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<ul><li>L&amp;T now has 51.8% stake in Mindtree</li><li>73.9% of Mindtree shareholders sold in an open offer by L&amp;T</li><li>Mindtree shareholder Nalanda Capital offloaded its 10.6% stake to L&amp;T</li></ul> L&amp;T is known to have taken over controlling stake in IT services company Mindtree, pulling off a rare feat in India --- a hostile takeover. A large chunk of Mindtree shareholders tilted towards infrastructure major Larsen &amp; Toubro as 73.9% of them sold in the open offer at ₹980 a share. This has given<a href="https://www.livemint.com/companies/news/l-t-acquires-52-of-mindtree-in-indian-it-industry-s-first-hostile-takeover-1561536743325.html"> 51.8% stake in the</a> company to L&amp;T, and is known to have made over 20% stake from the offer, which was announced on June 7. The takeover turned successful after Nalanda Capital decided to offload its 10.6% stake to L&amp;T as a part of the open offer process, on June 24. Hostile takeovers are not common in India as promoters and the family own majority stake in their companies, leaving few outsiders to ever take control. Story so far However, Mindtree is one of the rare exceptions which is held by a clutch of investors and co-founder Subrato Bagchi. The takeover attempt started in March earlier when L&amp;T purchased 20% stake held by V D Siddhartha, the owner of Café Coffee Day chain for around ₹32.6 billion. After this, the promoters refused a bid to sell their stake, even as L&amp;T said it wanted to increase its shareholding to 66%. Even as L&amp;T has turned the promoter with a majority stake, during the course of the open offer more Mindtree investors are expected to concede. According to a<a href="https://www.business-standard.com/article/companies/subroto-bagchi-likely-to-offload-mindtree-stake-in-ongoing-open-offer-119062501210_1.html"> report by Business Standard</a>, the founder Subroto Bagchi, as well as Arohi Asset Management and Amansa Capital too, are in the process of giving up, to give way to L&amp;T. Interestingly, L&amp;T itself was once a target of a hostile takeover by none other than Reliance Industries which was then headed by Dhirubhai Ambani in 1987. Kumar Mangalam Birla was also one of the people who had purchased stake in the construction company, in an attempt to take over. However, timely thinking and setting up a trust by its own employees helped buy shares back. The trust is now of its biggest shareholders, after public sector insurance companies and banks.

L&T takes over Mindtree in Indian IT’s first-ever hostile acquisition

<ul><li>The company aims to achieve carbon neutrality by 2040, ahead of the Paris Agreement deadline of 2050.</li><li>Currently, more than 10% of the total electricity consumed by the company comes from renewable sources.</li><li>Its key subsidiaries will meet the net zero target up to 2035.</li></ul>As global carbon emissions remain a concern, construction-to-financial services conglomerate <keyword id="45475" type="General" weightage="20" keywordseo="larsen-toubro" source="Orion">Larsen &amp; Toubro</keyword> (<keyword id="6354919" type="General" weightage="20" keywordseo="lt" source="Orion">L&amp;T</keyword>) has committed it will become <keyword id="1044624" type="General" weightage="20" keywordseo="carbon-neutral" source="Orion">carbon neutral</keyword> by 2040, ahead of the Paris Agreement deadline of 2050. The company aims to use less fossil fuels and in turn commits to plant 1 million trees every year. L&amp;T's subsidiaries such as Mindtree, <keyword id="154871" type="General" weightage="20" keywordseo="lt-infotech" source="Orion">L&amp;T Infotech</keyword> (LTI), L&amp;T Technologies (LTTS) and L&amp;T Finance Holdings (LTFH) are also taking meaningful actions and ambitious targets in these areas. Mindtree, LTI and LTTS have taken targets of becoming carbon neutral and water neutral by 2030. Similarly, LTFH has taken the target to become carbon neutral by 2035. <table style="border-width: initial; border-style: none; table-layout: fixed; width: 468pt;"></colgroup><tbody><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Measures to become carbon neutral </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">With improved resource efficiency and conservation of vital natural resources </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Will consume some electricity from renewable sources </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Aim to use 100% renewable power by 2035 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Target to use 100% renewable fuels by 2045 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Tree plantation -- Will plant one million trees per annum </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">L&amp;T’s renewable energy programmes are aligned with the National Action Plan on Climate Change (NAPCC) released by the government </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Will use technology and innovation to achieve sustainable growth </td></tr></tbody></table> Oil-to-telecom conglomerate Reliance Industries Limited (RIL) has a target to become carbon neutral by 2035. The term net zero means achieving a balance between the carbon emitted into the atmosphere, and the carbon removed from it. This balance or net zero will happen when the amount of carbon we add to the atmosphere is no more than the amount removed. Besides, L&amp;T also aims to achieve water neutrality by 2035. “We are reaffirming our vision, policies, frameworks, roadmaps and action plans on ESG. Our ESG roadmap will align with our 5-year strategic plan - Lakshya 2026, and will reflect our commitment to climate leadership, water stewardship, circular economy, green supply chain, biodiversity, and green offerings. In line with the global push on ESG, we are gearing up for a step-change in our ambitions to scale new heights,” said S.N. Subrahmanyan, chief executive officer and managing director, L&amp;T. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/news/paytm-may-drop-its-pre-ipo-sale-as-advisors-recommend-lower-valuation/articleshow/87187525.cms">Paytm may drop its pre-IPO sale as advisors recommend lower valuation</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/india/news/the-depth-of-indias-vaccination-drive-gujarat-tops-the-list-up-and-bihar-yet-to-vaccinate-a-third-of-their-population/articleshow/87186515.cms">The depth of India’s vaccination drive — Gujarat tops the list, UP and Bihar yet to vaccinate a third of their population</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/sports/news/manu-vs-csk-why-manchester-united-owners-want-to-buy-an-ipl-team/articleshow/87186076.cms">Manchester United owners are getting drawn to the world's biggest cricket league – here's why</a>

L&T aims to become carbon neutral by 2040 and here's how

<keyword id="11032237" type="General" weightage="20" keywordseo="thrasio" source="Orion">Thrasio</keyword> Holdings Inc, an aggregator of private brands on <keyword id="18635" type="General" weightage="20" keywordseo="Amazon" source="Orion">Amazon</keyword>, on Friday said it will invest Rs 3,750 crore (nearly $500 million) to acquire leading digital-first brands in India. Thrasio started its Indian innings with acquiring Lifelong Online, a leading domestic online consumer brand, for an undisclosed sum. India is one of the fastest-growing regions for Amazon's third-party marketplace, making it enticing for aggregators. "We couldn't be more excited to work with Lifelong Online and, together, take our proven model to India," said Carlos Cashman, CEO of Thrasio. "In addition to acquiring and growing digital-first businesses, we plan to participate in the 'make in India' movement by transitioning the manufacturing for some of our products to the country," Cashman said. Thrasio has acquired more than 200 brands and raised more than $3.4 billion in funding. Lifelong will now be known as "Lifelong, a Thrasio company" and will be well-positioned to engage with India's more than 750,000 sellers. "We are building a technology-first, next-generation consumer goods company," explained Bharat Kalia, CEO of Lifelong Online. Lifelong Online was founded by Atul Raheja, Varun Grover, and Kalia in 2015. "With lucrative exit options for founders, we hope to encourage even more brands and sellers to join the D2C ecosystem in India," he added. According to the most-recent list from Marketplace Pulse, adding all of the Thrasio brands together, Thrasio would be a top-5 seller on Amazon's marketplace. In fact, Thrasio estimates that 1 in 6 US households has already purchased a Thrasio product via Amazon alone. "India is a unique market with hundreds of thousands of motivated entrepreneurs," said Cashman. Founded in 2018 by Joshua Silberstein and Cashman, Thrasio has a portfolio of tens of thousands of products. "We are thrilled to provide brand owners with the opportunity to successfully sell their businesses as well as to give consumers greater access to quality products. This is a major step in our evolution and a huge opportunity for India's sellers," said Cashman. SEE ALSO <a class="tout-title-link" href="https://www.businessinsider.in/stock-market/news/reliance-industries-hdfc-bank-mindtree-vodafone-idea-and-other-hot-stocks-on-january-14/slidelist/88888740.cms">Reliance Industries, HDFC Bank, Mindtree, Vodafone Idea and other hot stocks on January 14</a> <a href="https://www.businessinsider.in/politics/world/news/russia-warns-it-will-sever-ties-with-the-us-if-it-sanctions-putin-over-ukraine-crisis/articleshow/88884832.cms" data-type="tilCustomLink">Russia warns it will sever ties with the US if it sanctions Putin over Ukraine crisis</a> <a href="https://www.businessinsider.in/science/health/news/yes-cats-can-get-covid-19-but-theyre-unlikely-to-become-seriously-ill/articleshow/88887140.cms" data-type="tilCustomLink">Yes, cats can get COVID-19, but they're unlikely to become seriously ill</a>

Amazon aggregator Thrasio will invest half a billion dollars in buying Indian brands

As travel tech major <keyword id="2808667" type="General" weightage="20" keywordseo="oyo" source="Orion">OYO</keyword> prepares for its much-awaited public listing, the continued satisfaction of its hotel partners and winning back dissatisfied partners will play a key role in determining how its business performs and, by extension, how its stock holds up. The company has recently been affected by some of its hotel partners publicly complaining, filing cases and even writing to the regulator. The moot question here is: Has IPO-bound OYO regained the trust of its hotel partners which it also addresses as Patrons? Let's take a closer look at its patron policies through its draft red herring prospectus (DRHP) filed with SEBI. With over 157,000 storefronts worldwide, the 40 reported cases against the company or its directors translate to less than 0.02 per cent of its storefronts. OYO sources say that majorly of these originate due to shifting from minimum guarantee to revenue sharing arrangement. As per DRHP, at its peak, 14.7 per cent hotels had minimum guarantee. This number is down to nearly zero now. After bingeing on growth and expansion, the company seems to have refocused its priority to course correct on the hotel partner front. Revenue growth is by far the biggest and most meaningful value proposition that OYO claims to provide its hotel partners worldwide. Its DRHP tries to prove it by showing the median revenue growth for a storefront after 12 weeks of a hotel joining the OYO platform. The highest revenue uplift for storefronts is in the European Vacation Homes Business at 2.4 times, while India is still at a healthy 1.9 times increase in revenue. The platform has several revenue enhancement tools, including machine-learning based dynamic pricing algorithms which use hundreds of parameters such as the supply and demand, seasonality and local trends to arrive at the optimal real-time price for a room and thus maximising partner revenues. Another pricing tool is the Tariff Manager, which gives partners control over pricing based on their understanding of potential local demand. Currently, 45 per cent of <keyword id="4964826" type="General" weightage="20" keywordseo="oyo-hotels" source="Orion">OYO hotels</keyword> use a tariff manager on a monthly basis globally. It has introduced a prepaid e-wallet to simplify revenue collection and reconciliation process and moved from a monthly reconciliation process to now offering hotel partners daily payouts to improve their working capital flow. It does consistent engagement with partners now via regular town halls. All of this has led to an increase in Patron satisfaction score from 30.1 per cent for the three months ended September 30, 2020, to a healthier 72.3 per cent for the three months ended March 31, 2021. OYO now has over 2,700 hotel partners with more than one property signed up on its platforms. For India, this translates to 9.5 per cent of the hotel owners. New hotels are joining the OYO platform via a self-onboarding tool, ‘OYO 360', which automatically generates digital contracts based on property details and KYC documents provided by hotel partners. In fiscal 2021, almost all the company's contracts with new hotel Partners were signed and managed digitally, says the DRHP. However, OYO still hasn't been able to assuage all of its sceptics. Some traditional hoteliers still believe that the model of offering season wise pricing with minor discounts is the only way to keep the small hotels category viable. Few others are still to come to terms with the abolition of the minimum guarantees which gave them certainty of revenues and are still in courts demanding compensation. There are signs of thawing though; according to company sources, close to 1,300 hotel partners facing issues in the past have joined back. Given the buoyant IPO market, OYO's public offering may sail through successfully, but the continued partner satisfaction will have a huge impact on its growth and hence its stock performance. A point OYO's founder Ritesh Agarwal would do well to take note of. SEE ALSO <a class="tout-title-link" href="https://www.businessinsider.in/stock-market/news/reliance-industries-hdfc-bank-mindtree-vodafone-idea-and-other-hot-stocks-on-january-14/slidelist/88888740.cms">Reliance Industries, HDFC Bank, Mindtree, Vodafone Idea and other hot stocks on January 14</a> <a href="https://www.businessinsider.in/politics/world/news/russia-warns-it-will-sever-ties-with-the-us-if-it-sanctions-putin-over-ukraine-crisis/articleshow/88884832.cms" data-type="tilCustomLink">Russia warns it will sever ties with the US if it sanctions Putin over Ukraine crisis</a> <a href="https://www.businessinsider.in/science/health/news/yes-cats-can-get-covid-19-but-theyre-unlikely-to-become-seriously-ill/articleshow/88887140.cms" data-type="tilCustomLink">Yes, cats can get COVID-19, but they're unlikely to become seriously ill</a>

Has IPO-bound OYO regained trust of its hotel partners?

The famed owner of Café Coffee Day chain of coffee shops <keyword id="808597" type="COMPANY" weightage="20" keywordseo="VG-Siddhartha">VG Siddhartha</keyword> was also exporting the largest quantity of coffee from India. The creator of the coffee empire went missing on Monday, July 29, 2019 when he went for a walk on the bridge of Netravati River in Dakshina Kannada. On Wednesday morning, July 31, 2019, his body was found in the waters of the river by a group of fishermen revealing the fact that VG Siddhartha had committed suicide. When the whole world is so shocked and surprised to know what could have forced the business tycoon to resort to such extreme measures, here are a few interesting facts about VG Siddhartha that will inspire anyone. <ul><li>Siddhartha founded the country’s first ever coffee chain. He was also the son in law of SM Krishna, former chief minister.</li><li>After the news about his suicide was known publicly, a letter written by him to the CCB Board and his family was found. In this letter, Siddhartha had stated that he was giving up not able to fight the pressures striking him from different directions. The letter also said he had "failed to create the right profitable business model" despite his best efforts. </li><li>Siddhartha owned the Asia’s single largest coffee estate. In addition to the CCD, Siddhartha had also created a hospitality chain that runs a seven star resort named Serai and Cicada.</li><li>CCD had employed about 30,000 employees around India. In a Rs. 3,000 crore deal, Siddhartha had sold his stake in Mindtree. </li><li>Per year, the total volume of coffee exported by Siddhartha is about 28,000 tons. Another 2,000 tons of coffee is sold locally with the coffee growing and trading company reporting an annual turnover of Rs. 60 million. </li><li>Siddhartha was 58 years of age when he died and he held a post-graduate degree in Economics. Their family owns about 15,000 acres of coffee estate and is the Largent coffee planters. </li><li>A month before Siddhartha’s death, Coca-cola had started talks to purchase a major stake in Café Coffee Day, the largest café chain in India. This was considered to be a well-calculated strategy that would hedge the risks connected with the selling of Coca-cola beverages in India and help the company to gain a strong foothold in the sub-continent if the deal had been realized.</li><li>Way back in 1985, Siddhartha had owned about 10,000 acres of coffee farms. As per his statement, he doubled his investment in the coffee plantations within a year when the coffee trading was liberalized in the 90s. </li><li>Siddhartha started the Amalgamated Bean Coffee Trading Company Ltd (ABCTCL) in 1993 to export coffee and the company became the second largest exporter of coffee from India. </li><li>The first store of CCD was opened in Brigade Road of Bengaluru that charged Rs. 100 for a coffee and an hour of Internet surfing. The first launch of the CCD proved successful as it happened during the time when Bengaluru was turning into an IT and lifestyle haven. This environment helped Siddhartha grow his fortune quickly. </li></ul>

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L&T takes over Mindtree in Indian IT’s first-ever hostile acquisition

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