Monday, September 9, 2013

ONE LEGAL WORD - ONE DAY: -GUARANTOR




DRT India :9th Sep 2013

guarantor - Legal Definition

n
One who makes a guarantee.
guarantor n. a person or entity that agrees to be responsible for another's debt or performance under a contract, if the other fails to pay or perform. 

Copyright © 1981-2005 by Gerald N. Hill and Kathleen T. Hill. All Right reserved.

guar·an·tor  (grn-tôr, grn-tr)
n.
1. One, such as a person or corporation, that makes or gives a promise, assurance, or pledge typically relating to quality, durability, or performance.
2. One who makes or gives a guaranty.


guarantor [ˌgærənˈtɔː]
n
(Law) a person who gives or is bound by a guarantee or guaranty; surety
Collins English Dictionary – Complete and Unabridged © HarperCollins Publishers 1991, 1994, 1998, 2000, 2003
guar•an•tor (ˈgær ənˌtɔr, -tər) 

n.
1. a person, group, system, etc., that guarantees.
2. a person who makes or gives a guarantee.
Random House Kernerman Webster's College Dictionary, © 2010 K Dictionaries Ltd. Copyright 2005, 1997, 1991 by Random House, Inc. All rights reserved.

Guarantor  -Sentence Examples

  • It may be possible to secure a guarantor for the tenant, which would be an excellent move.
  • They continue, and will continue tomorrow, to be the ultimate guarantor of our security... .
  • Guarantor on the mortgage.
  • Guarantor mortgages which are fixed.
  • Guarantor of stability in the region.
  • Guarantor for the tenant, which would be an excellent move.
  • In certain circumstances the reference company may require a guarantor.
  • Further, iran views the sco as a potential guarantor of future security, experts say.
  • Guarantor of peace for more than 50 years will be destroyed.
  • Guarantor for the rent.
  • If you have agreed to become a guarantor you cannot withdraw from the agreement.
  • The market is the best guarantor of efficient delivery.
  • Guarantor of religious freedom.
  • From time to time we need to ask prospective tenants to provide a guarantor for the rent.
  • In some cases you may be required to provide a financial guarantor.
  • Guarantor of security.
  • Some visitors come in the hope of finding a guarantor to put money down for accommodation.
  • Guarantor of consumer rights and to ensure that the consumer gets a fair deal.
  • If you have a local council guarantor, they are entitled to take a view on ticket prices.
  • Guarantor of quality.

How 54-year old CEO TK Kurien has put Wipro back on track to regain its lost ground

Kurien also believes the time has been well spent in laying the foundation for strong, sustainable growth in a rapidly-changing industry.

Lison Joseph, ET Bureau | 9 Sep, 2013, 05.57AM IST23 


BANGALORE: Within the last few days,Wipro has been announcing a 
flurry of large deals worth over $100 million (Rs 650 crore), a 
sign of its improving prospects and rising confidence. While these 
contracts are by no means conclusive evidence that the company
 is returning to the pink of health, they nevertheless demonstrate
 that Chief Executive TK Kurien has been implementing a 
turnaround plan that has earned him a reputation within the
 company and without as a CEO who is made of stern stuff.

Two-and-a-half years after taking over as CEO, the 54-year old
 is aware that the initial expectations of a swift turnaround were
 too optimistic. But Kurien also believes the time has been well
spent in laying the foundation for strong, sustainable growth in
 a rapidly-changing industry. "The hardest one (job) I have ever
 done," Kurien told ET.

Wipro is still underperforming the industry, but on the brighter side,
the company has signalled a silver lining ahead — robust growth
 forecast for the July-September quarter, which is the highest in
 nearly two years. While Kurien has not engineered a spectacular
 turnaround, he did not inherit a garden variety problem either. 
He took charge from two company veterans, Suresh Vaswani 
and Girish Paranjpe, under whose watch Wipro's performance 
turned dismal, forcing the hand of founder Azim Premji.

The job description did not capture the scope of the challenge
 at the company that employs 135,000. In February 2011,
 the former GE executive was handed a disillusioned organisation
 that was bleeding talent and was staring at potential customer 
desertions. And the outsourcing market's dynamics were changing fast.

Scarred by the 2008-09 financial crisis, clients in the US and 
Europe demanded tangible value and not just pieces of software 
or hardware. They also pushed more risk on to service providers.
 "I didn't plan for the ground shifting beneath my feet," remarked Kurien.

He had to change the organisation internally, banish cynicism and find
 the right talent to help Wipro get in sync with external realities. 
His reputation as a ruthless taskmaster did not help matters, but Kurien 
was not prepared to put up with people who did not believe in Wipro's
 ability to fight back. His biggest challenge was to be able to work with 
long-time colleagues and friends without letting familiarity get in the way 
of taking tough and necessary decisions. "You get comfortable with each 
other and tend to avoid conflicts. In the process, you forget the customer,"
 he said.

As Kurien started shaking things up, employee churn peaked to as 
much as 30 per cent in some divisions. "The biggest thing was putting 
your arm around people and making sure that the good ones didn't go
 away." It appears to be working, if the June quarter attrition rate of 
around 13 per cent is anything to go by. In fact, Kurien considers the
 "touchy feely" side of people management as one of his biggest lessons.

  
Even as he was getting the employee side of things right, Kurien 
did not take his eyes off customers and pushed sales staff to get
 bigger share of clients' technology spending.

 "Kurien knows when to go out of the way to entertain clients' demands 
and where to draw the line without putting them off," said Sid Pai, 
president for Asia-Pacific at TPI, one of the largest technology 
sourcing advisories.

"TK has made Wipro a more customer-centric organisation," said
 Rishad Premji, Wipro's chief strategy officer and the elder son of 
chairman Premji. "His boundless energy, no-nonsense style, openness 
to take risks and strong execution rigour have been instrumental in 
setting us on our transformation journey and also carrying people along."

A senior headhunter who has worked with Wipro closely for many years, 
said Premji, has told Kurien not to get bogged down by what the press
 writes about Wipro or its pilgrim's progress. For his part, Kurien says 
Wipro being a promoter-driven organisation is a blessing. "It is surprising,
 the level of risk I have been able to take. I would have been fired 100 times 
over in a market-driven company," said Kurien.

On why he thinks Premji chose him for the top job, Kurien said "I have no clue
. Probably (because I) happened to be around!" Kurien has no qualms in 
admitting that Wipro is still work in progress, with plenty to be done still. 
But beyond the metrics and data points, he said he is working towards
 more long-term goals.

"My success is in being able to hand over something to my successor that 
is better than what I inherited," said Kurien, who is also candid about the
 job being a mixed bag of things he loves and aspects he can do without. 
"A leader has to live with both the hopes and the nightmares of an 
organisation, every day. You can't choose just one."

Happy Ganesh Chaturthi Greetings



DRT India :9 thSep 2013



Happy Ganesh Chathurthi

May you find all the delights of  Life

May your ALL Dreams come true

DRT India :9th Sep 2013

Saturday, September 7, 2013

ONE LEGAL WORD - ONE DAY: “OBDURATE”


Obdurate ob·du·rate  (bd-rt, -dy-)
adj.
1.
a. Hardened in wrongdoing or wickedness; stubbornly impenitent: "obdurate conscience of the old sinner" (Sir Walter Scott).
b. Hardened against feeling; hardhearted: an obdurate miser.
2. Not giving in to persuasion; intractable. See Synonyms at inflexible.

[Middle English obdurat, from Late Latin obdrtus, past participle of obdrreto harden, from Latin, to be hard, endure : ob-intensive pref.; see ob- + drushard; see deru-in Indo-European roots.]

obdu·rate·ly adv.
     obdu·rate·ness n.

obdurate [ˈɒbdjʊrɪt]
adj
1. not easily moved by feelings or supplication; hardhearted
2. impervious to persuasion, esp to moral persuasion
[from Latin obdūrāre to make hard, from ob- (intensive) + dūrus hard; compare endure]
obduracy , obdurateness n
obdurately  adv

— Harshly resolute; not open to compromise. An obdurate paralegal or client is callous, dogmatic and unwilling to consider alternatives. Obduracy can affect costs.
Further Reading:
“This case started as litigation based on a home insurance contract. The appellant suffered a loss and encountered obduracy and bad faith on the part of the respondent.”
“The Obdurate Rump: Conrad Black and the Flouting of Corporate Governance” – Paper presented by Marc Edge, Ph.D.

State-owned banks to get tough with willful defaulters



http://www.hindustantimes.com/Images/Popup/2013/9/06_09_13-buss23.gif

























Arnab Mitra and Mahua Venkatesh, Hindustan Times  New Delhi, September 05, 2013

The finance ministry has directed state-owned banks to get tough with willful defaulters. Promoters of companies seeking corporate debt restructuring (CDR) are likely to be asked for a list of personal assets and these will be charged to the lending banks to ensure that banks have sufficient collateral to cover their loans in case of defaults.
“We have asked banks to look into the issue of non-performing assets (NPA). It is high time they act tough with willful defaulters,” Rajiv Takru, secretary, financial services sector, told HT. There’s more. 
Banks will have to get valuations done to ensure that the collateral covers the value of the loan.
Banks will have to“There will be fewer willful defaults if promoters know their personal assets will be attached,” he said, adding, banks may even seek a change of management in case of gross mismanagement of a company that has gone for CDR.
Gross NPAs or bad loans in the banking system has touched 5%, causing concerns both for the Reserve Bank of India and the government.
According to a BCG-FICCI report, banks have cumulatively recast loan amounting to Rs. 2.5 trillion under the CDR exercise while most of it has been done in the last few months.
In 2012-13, banks restructured loans worth Rs.75,000 crore under CDR, almost double of that in 2011-12.
Bankers feared that a chunk of this could turn unproductive. “With the economy slowing down, there are several genuine cases, where repayment has become an issue but the problem is that there are several others who are taking advantage of the situation and this needs to be addressed,” a bank chairman who did not wish to be identified said.
CDR is aimed at providing relief to companies that are unable to repay their loans by extending the payback period and reducing the interest rate. Besides, these companies are also given a repayment holiday and the option to convert a part of the loan into equity.
In the first quarter of 2013-14, banks restructured loans of 12 companies with a total amount of Rs. 20,000 crore, including construction major Gammon India Ltd’s Rs. 13,500 crore and logistics company Arshiya International Ltd’s Rs. 3,000 crore. 



    Rs 1.43-lakh cr locked up in Debt Recovery Tribunals





    Over 42,000 cases....33 Debt Recovery Tribunals..... Rs 1.43-lakh crore. 

    BL:K Ramkumar :Mumbai :7 Sep 2013


    Over 42,000 cases are piled up before the 33 Debt Recovery Tribunals in the country locking up a whopping Rs 1.43-lakh crore. 

    This is because the number of loan recovery cases filed by banks and financial institutions is rapidly outstripping those getting disposed of.

    According to Finance Ministry data, from April 2012 to March 2013, banks and financial institutions filed 14,666 cases in DRTs to recover loans of Rs 48,037 crore. 

    In the same period, the Tribunals resolved 9,816 cases (including those carried over from previous years) aggregating Rs 18,692 crore. Thus, as on March-end 2013, the number of cases pending before the DRTs was 42,819 involving Rs 1,43,873 crore.

    Banks and financial institutions move the DRT for recovery of loans above Rs 10 lakh. The Tribunals also hear the pleas of borrowers against banks/financial institutions that have initiated legal proceedings to take possession of pledged assets under the Sarfaesi (Securitisation and Reconstruction of Financial Assets and Enforcement of Security Interest) Act for default in servicing loans of Rs 1 lakh and above.

    According to M. R. Umarji, Chief Legal Adviser, Indian Banks’ Association, the Tribunals are getting bogged down dealing with cases filed by banks and financial institutions and hearing the plea of borrowers against recovery action.

    According to him, recovery can be expedited by opening new Tribunals. Setting up a Tribunal to deal exclusively with the plea of borrowers against whom recovery action has been initiated could also help.

    Bankers complain that though the DRTs are supposed to dispose of a case within six months from the date of receiving an application by a bank/financial institution, in reality even the first hearing happens after a year.

    Banks name defaulters, but hesitate on publishing photos


    Rising bad loans and restructured advances have been a major concern for Indian banking industry in the recent years. Total gross non-performing assets (NPAs) of 40 listed Indian banks rose to `2.08 trillion as at end-June, up 40%, from the year ago-period. Photo: Mint

    Rising bad loans and restructured advances have been a major concern for Indian banking industry in the recent years. Total gross non-performing assets (NPAs) of 40 listed Indian banks rose to Rs.2.08 trillion as at end-June, up 40%, from the year ago-period. Photo: Mint



     Live mint :Manish Basu :Fri, Sep 06 2013. 12 57 AM IST
    Publishing photographs is an “extra-legal means” to recover loans, according to a court verdict
    What’s in a name? Not much perhaps, but a picture speaks a thousand words. Or, so it seems, when delinquent borrowers don’t take offence at their names being made public but hustle to courts to stop banks from publishing their photographs in newspaper advertisements.
    Until lately, banks have been publishing photographs of people who did not repay loans. At least two high court verdicts in 2006 were in favour of this practice. But, in the wake of a conflicting verdict issued by the Calcutta high court in May, banks are now confused whether they should continue to publish photographs of delinquent clients.
    In 2006, the Madras high court ruled that “if borrowers could find newer and newer methods to avoid repayment of loans, banks are also entitled to invent novel methods to recover their dues”.
    The same year, the Madhya Pradesh high court concluded that publication of pictures wasn’t defamatory in any manner for delinquent borrowers.
    By publishing photographs of defaulters, banks could up the ante, and recoveries improved “significantly”, said Deepak Narang, executive director at Kolkata-based United Bank of India.
    The tactic was particularly effective with retail borrowers and small entrepreneurs, said the law officer of a Kolkata-based public sector bank who did not wish to be identified. But with large conglomerates, it made “little or no difference at all”, according to this person.
    But the Calcutta high court formed a different view on this matter, and if it holds out against legal challenge at appeals courts, it could seriously impair loan recovery in the future, say bankers.
    Even after considering the verdicts of the Madras and Madhya Pradesh high courts, which were cited by lawyers for State Bank of India, Calcutta high court judge Dipankar Dutta ruled in early May that there was no provision for publishing photographs of defaulters under the Securitization and Reconstruction of Financial Assets and Enforcement of Security Interest (Sarfaesi) Act. In his combined verdict on two similar writ petitions—both involving India’s biggest lender—Dutta said publishing photographs was an “extra-legal means” to recover loans, for which there was no “legislative sanction” under the Sarfaesi Act.
    It did not matter that banks weren’t prohibited from publishing photographs, Dutta said in his judgment, adding that he could not support the view that banks were at liberty to “invent novel methods to recover their dues”.
    For years, defaulters have argued that publishing their photographs was a “coercive” tactic which infringed upon a person’s right to privacy.
    Whereas judges before Dutta had ruled that right to privacy wasn’t “absolute” and that banks could disclose borrowers’ identity along with their photographs in the event of delinquency, the Calcutta high court judge ruled that lenders were not allowed to adopt any means at all to recover loans unless they were clearly “authorized by law”.
    After this Calcutta high court judgment, other banks such as United Bank of India and UCO Bank gave instructions to all their branches not to publish photographs of defaulters in statutory notices issued under the Sarfaesi Act.
    “Banks that have been granting us loans without any complaint, cannot suddenly defame us by issuing public notices with our pictures for delays in repayment,” says Bipin Kumar Vohra, a Kolkata-based businessman who recently dragged Allahabad Bank to court for publishing his photograph in a public notice.
    Such notices pointing at delinquent companies and their directors for the benefit of other potential lenders were “completely unnecessary” because they could not on their own assess creditworthiness of each firm, says Vohra, who has claimed Rs.100 crore in compensation from Allahabad Bank for defamation.
    Two of Vohra’s firms collectively owe at least Rs.1,200 crore to a consortium of lenders.
    Vohra, though, didn’t immediately secure any interim order as the Calcutta high court said it would hear the dispute between him and Allahabad Bank only after the division bench of the court had disposed of the appeals filed against Dutta’s judgement from May.
    Rising bad loans and restructured advances have been a major concern for Indian banking industry in the recent years. Total gross non-performing assets (NPAs) of 40 listed Indian banks rose to Rs.2.08 trillion as at end-June, up 40%, from the year ago-period. Top five banks with highest NPA numbers areCentral Bank of India (6.03%) Dhanlaxmi Bank Ltd (5.78%), State Bank of Mysore (5.61%), United Bank of India (5.59%) and UCO Bank (5.58%).
    Concerned over the rise in bad loans, banks had become more aggressive in recovering their dues, including making the details of promoters in public. The State Bank of India (SBI), country’s largest lender, had a major clamp down on wilful defaulters—companies that have failed to repay loans even though they have the capacity to make payments, by classifying 274 companies as wilful defaulters in the year ended 31 March, after pushing 383 into that category in the previous fiscal.
    With this, SBI classified 657 companies, which have defaulted on loans worth Rs.5,700 crore as wilful defaulters in the past two years. About 60% of the defaulters are mid-size corporate firms with an average loan size of Rs.60-70 crore. SBI began compiling the wilful defaulters’ list in 1999. As at end June, SBI had gross NPAs of 5.56% of its total loans.