrastructure — transport, schools, health centres, sanitation — and crowd-in private investment for sustained long-term growth and pov-erty eradication. The recent announcement to privatise most PSEs is a step in the right direction but how transparently it is done, to whom are the assets sold and how the proceeds are used will matter.

India became a welfarist state before becoming a developed state. India now spends almost 4 per cent of GDP on subsidies (almost as much as it spends on public education and health) but also delivers them in a very ineffective manner with high leakages. Shifting to income transfers while allowing less government inter-vention in a range of product sub-sidies — food, fertilisers, pesticides, electricity — will ensure better out-comes, and allow more funding for health and education. Most middle-income countries shift from distortive product-based subsidies to more effi-cient and less corruption-ridden people-based subsidies as the infras-tructure for direct transfers — mobile, bank accounts and ID — are made universal.

Instead, India’s central govern-ment is increasingly keen to deliver even specific items like toilets, water, gas cylinders, bank accounts, where it can show the beneficiary immediate results. This new welfarism helps win elections but not development. Such items should be provided by the private sector — and in any case, at much lower levels of government involvement — and not by the central government.

In this article, I have focused on reducing the scope of the state — the first stage of the reform. In a compan-ion piece, I outline how to build state capability.

The writer is former Director General, Independent Evaluation Office, GoI, and Distinguished Visiting Scholar, George Washington University, USA > Tomorrow: India’s interventionist state — Part 2

Electric acid test Suzuki Motors’ 5-year plan to survive beyond 2025

> DEVELOPMENT AND COMMERCIALISATION OF SUZUKI HYBRID SYSTEM n Development of hybrid system for mini, compact and commercial vehicles n Development of plug-in hybrids >DEVELOPMENT AND COMMERCIALISATION OF EVS n Development of mini EV and compact EV n Utilise joint development with Toyota

R C Bhargava, chairman, Maruti Suzuki India, said, “EVs have never been ruled out. It has always been a function of cost, performance and affordability in India”

AJAY CHHIBBER

> INDIA’S INTERVENTIONIST STATE: PART 1

Reduce its scope, increase capability

STATE REFORM PATHWAY

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ctiv

enes

s of t

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stat

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Scope of the State

Stronger capability

Weaker capability

A àB: Reduce state scope B àC: Improve state capability

C

BA

India’s central government is increasingly keen to deliver even specific items like toilets, water, gas cylinders, bank accounts, where it can show the beneficiary immediate results. This new welfarism helps win elections but not development

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em§VVm {dH$mg _§S>i EgAmaE H$mo-Am°nao{Q>ìh hmD$qgJ gmogm`Q>rñWi… _w§~B© ghr/-VmarI… 02.03.2021 AÜ`j g{Md I{OZXma

Shri Sumatilal C. Shah, a member of the Ratna Rupal Co-operative Housing Society Ltd. having, address at 28-A, Shivaji Nagar, Daftary Road, Malad-East, Mumbai-400097 and holding Flat No. 205 in the building of the society, died on 16th October 2020, without making any nomination.

The society hereby invites claims or objections from the heir or heirs or other claimants/objector or objectors to the transfer of the said shares and interest of the deceased member in the capital / property of the society within a period of 15 days from the publication of this notice, with copies of such documents and other proofs in support of his/her/their claims/objections for transfer of shares and interest of the deceased member in the capital/property of the society. If no claims / objections are received within the period prescribed above, the society shall be free to deal with the shares and interest of the deceased member in the capital / property of the society in such manner as is provided under the bye-laws of the society. The claims / objections, if any, received by the society for transfer of shares and interest of the deceased member in the capital / property of the society shall be dealt with in the manner provided under the bye-laws of the society. A copy of the registered bye-laws of the society in available for inspection by the claimants / objectors, in the office of the society / with the secretary of the society between 11 A.M. to 5 P.M. from the date of publication of the notice till the date of expiry of its period.

Place : MumbaiDate : 03.03.2021

For and on behalf ofThe Ratna Rupal Co-op. Housing Society Ltd.

NOTICE

RATNA RUPAL CO-OP HSG. SOCIETY LIMITED28-A, SHIVAJI NAGAR, DAFTARY ROAD, MALAD-EAST, MUMBAI-400097.

REGN. NO. BOM/HSG/5602 OF 1978AFFILIATION TO THE MUM.DIST.CO-OP. HSG. FED. LTD. MEM NO. 4717

Hon. Secretary

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