Considering the acute housing drawback in Kolkata and shortage of flats for officers, the Company determined (August 1994) to amass turnkey forex broker 104 flats at Kolkata for its officers at an estimated price of Rs.18.25 crore. Accordingly, the Company entered (September 1995) into an agreement with Kolkata Improvement Trust (CIT) for the purchase of 104 flats on a long-term lease of 75 years against a premium of Rs.13.99 crore. The construction of all of the flats with ancillary amenities was scheduled to be completed within 30 months of the date of agreement (i.e. by March 1998). The agreement provided progressive cost towards different phases of completion of flats.

63    Injudicious Investment In Residential Lodging

This is an efficient alternative for buyers to look into the corporate and analyze its strengths and weaknesses. It is among the first corporations in India to supply design-led electronics manufacturing for unique tools manufacturers (“OEMs”). 90+ order types – from limit orders to complex algorithmic buying and selling – assist you to execute any trading strategy. Powerful sufficient for the skilled dealer however designed for everybody. Graphic is for illustrative purposes solely and shouldn’t be relied upon for funding decisions.

Macro Cables & Conductors Ipo Evaluation – Gmp, Worth, Particulars & Extra

Without utilizing VPN, efficiency could additionally be crucial unless the buying and selling agent provides a direct and upgraded communications channel with Meta Trader 5 servers. The Committee analysed the LWD operations and feasibility for future use and concluded (8 November 1998) that in Mumbai Regional Business Centre surroundings the dispensation of typical logging unit was not attainable. Also, proportional dispensation of typical logging against LWD was negligible as it offered only minor technical advantages. The committee in its report recommended that to keep away from expenditure on non-operation period and stand-by/back up gear in future first meticulous planning should be made about requirement of apparatus and for the period identical was required.

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Three1    Lack Of Rs90 Lakh In The Execution Of Pipeline Work

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61    Infructuous Expenditure On Organising Of Propylene Separation Unit

To excel and preserve leadership in providing Optimal options on Turnkey basis in Telecommunications and Information Technology Service Sector globally and to diversify by providing wonderful infrastructure amenities particularly within the high tech areas. What do you suppose the longer term holds for the corporate, do you consider the corporate will keep robust like its cables? Macro Cables & Conductors IPO is an SME (Small and Medium-sized Enterprise) IPO which is different from the mainline IPO as the minimal funding required and the Minimum/Maximum lot dimension is ₹108000(3000 shares).

Since full capability utilisation of the Hydrogen Plant was not potential within the absence of Trim Cooler, the Company placed (October 2000) a separate order on L&T for re-tubing of the damaged Trim Cooler with material of superior metallurgy at a value of Rs.72 lakh. Another Rs.24 lakh was also due to be paid to KTI in the path of the value of its supervisors� keep through the trim cooler restore. The DHDS Unit was finally commissioned (April 2001) after re-tubing the Trim Cooler. The HMU included a Trim Cooler, which is a warmth exchanger used for eradicating the warmth from the process fuel containing hydrogen via re-circulating sea water. For the construction of the Trim Cooler, KTI initially specified using stainless steel of specification 3RE60 or Titanium.

76    Loss Due To Import Of Unproven Expertise

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• The feasibility report (FR) for ONGC was ready by the contractor M/s.
• On account of the delay IOCL levied liquidated damages and withheld (April 1995) an quantity of Rs.1 crore from the regular invoices raised by the Company.
• Similarly while Management said that there was no delay in initiating legal proceedings, the very fact is that there was delay of over 18 months in initiating the legal action for recovery of dues.

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The project was commissioned in April 1998 at a total price of Rs.42.30 crore. On account of the delay IOCL levied liquidated damages and withheld (April 1995) an amount of Rs.1 crore from the common invoices raised by the Company. In this connection, it’s seen that, as against the contract worth of Rs.10 crore the Company had incurred, apart from the charge of Rs.1 crore liquidated damages, a total expenditure of Rs.9.ninety crore within the execution of the project resulting in a lack of Rs.ninety lakh. Bharat Petroleum Corporation Limited bought its products on credit score to a buyer without any safety or execution of settlement resulting in lack of gross sales revenue amounting to Rs.1.70 crore. In essence, therefore, it was a case of flawed management decision not backed by details that led to an injudicious agreement. In order to modernise its Polyester Staple Fibre (PSF) Plant, the Company purchased (August 1995) three new applied sciences offered (August 1994) by M/s.

In view of the above, the change in gasoline which occurred 2 to three years after fuel provide linkages, had no reference to injudicious determination of the Company to make huge funding. Similarly while Management said that there was no delay in initiating authorized proceedings, the very fact is that there was delay of over 18 months in initiating the authorized motion for restoration of dues. This was particularly unwarranted, as ETI had defaulted in its cost for early supplies and the dues accrued to Rs.1.70 crore over a interval of 6 months. It sells products via a diversified sales & distribution mix, majorly by securing authorities tenders to supply to authorities projects, provide to EPC contractors for turnkey initiatives and direct gross sales to some private firms. It derives most of its income and operations from state electrical energy boards.

Accordingly a letter was issued to SEDCO for mobilisation of crew on the drillship from 29 December 1997. SEDCO agreed to begin the contract at 50 per cent of the operating day rate of US$ from the date of deployment of the crew till the time the ship sailed from the shipyard for commencing drilling operations. However, the crew was not deployed for any work from 29 December 1997 to 9 February 1998. Finally, one set of 8� software was deployed in nicely HX-5H (12�� hole) in September 1998 (for only 8 days). It was lastly abandoned resulting in a loss of US$ 1.03 million (equivalent to Rs.four.80 crore).

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