Blog for Stock tips, Equity tips, Commodity tips, Forex tips: Sharetipsinfo.com

Want to beat the stock market volatility? Just keep on reading this exclusive blog by Sharetipsinfo which will cover topics related to stock market, share trading, Indian stock market, commodity trading, equity trading, future and options trading, options trading, nse, bse, mcx, forex and stock tips. Indian stock market traders can get share tips covering cash tips, future tips, commodity tips, nifty tips and option trading tips and forex international traders can get forex signals covering currency signals, shares signals, indices signals and commodity signals.

  UseFul Links:: Stock Market Tips Home | Services | Free Stock / Commodity Trial | Contact Us

Mulayam Singh Yadav | The mud-pit wrestler who grappled with social realities on the political plane

http://sharetipsinfo.comJust get registered at Sharetipsinfo and earn positive returns

www.ShareTipsInfo.com

Through his nearly six-decade political journey, Netaji straddled regional and national politics on his own termsMulayam Singh Yadav | The mud-pit wrestler who grappled with social  realities on the political plane

The death of socialist leader Mulayam Singh Yadav, a leading light of alternate politics in India, brings the curtain down on this fast-diminishing breed of politicians who rose to the pinnacle from the grassroots with a spirit of accommodation.

Yadav, known by the sobriquet ‘Netaji’, remained a quintessential old-school politician who remained committed to the socialist stream as opposed to the dominant course set by the Congress and the Bharatiya Jana Sangh/Bharatiya Janata Party (BJP).

Influenced by the work of Ram Manohar Lohia, after his death Yadav gravitated towards Chaudhary Charan Singh and his Bharatiya Lok Dal in Uttar Pradesh, the crucible of national politics.

It was Singh who launched the political career of this self-acclaimed mud-pit wrestler who converted his penchant for ‘Daav’ (wrestler’s gambit) into a successful political career first on the regional, and then on the national stage.

In a career spanning over half-a-century, Yadav was clear about his priorities to work towards empowerment of the backward classes and minorities through the route of political power.

In the process, at times his proclivity to align at different times with the Left and the Congress contributed in creating an image of a leader who tread his own path.

Through association in early days with the likes of Lohia and Singh, ingrained in him an anti-Congress stance. Towards the end of the 1990s, it transformed into creating the Rashtirya Kranti Morcha that laid the foundation for his Samajwadi Party in 1992.

Yadav realised the Congress was losing grip in Uttar Pradesh, and decided to occupy the space being vacated. He vowed to work and make the Congress a politically less relevant force. It is no surprise the last Congress government in the state ended its tenure in December 1989.

It is another matter that some 28 years later, in 2017, his son and party chief Akhilesh Yadav revised the position to join hands with the Congress under Rahul Gandhi.

It is ironic that during his lifetime, the SP did two political U-turns in UP. After the 2017 experiment, the party buried the hatchet to smoke the peace pipe with another arch-rival, the Bahujan Samaj Party ahead of the 2019 Lok Sabha elections. The famed coming together of ‘Bua-Bhatija’ (aunt-nephew) duo of Mayawati and Akhilesh Yadav could not prevent the BJP winning three-fourths of the 80 seats in UP.

The seeds of distrust between the BSP and the SP were sown in the mid-1990s. Having created a strong base for the party, Mulayam Singh Yadav’s first shot at power in the state came in 1993 forming a government with the BSP then under the leadership of party founder Kanshi Ram. Relations turned bitter after Mayawati levelled a serious charge of a dastardly and life-threatening attack against her by SP workers.

For the next two decades, the SP-BSP remained strident opponents, and in 1996 when the BSP had an opportunity to form a coalition government in UP, SP chief Mulayam Singh Yadav played a pivotal role in preventing it. By then he had acquired a national role as Defence Minister in the HD Deve Gowda-led United Front government.

The indifferent nature of relations with the Congress continued, and was pronounced. The SP was forced to sit out of any arrangement in 2004 when the Congress-led United Progressive Alliance formed the government. The SP went into a sulk since it won 39 Lok Sabha seats, but counted little.

With Left too, the SP founder had his share of differences that were pronounced twice in the same decade. In 2002, Mulayam Singh Yadav walked out of the ‘Lok Morcha’ (Peoples’ Front) alliance of the Left parties, and the SP. The disagreement was over the choice of Captain Lakshmi Seghal in the election for the President of India with Yadav favouring APJ Abdul Kalam.

Then in 2008, Mulayam Singh Yadav heeded to the scientific reasoning of Kalam and decided to support the Manmohan Singh government on the India-US nuclear deal, an agreement that led the Left withdraw its outside support to the coalition government at the Centre.

These decisions left political watchers confused over the trajectory of SP politics just as his praise in Parliament for Prime Minister Narendra Modi’s work and predicting a second term for him, confounded his supporters.

This in a way, reflected the old-school politician who accorded respect to opponents despite ideological differences. The spirit of accommodation and realising there was space for the other view in politics guided his policy, which otherwise remained committed to socialist ideals.

This author recalls an incident during 2002; while waiting at an airport I was having a conversation with the SP chief. Suddenly, Netaji raised his voice to scold a party leader asking, “What are you doing?” The party leader, who had just brought a cold beverage, mumbled, “Netaji, I was feeling thirsty…” only to be told “drink water”! Mulayam Singh Yadav returned to the conversation we were having, prefacing “We Samajwadis, do not consume such beverages".

Yet, towards the later part of the decade, while the SP came back to power on its own, it attracted adverse comments for the glitzy festivals at his native village Safai, with the Clintons as his guests on one occasion.

Through his nearly six-decade political journey, Netaji straddled regional and national politics on his own terms. He carried the flag of socialist ideals with Lohia as the guiding light, and took positions that could be at times be termed pragmatic. He ended the journey with the satisfaction of a seamless transfer of leadership to son Akhilesh Yadav, and empowerment of the larger Yadav clan.

With e₹, India joins the CBDC bandwagon

http://sharetipsinfo.comJust get registered at Sharetipsinfo and earn positive returns

www.ShareTipsInfo.com

The CBDCs can help in reducing operational costs in physical cash management, foster financial inclusion, and bring further innovation in the payments system without risksThe e₹ is on the way as RBI gears up for a pilot launch of its own digital  currency

From barter, shekel, metal including gold, silver, bronze, nickel, to paper to polymer, the form of money is now attempting to enter another new era by going digital through the Central Bank Digital Currency (CBDC).

As cryptocurrencies and stablecoins have become increasingly popular among young users, central banks around the world seem to believe that they need go digital on their currencies, and towards this have been issuing their own concept notes and in the early days of their experimentation phases. However, one needs to understand that the CBDCs and crypto assets are different — and cannot be compared.

The Reserve Bank of India (RBI) on October 7 released a concept note on India’s Central Bank Digital Currency (CBDC). Finance Minister Nirmala Sitharaman had already announced earlier this year, that a digital rupee would be issued in 2022 or 2023 that will operate via blockchain or related technologies. The concept note comes at a time when India's crypto exchanges and the ecosystem has borne the severe brunt of higher taxes including high rate of TDS, an operational shadow ban on exchanges through payment systems all of which has indirectly pushed business and monies out of India into the hands of overseas exchanges, which seemed to have benefited the most.

For easier understanding, a CBDC is a ‘digital banknote’ that can be used by individuals for their retail requirements such as paying shops, businesses or between businesses or among financial institutions for their wholesale ones. A CBDC is a virtual money backed and issued by a central bank. The CBDCs are different from electronic payments such as UPI, wallet, NEFT, IMPS, RTGS, etc. as these are digital payments with banking solutions at their core. The liability of these account transfers lies with the corresponding government/commercial banks. Despite being called the sovereign equivalent of crypto assets, the CBDCs are centralised.

The RBI’s concept note has defined the CBDC as the legal tender issued by the central bank in a digital form, and referred to it as ‘e₹’. The RBI has also explained the objectives, choices, benefits, and risks of issuing a CBDC in India. The RBI has proposed to issue two versions: one for wholesale for interbank settlement, and the other for retail for the public. The RBI has also proposed that it will issue the e₹ but regular banks can distribute it. The RBI has also proposed the e₹ in its retail version to be token based, wherein one can find out the recipient’s public key, and transfer it using one’s private key. Anonymity has been proposed for small amounts only.

As per the Atlantic Council, today 105 countries, representing over 95 percent of global GDP, are exploring CBDCs of which 10 have fully launched, with China’s pilot set to expand in 2023. Of the G7 economies, the United States and the United Kingdom are most behind on CBDC development. Nineteen of the G20 countries are exploring a CBDC, with 16 already in development or pilot stage. Globally various efforts that involve multiple countries and banks have been underway from efforts like Multiple CBDC Bridge (mBridge), Project Dunbar, Project Helvetia, Project Jasper, Project Aber, Project Jura, Onyx/Multiple wCBDC etc. Bahamas was the first to issue the Sand Dollar CBDC three years ago.

It is, however, important to understand that in some countries a CBDC may be an important path to financial inclusion, while in case of others it may have other motivations. The CBDCs may also help support trade in another emerging area of NFTs.

The CBDCs can help in reducing operational costs in physical cash management, foster financial inclusion, and bring further innovation in the payments system without risks. It can be used for retail, wholesale, and international payments.

With each central bank around the world evolving its own use cases, concepts, and with certain banks and countries collaborating in their own way, there is a likelihood that the global financial system may face an interoperability issue, unless there is equal effort to work towards certain standards as well.

Light to heavy rain recorded in several Rajasthan districts

http://sharetipsinfo.comJust get registered at Sharetipsinfo and earn positive returns

www.ShareTipsInfo.com

Light to heavy rain was recorded in several parts of Rajasthan in the last 24 hours due to a new weather system active in the region, a MeT official said. Karauli recorded the highest rainfall at 118 mm during the period.Light To Heavy Rainfall In Rajasthan

Almost all places in east Rajasthan witnessed light to moderate rain, Jaipur MeT Centre Director Radheshyam Sharma said. Heavy rain was recorded in isolated places in Karauli, Dholpur, Banswara, Pratapgarh, Jhalawar, Baran, Sawai Madhopur and Kota districts, while one or two places received very heavy showers in the last 24 hours, he added.

The MeT department said 70 mm rain was recorded in Sajjangarh, Pachpahar, Chhabra, Dholpur, Baran, Kishanganj, Sallopat, Aklera, Mangrol, Mandrayal, Chauth ka Barwara, Choti Sadri and Pipalda each in the last 24 hours. Several other places recorded 10-60 mm rainfall.

Sharma said satellite pictures from Saturday morning showed cloud cover over most parts of the state except some areas of western Rajasthan, while intermittent rain was seen in Udaipur, Jaipur, Kota and Bharatpur districts. This spell of rain in east Rajasthan is likely to continue for the next two-three days, he added.

Share Market Closing Note | Indian Stock Market Trading View For 06 October 2022

http://sharetipsinfo.comJust get registered at Sharetipsinfo and earn positive returns

www.ShareTipsInfo.com

Share Market Closing Note

Indian benchmark indices ended higher for the second day in a row on October 6 with the Nifty finishing above 17,300 amid buying across sectors, barring FMCG and Pharma.Share Market Closing Bell! Sensex, Nifty end on a positive note – IT stocks  and Reliance Industries lead the surge | Zee Business

Despite mixed global cues, the equity market opened on a positive note and remained in positive territory for the most part of the session. However, last-hour selling dragged the indices to close near the days low.

At Close, the Sensex was up 156.63 points or 0.27% at 58,222.10, and the Nifty was up 57.50 points or 0.33% at 17,331.80.

--------------------------------------------------------------------------------------------

Topic :- Time:3.10 PM

Nifty spot if manages to close above 17280 level on closing basis then expect some further bounce back in coming sessions and if it closes below above mentioned level then some sluggish movement can be seen.

--------------------------------------------------------------------------------------------

Topic :- Time:2.15 PM

Just In:

Mahindra Lifespaces and Actis form joint venture to develop industrial, logistics real estate facilities.

--------------------------------------------------------------------------------------------

Topic :- Time:2.00 PM

Nifty is trading in a range. Nifty spot if manages to trade and sustain above 17400 level then expect some upmove in the market and if it breaks and trade below 17360 level then some decline can follow in Nifty.

--------------------------------------------------------------------------------------------

Topic :- Time:1.00 PM

Nifty and Banknifty are zooming high. Nifty spot if manages to trade and sustain above 17420 level then expect some further upmove in the market and if it breaks and trade below 17380 level then some decline can follow in the Nifty.

--------------------------------------------------------------------------------------------

Topic :- Time:12.30 PM

Commodity Corner:

COPPER Trading View:

COPPER is trading at 671.15.If it holds below 675.50 level then expect it to shrink towards 666-664 levels and once it manages to trade and sustain above 675.50 level then some further quick upmove can be seen in it.

--------------------------------------------------------------------------------------------

Topic :- Time:12.00 PM

Nifty is trading on higher note. Nifty spot if manages to trade and sustain above 17400 level then expect some further upmove in the market and if it breaks and trade below 17340 level then some decline can follow in the Nifty.

--------------------------------------------------------------------------------------------

Topic :- Time:11.30 Am

News Wrap Up:

1.  Sensex off days high, up 250pts; Nifty50 above 17,350

2. Services PMI at 54.3 in Sep; slowest expansion in 6 months amid weak demand

3. World currency reserves shrink by $1 trn this year in record drawdown

4. Jet Airways revival: Jalan-Kalrock accept bank call to infuse more capital

5. Musk, Twitter may reach deal to end court battle as early as Wed: Report

6. Zee Entertainment gains 6% after CCIs conditional nod for merger with Sony

7. Trading volumes soar as demat tally surpasses 102.5 million accounts

8. Bharat Forge surges 8% on reports of strong US Class 8 truck orders

--------------------------------------------------------------------------------------------

Topic :- Nifty Opening Note

Indian Stock Market Trading View For 06 October 2022:

Global cues to dictate trend. Trade as per market trend.

Nifty spot if manages to trade and sustain above 17300 level then expect some upmove and if breaks and trade below 17240 level then some decline can follow in the market. Please note this is just opening view and should not be considered as the view for the whole day.

--------------------------------------------------------------------------------------------



How Indian firms can build and sustain resilience in uncertain, turbulent times

http://sharetipsinfo.comJust get registered at Sharetipsinfo and earn positive returns

www.ShareTipsInfo.com

The most successful Indian companies in the uncertain and turbulent era we are living in will be those that adapt, react, and pivot into whatever the new normal and stay ahead of the learning curveHow Indian firms can build and sustain resilience in uncertain, turbulent  times

For the last three years, we have lived in a surreal world that in normal times one would read about only in dystopian books or watch in horror movies. This is the period when humanity convulsed and the world went topsy-turvy thanks to the sudden dramatic onset of COVID-19. And just when we thought, we were close to the proverbial light at the end of the tunnel, the global economy was hit by the Russian invasion of Ukraine.

Arguably, the Indian economy and companies have shown tremendous resilience and both are back on the track of growth. The country, even with a consistent new normal of 6-6.5% GDP growth rate over the next few years, will remain one of the fastest growing economies of the world and is expected to catapult from being the fifth largest economy to the third by the end of the decade.

But all is not well.

Corporate growth momentum is at the risk of getting lost due to varied factors – both external (uncertain supply chain and a challenging export market for goods and services) and internal (increasing input costs due and higher financing cost caused by an inflation-led spike in interest rates). And the early sign of such a reversal is already visible. 

For Indian companies to defy gravity and actualize the trajectory of sustainable high growth, resilience holds the key. The most successful Indian companies in such an uncertain, turbulent era will be those who adapt, react, and pivot into whatever the new normal is and stay ahead of the learning curve. 

How can Indian companies build and sustain resilience? Here are 9 key building blocks

First, It’s Never Too Late to Start Building Resilience 

When it comes to start building sustainable resilience in corporate entities, there is immense power in the Power of Now. Building organizational resilience is no child’s play — it requires deliberate intentionality and a tremendous amount of energy, time, effort, persistence, discipline and flexibility. There are low hanging fruits to be plucked, and often some gains of the effort arrive rather early. 

Second, Leadership Holds the Key 

In this uncertain, turbulent world, it is impossible to predict the future and despite corporations having developed specific resilience capabilities, when sudden disruptions occur, surprise gaps in those capabilities become visible and it is here that the leader plays the critical role. 

Sustainable organizational resilience begins with some attributes so far not considered central to leadership capabilities. These are absolute calmness amid turbulence, ability to lead with empathy and awareness, inherent capacity to create an organizational culture where genuine mistakes are condoned and innovations rewarded. A resilient leader must be able to rapidly connect with stakeholders; positivity, creativity and ability to experiment have to be his/her first nature 

Three, Resilience is a Culture Thing 

Leadership and culture are congenital twins; unless the leadership creates a culture where resilience thrives there is no sustainability. 

Creating culture where resilience thrives is the primary responsibility of the leader. The leader also has to empower resilience champions because when the canvas is fast changing and unpredictable, organizations need multiple layers of shock absorbers, innovators and change makers. 

Four, No Resilience without Transparent Proactive Communication with Stakeholders – Internal and External 

Resilience takes centre-stage when disruptive changes happen increasingly abruptly and unpredictably. Such situations will require quick measures to stop loss and rapidly regain the competitive advantage. A culture of secrecy is antithesis to a resilient corporate entity. What is needed is a transparent, proactive, and credible and rapid communication with key stakeholders, both internal and external, including but not limited to employees, customers, and vendors. 

Five, Resilient Organizations React Faster when Disruptions Occur 

We are living in an era where disruptions can arrive from any direction, and relate to any part of the organization. Disruptions by definition often cannot be stopped in its occurrence. But resilient organizations are the one that react and act fast when the disruptions occur. A key distinctive feature of such companies is that they are agile and free of silos. 

Six, Dynamic Business Resilience Forecasting and Rapid Adjustment is The Future 

The strategic long-range planning I was taught at the Asian Institute of Management (AIM) in Manila using Harvard Business School (HBS) case studies are passé in the era of disruptive change and disruptive technologies. A resilient organization in today’s era of rapid-fire disruptive change, has to work with dynamic business forecasting with an ability to modulate, adjust, replan and act-- this is critical whether the demand patterns change unpredictably or supply chains break down abruptly, as we have seen in the last three years. 

Seven, It Is Innovation, Stupid, That Will Keep the Resilient Organization Going 

Gone is the era of divisions, departments, compartments, and silos. A resilient company thrives on innovation and is perpetually in start-up and incubation mode. Valuing entrepreneurship is the most prized ornament of such company in normal times, but more so during crisis time. 

Eight, Managing End-to-End Risk Is a Daily Task 

A system of periodic preparation, comprehensive risk framework and monitoring was suitable to companies of yesteryears, Resilient companies use data mining, digital technology and artificial intelligence, and for them end-to-end risk management is a round-the-clock affair. It helps them avert disruption and to act swiftly if the disruption occurs. 

Nine, Resilience Has To Be an All-Encompassing, Multidimensional Suite 

A McKinsey framework provides for a six-dimensional resilience approach, namely: 

Firstly, financial resilience to balance both short- and long-term financial aims 

Secondly, Operational resilience to maintain robust production capacity that can be flexible to meet demand changes as well as remain stable when operational disruption happens 

Thirdly, Technological resilience with investment in strong, secure and flexible infrastructure, including managing cyber threats, technology breakdown avoidance, disaster-recovery capability and a system that uses high-quality data, duly respecting privacy, without bias and compliant with regulatory requirements 

Fourthly, Organizational resilience that creates a diverse, inclusive, equal opportunity workplace that recruits best talent, develop that talent equitably, upskill or rapidly reskill it flexibly, implements strong people bias-free processes, with a pan-organization, robust succession plans 

Fifthly, Reputational resilience, one wherein institutions align their values with their actions and words. Resilience demands a strong sense of self—enshrined in mission, values, and purpose, which guides actions, along with flexibility and openness in listening to and communicating with stakeholders, anticipating and addressing societal expectations and responding to criticism of the firm’s behaviour. 

Lastly Business-model resilience, one that can adapt swiftly to significant shifts in customer demand, the competitive landscape, technological changes and the regulatory terrain. 

It is a no-brainer that the firms with capabilities to prepare for and respond to disruption dynamically are more resilient across all the above six dimensions. 

Govt considering forming units to build expertise in Free Trade Agreements

http://sharetipsinfo.comJust get registered at Sharetipsinfo and earn positive returns

www.ShareTipsInfo.com

The objective of building dedicated units in the FTA areas is to enable India to negotiate deals with other nations at the World Trade Organization from a position of strength

WTO

The Department of Commerce is considering the formation of dedicated units called "subject matter divisions" to build expertise in industries like services, agriculture, medicines, trade remedies, and digital trade as part of a more aggressive approach to free trade agreements, Livemint reported. India wants to be able to negotiate agreements with other nations at the World Trade Organization from a position of strength.

It is also considering hiring industry experts, including those from the private sector, who will contribute their knowledge and experience during discussions. The general idea behind the plan is to fortify the infrastructure for negotiations with the appropriate knowledge, reliable end-to-end procedures, and a clearly defined goal.

A government official said that the move aims to participate in negotiations fully prepared. With the  being comprehensive nowadays, it is important to have experts from different domains, who have insights and so it is important to bring in people, if required, from outside the bureaucracy, the official added.

India is negotiating a comprehensive free trade agreement (FTA) with the UK, EU, and Canada while it has already struck a free trade agreement with the UAE and an interim accord with Australia.

While the experts have welcomed the move, they have cautioned that the approach might only succeed if there is a clean break from business-as-usual. Vijay Kalantri, chairman, MVIRDC World Trade Centre, Mumbai said to Livemint, “Getting subject-matter experts is a step in the right direction, but the problem is, will it be implemented? Private sector experts will always give practical approaches but bureaucracy always tends to complicate things. And they are people who will take the decision."

Creating separate negotiating teams for bilateral and multilateral agreements is another idea being considered by the ministry.


Indian Defence’s drone policy is on the right track

http://sharetipsinfo.comJust get registered at Sharetipsinfo and earn positive returns

www.ShareTipsInfo.com

Offensive unmanned aerial vehicle (UAV) platforms need to be complemented by a robust anti-drone capability tooIAF to build its own combat drones, experts say still a long way to go |  The Financial Express

The decision of the Indian Air Force (IAF) to acquire 100 mini unmanned aerial vehicles (UAVs), or drones, will allow the organisation to hone its operational capabilities without looking over its shoulder all the time. The IAF going in for such a large suite of UAVs is obviously to strengthen its air base defences after the drone attack on a Jammu air base last year. That was a rude wake-up call for the Ministry of Defence (MoD) on the clear and present danger posed by armed drones that sneak in from across the western and northern borders.

The MoD is now shopping for mini UAV platforms equipped with electro-optic and thermal imaging capability to detect targets on land and air from afar. This serves the dual purpose of thwarting cross-border terrorist activity as well as dealing with intruder drones. Not surprisingly, the IAF has awarded the contract for the UAVs to an Indian company in line with the government’s resolve to indigenise defence acquisitions. It also complements the IAF’s plan to protect air bases in the subcontinent with home-grown anti-drone systems.

UAVs have come a long way since American inventors Elmer Sperry and Peter Hewitt designed the first ‘aerial torpedo’ in 1916 by integrating three key technologies — automatic stabilisation, remote control and autonomous navigation — on a single aero-model. In 1930, defence scientists in Britain and the US used the aerial torpedo to develop radio controlled ‘target drones’ to train anti-aircraft gunners. But the potential of UAVs as a weapon of choice for armies was largely ignored even during the Cold War when the military-industrial complexes of the US and the erstwhile USSR merely considered UAVs as nuisance weapons. What a contrast from the current combat drones, with their reach and lethality, which are critical force multipliers indispensable to militaries across the world!

India was a late starter in the global military drone market which is currently estimated to be worth $12 billion, and predicted to grow to $31 billion in the next seven years. The country’s indigenous UAV programme was launched in the early 1980s when the IAF modified the American Northrop Chucker remotely piloted vehicle as a desi drone. Eventually, the Defence Research and Development Organisation (DRDO) would use this as a template to develop the Lakshya target drone for practice firing of beyond-visual-range missiles.

The DRDO has since followed it up with several short range drones like the catapult-launched Nishant and its advanced variant, Gagan, equipped with a Synthetic Aperture Radar that produced high-resolution 3-D images. The real deal, however, is the vaunted Medium Altitude Long Endurance UAV, Rustom 2 with auto landing capabilities ideal for surveillance and reconnaissance. A more advanced High Altitude Long Range drone is also being developed with an eye on the Sino-Indian border in eastern Ladakh.

New industry friendly policies announced by the government have clearly enabled India’s armed forces to explore the full potential of UAVs as force multipliers with the help of private players. This is evident in the expanding performance umbrella of the IAF’s UAVs from their recce and surveillance profiles to more dynamic roles like UAV assisted fighter/helicopter strikes and laser designation of targets. Army drones, once the exclusive preserve of the artillery, are now managed by the Army Aviation Corps to ensure their optimal use.

The Army is also procuring loitering munitions (drones carrying warheads that ‘loiter’ in the air before diving on ground targets) from Indian companies and these compare favorably with the Israeli-made Harop possessed by the IAF. MoD sources speak of plans to have various UAVs in army battalions before the decade is out, while the IAF would build half a dozen combat drone squadrons in the same time frame. The Indian Navy (IN) too has a shopping list for advanced shipborne drone systems to successfully counter Chinese influence in the Indian Ocean Region.

A major handicap for India’s armed forces is the absence of homegrown unmanned combat aerial vehicles like the US Predators and Reapers which are controlled by satellites and hit targets with missiles before returning to re-arm and carry out fresh sorties. This may change soon if the recent maiden flight of India’s Stealth Wing Flying Testbed — the prototype of a stealth combat drone — is any indication.Offensive UAV platforms like these however need to be complemented by a robust anti-drone capability like the IN’s Israeli Smash 2000 rifles that can track and destroy hostile UAVs. The army has its own jamming system which can detect and bring down quad copters (multi-rotor drones with four arms) at more than three kilometers; this is currently deployed along the western border and is a boon for troops stationed there.

But the challenge for defensive military technologies is that they are easily outpaced by offensive capabilities like, say, ‘swarm drones' — many drones attacking targets at the same time — fooling jammers and radars which identify the UAV horde as a single object. Defence planners know this only too well as they try to second guess the rapid mutation of disruptive technologies like drones.

South Korea shows what a nuclear-powered future might look like

http://sharetipsinfo.comJust get registered at Sharetipsinfo and earn positive returns

www.ShareTipsInfo.com

Pressure is rising to find alternative energy sources before a looming electricity crunch hurts both consumers and manufacturers. South Korea may have the answerSouth Korea shows what a nuclear-powered future might look like

It’s time to get realistic about the worsening energy situation. A power shortage is approaching and few alternatives to bridge the green transition exist right now. Nuclear is re-emerging as a front-runner, as are doubts and skepticism around its safety as memories of past accidents loom large along with haunting images of mushroom clouds. South Korea, though, shows why nuclear isn’t just a pipe dream — or a fuel to fear.

The country’s worries — like those of many others — aren’t just people feeling cold this winter, or rising prices. It’s the lack of electricity that will ultimately hamper everything from industrial production of goods and food to electric vehicles and the infrastructure to charge them — industries account for over half of the nation’s consumption. South Korean firms that supply high-tech goods to the rest of the world, including cars, batteries and chips, seem to have come to that realization. These energy-intensive sectors won’t run on wind, solar and biofuels alone because the actual capacity just isn’t enough and for large-scale operations, it isn’t consistent. If power starts becoming an issue, so will their profits and global technological heft.

Powering Up

In South Korea, nuclear generation, a baseload source, accounts for over a quarter of electricity production.

To deal with it, South Korea’s biggest companies are putting their weight behind nuclear power plants, which contribute to about 27% of electricity there — an astute move. Samsung C&T Corp., the trading and construction arm of the Samsung empire, is working with NuScale Power Corp. to construct the first small modular reactor, or SMR, in the US and in eastern Europe. Meanwhile, Doosan Enerbility Co. has also tied up with NuScale to supply equipment. The US firm is the first and only to have had its SMR design receive certification — after a rigorous review process by the US Nuclear Regulatory Commission.

The likes of Daewoo Engineering & Construction Co. and Hyundai Engineering & Construction Co. are also working to push nuclear forward, while Bill Gates-backed TerraPower LLC is teaming up with South Korean chaebol SK Inc. to commercialize its advanced reactor technologies.

All told, the country has around two dozen atomic power plants. There is serious political will behind these efforts now, with recently elected President Yoon Suk Yeol pushing for nuclear to surpass coal usage. A draft long-term energy plan released recently calls for 201.7 terawatt-hours of electricity from nuclear by the end of the decade, or about 33% of the country’s total, aided by six new reactors. Coal, natural gas and renewables will each make up just over 20% of generation.

The economics work, too: Nuclear has a clear cost advantage. As state-owned utility Korea Electric Power Corp. noted in its annual filing earlier this year around extending the life of its nuclear units, the failure to do so “would result in a loss of revenues from such units and the increase in our overall fuel costs (as nuclear is the cheapest compared to coal, LNG or oil).” For businesses, it costs 61.5 Korean won per kWh compared with 149.9 Korean won per kWh for solar, helping keep electricity prices low.

Instead of just going green, private and state-backed companies in South Korea are squarely focused on the commercialization of technologies. Nuclear energy consumption hasn’t declined since at least 2017, despite the previous administration’s plan to phase it out. Building facilities is relatively economical in the country, with the overnight cost — the price of constructing a plant without any incurred interest — the cheapest among the developed world and even lower than in China and India.

South Korean companies’ recent deals are focused on manufacturing and building nuclear technology, not just exploratory efforts to advance a far-off investment. A big advantage is that they draw from the existing supply chain. Parts are brought to the site and assembled there. Large manufacturers are already making the equipment and know how to run technical operations. Meanwhile, the government recently signed agreements with nuclear energy equipment makers to boost the industry by providing financing, research and development funds.

Part of the broader nuclear power problem is that countries facing energy supply issues haven’t kept up their facilities, or have abandoned the technology altogether. Decommissioning these plants has added costs, too. Now, as the pressure rises to find alternative sources to reduce Europe’s heavy reliance on Russian gas, there’s little that can be done in a short period of time. French state-owned firm Electricite de France SA is exploring keeping two of its UK plants open for longer, as it also struggles to run them efficiently. Germany will make some of its facilities available to get it through the colder months.

The ability to tap existing nuclear resources is set to help dynamics across the world: The head of the International Energy Agency recently said Japan’s restart of more nuclear power plants would help ease energy supply issues because global gas availability would rise.

This isn’t to say that South Korea has got its nuclear bet totally right — it’s had its fair share of hitches in the domestic industry. As with facilities elsewhere in the world, there are questions around how it will manage the waste. Still, it has been working on a near-surface disposal system, which would alleviate concerns about radioactive waste material. NuScale’s reactors, for instance, use fuel that is consistent with the type used in the light pressurized water-type reactors employed today. The US has been safely storing it for more than six decades. In addition, newer modules are developing designs that could reduce the overall inventory of spent quantities.

Even Indian bonds are not spicy enough for global investors to bite

http://sharetipsinfo.comJust get registered at Sharetipsinfo and earn positive returns

www.ShareTipsInfo.com

What will break the impasse and when? Apart from some simplification of processes and taxation, a lot will depend on the Reserve Bank of India's policies, especially on exchange rates.

A trader works on the floor of the New York Stock Exchange (NYSE) in New York City (Photo: Reuters)

The one-two punch of rising  and a strengthening dollar is making investors crave spicy yields.  were in turmoil last week when 10-year UK gilts struggled to find takers even at 4.5% — and only calmed down when the Bank of England stepped in as a buyer. However, it isn’t just British fare that’s getting passed up for being too bland. Look at a large emerging economy like India, which has tried for three years to get asset managers to commit to its $1 trillion government bond market. But they’re stalling. Why aren’t 7%-plus yields hot enough for them?

FTSE Russell said Thursday that it would continue to keep  bonds on its watch list for possible inclusion in its emerging  debt index until March 2023, when the next assessment is due. Separately, Reuters has reported that India’s much-desired entry into a similar benchmark maintained by JPMorgan Chase & Co. may also get pushed out to next year. A decision is expected in the coming days. (Bloomberg LP is the parent of Bloomberg Index Services Ltd., which administers indexes that compete with those from other service providers.)

Foreigners own just $17.8 billion, or 2%, of  bonds. By contrast, overseas ownership is more than a third in Indonesia and nearly 10% in China. In 2019, the government of Prime Minister Narendra Modi flirted with sovereign dollar debt, but dropped the inaugural $10 billion issuance when it drew flak. And rightly so. It would have been risky for a government that has always struggled with high budget deficits to borrow in a currency the country is often short of, thanks to its heavy energy imports. The revised aspiration since then has been to get as much as $40 billion over two years (in rupees, not dollars) by pushing for India’s inclusion in global bond indexes.

That’s the right way to go, but pesky taxation issues have come in the way. New Delhi imposes up to a 30% capital-gains levy on listed bonds sold within one year. There is also a 5% withholding tax on interest income for foreign portfolio investors.

chart

With Russia going off the benchmarks, asset managers would welcome the yield kick India would offer. However, they’re hoping that in its desperation to find a new source of capital ahead of further rate increases by the Fed, the Modi administration will blink first and offer tax concessions. Hence, the standoff. That any trading in rupee bonds may have to be settled onshore, and not on an international platform like Euroclear, isn’t the showstopper it’s often made out to be. As Bloomberg  noted last week, even Indonesian and Chinese bonds aren’t on Euroclear but are part of the JPMorgan Index. The real issue is that the operations people at large asset managers are balking at the idea of getting a tax certificate ahead of settling each trade onshore in India.

What will break the impasse and when? Apart from some simplification of processes and taxation, a lot will depend on the Reserve Bank of India’s policies, especially on exchange rates.

While the relentless surge in the dollar is putting pressure on economies across Asia, responses by individual nations have been “eclectic,” as Nomura Holdings Inc. noted recently. The Philippines, China and South Korea have taken a more hands-off approach to depreciation, while India, Thailand and Indonesia have intervened more heavily and sold a larger number of dollars from their official coffers to shore up their local currencies. The RBI’s reserves, which were as high as $641 billion last September, are down to $537 billion and falling. The question before investors is, how long before the RBI switches tracks? In 2013, when India got dragged into the Fed’s taper tantrum, its hard-currency war chest was enough for six months of imports. In Nomura’s estimates, the current coverage is adequate for a little over eight months.

A more laissez-faire approach to the exchange rate won’t be an easy choice. The risk is that the rupee becomes a sitting duck for speculators trying to pull it down in one-way bets. In that case, no investor — equity or bond — will venture near India. The outlook for next year’s economic growth, already uncertain because of cratering global demand, will become more dicey.

Maybe the trick is to just suspend the ambition of landing $40 billion in foreigners’ money until the Fed is finished tightening. Right now, an investor gets virtually no additional kick by giving up on three-year US Treasury yields of 4.2% and exploring options half a world away. In the foreign-exchange market, the cost of insuring against rupee deprecation eats up almost the entire 3 percentage point extra yield offered by  debt of similar maturity. By that yardstick, the three-year British gilt yields are even less appetizing — which is why analysts mostly agree that the Bank of England will have to keep raising rates. India, too, increased its policy rate by half a percentage point for a third straight time last week to 5.9%; economists expect the RBI to be done only when it reaches 6.5%.

A combination of high yields and a sufficiently-weakened currency could finally convince global investors to bite. For now, though, it looks like they may work up an appetite only by next year.

No Credit Suisse isn't on the brink

http://sharetipsinfo.comJust get registered at Sharetipsinfo and earn positive returns

www.ShareTipsInfo.com

The Swiss bank has enough capital, but volatile markets have deepened worries and raised the costs of its restructuringNo, Credit Suisse Isn't on the Brink - Bloomberg

Credit Suisse Group AG is in a tight spot, but it isn’t “on the brink,” as the fevered typists of social media imagined over the weekend. The Swiss bank, however, is going through its darkest hours at exactly the worst time, when markets are volatile and everyone is nervous about what’s around the corner. Disappointment is still more likely than disaster.

The terms of trade in financial markets are worsening for all players. This is a new era of higher volatility as policymakers raise interest rates to battle inflation, increasing trading costs and risks. It’s a time when missteps by politicians or central banks can suddenly expose surprising concentrations of risk — just look at last week’s entanglement between the UK government bond market and Britain’s pension funds.

Unfortunately for Credit Suisse, this is going to encourage companies, investors and savers to do more business at banks with the strongest balance sheets and most stable business models, making speed crucial for Chairman Axel Lehmann to complete the bank’s strategic review and get its restructuring underway. On the one hand, the Swiss lender is just suffering a more exaggerated version of the travails of its peers. But the collapse in its share price and sharp rise in the cost of buying insurance on its bonds are making its turnaround harder. And there’s another three weeks until it’s scheduled to tell investors how it will cut back its investment bank to focus more on wealth management.

The bank has more than enough capital to run its business. It just isn’t making good enough returns. To change that picture quickly, it needs money to pay for a restructuring — analysts estimate potentially $4 billion through asset sales or capital raising. Without that, the less it can change and the longer its troubles will last. The weaker it appears, the costlier it’ll be to raise any money and the harder it will get squeezed by potential buyers of any of its assets. Markets feed on desperation, and you’ll find fewest friends when you’re most in need.

But this is a story of relative decline, not one of bank runs or existential crisis. This is well known to investors and analysts who follow Credit Suisse but not so much to the broader market. That’s why the sharp rise in the cost of protecting Credit Suisse bonds against default in derivatives markets spooked some finance professionals as well as social media.

Senior Credit Suisse executives spent time reassuring clients and counterparties over the weekend about the health of its balance sheet, the Financial Times reported. In the US, some investors began to fret about contagion to the banking system there from problems at a large European bank. Citigroup Inc. banks analyst Keith Horowitz was moved to pen a note to clients reassuring them that the “current situation is night and day from 2007.”

Investors and traders are jittery because the cost of protecting bank debt against default using credit default swaps (CDS) is rising everywhere. Some are starting to see a harbinger of bank failures, but that’s wrong. A lot of this rise is a function of how banks manage the risks of trading with each other — and of how their clients also manage that risk.

When banks trade with each other, there is always a risk that one bank fails to fulfil its side of the bargain – that is called counterparty credit risk. The world of over-the-counter derivatives, those that aren’t traded on an exchange or through a clearinghouse, are one big source of counterparty risk. Just how much is involved depends on the size of your trading book but also how volatile is the underlying market. High volatility often means more — and more frequent — collateral calls, as Britain’s pensions industry showed last week.

Banks (and their clients) also need to look at the financial strength of their trading partners as they work out what risk they present: Credit Suisse’s collapsing share price makes it look riskier than some rivals. This is a real problem because it makes the bank a costlier counterparty and less competitive. Deutsche Bank went through a similar thing around the final months of 2016, when its capital base was weak and it faced a potentially existential fine from US authorities. Credit Suisse isn’t in such dire straits as Deutsche Bank was then, but losing revenue will still be painful.

There is a further nuance worth noting that explains why the headlines about Credit Suisse are worse than the reality. Without laboring the technicalities too much, many European banks have two kinds of CDS that refer to senior debt: One is riskier and less widely traded than the other. These exist because different creditors get different treatment under bank resolution rules: Depositors and derivative counterparties typically are more likely to get their money back if a bank gets wound up than are bondholders.

Long story short, and slightly simplistically: There is a CDS for senior bonds and a less risky CDS for counterparty credit risk. The former version is often more volatile, the latter is more important for competitiveness and revenue. For Credit Suisse, it’s the more volatile, riskier version that has gone wildest in recent days and become a popular chart for Twitter’s excitable storm chasers.

Credit Suisse is still priced as a riskier counterparty than Deutsche Bank or Barclays Plc, for example, but it’s not in existential peril today. It is at a business disadvantage and faces another hurdle to its restructuring . Nothing that has happened in markets or been communicated by the bank since it launched its review in the summer has been helpful. Financial markets aren’t getting any friendlier. The quicker that Credit Suisse’s board can complete its strategic plan and end the uncertainty the better.


  UseFul Links:: Stock Market Tips Home | Services | Free Stock / Commodity Trial | Contact Us