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UK watchdog probes Deloitte's audits of Glencore's 2013-2020 accounts

UK watchdog probes Deloitte's audits of Glencore's 2013-2020 accounts

Time of India4 days ago
Britain's accounting watchdog said on Wednesday that it is investigating
Deloitte LLP
's audits of commodities trader Glencore and one of its divisions for the financial years ended December 2013 through December 2020.
The
Financial Reporting Council
(FRC) is examining whether Deloitte properly assessed the risk of legal and regulatory breaches during its audits.
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Glencore and its unit,
Glencore Energy UK Limited
, have faced extensive investigations by government agencies in recent years over allegations of bribery and corruption.
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The firm's former head of oil Alex Beard and five other ex-employees of the Swiss commodity trader will stand trial in a London court in 2027 on bribery charges.
"We are committed to the highest standards of audit quality and will fully co-operate with the Financial Reporting Council," a Deloitte UK spokesperson told Reuters.
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Glencore declined to comment.
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National chicken finger day: Here's how to get a free chicken finger this July 27
National chicken finger day: Here's how to get a free chicken finger this July 27

Time of India

timean hour ago

  • Time of India

National chicken finger day: Here's how to get a free chicken finger this July 27

Chicken lovers, mark your calendars. Raising Cane's and numerous other restaurants are gearing up to celebrate National Chicken Finger Day on Sunday, July 27. The fast-food favorite is giving customers a reason to celebrate with a finger-lickin' freebie. There are no codes or strings involved, just free chicken. Explore courses from Top Institutes in Please select course: Select a Course Category Data Science Technology Others Cybersecurity Leadership Artificial Intelligence MCA PGDM Degree Design Thinking Data Science Finance Operations Management Public Policy Digital Marketing Management CXO healthcare Data Analytics Healthcare MBA Product Management others Project Management Skills you'll gain: Duration: 10 Months IIM Kozhikode CERT-IIMK DABS India Starts on undefined Get Details Skills you'll gain: Duration: 11 Months IIT Madras CERT-IITM Advanced Cert Prog in AI and ML India Starts on undefined Get Details Skills you'll gain: Duration: 11 Months E&ICT Academy, Indian Institute of Technology Guwahati CERT-IITG Postgraduate Cert in AI and ML India Starts on undefined Get Details Skills you'll gain: Duration: 10 Months E&ICT Academy, Indian Institute of Technology Guwahati CERT-IITG Prof Cert in DS & BA with GenAI India Starts on undefined Get Details Skills you'll gain: Duration: 30 Weeks IIM Kozhikode SEPO - IIMK-AI for Senior Executives India Starts on undefined Get Details National Chicken Finger Day, which Raising Cane's claims to have started 16 years ago, is this Sunday. Originally introduced in 2010, the holiday was created by the brand and is now available to all customers, not just loyalty members. Raising Cane's is marking National Chicken Finger Day on July 27 by giving away a free chicken finger with every Box Combo purchase. The once-exclusive deal is now open to all customers, no loyalty membership required. "No code or coupon required, just an extra reason to celebrate the holiday Raising Cane's started 16 years ago," Raising Cane's said in a media release. "There isn't a limit, either. The more Box Combos ordered; the more free Chicken Fingers to enjoy!" Live Events ALSO READ: Gold price prediction: Analysts forecast gold rates for August All customers who buy a Box Combo on July 27 will receive a complimentary chicken finger, the company announced in a news release on July 16. The business stated that this is the first time the offer is being made available to all clients, not just Caniac Club loyalty members, as per a report by USA Today. With more than 900 outlets in more than 40 states, Raising Cane's says it intends to add more than 100 more eateries "across several new markets" by 2025. Snoop Dogg appears in this year's campaign. Snoop Dogg, a legendary rapper, has been enlisted by the chain to promote National Chicken Finger Day this year. View this post on Instagram A post shared by Raising Cane's (@raisingcanes) Restaurant Chains Offering Free Chicken on National Chicken Finger Day While Raising Cane's may have started the party, other chicken chains are showing up to the feast this year too, as per a report by Fox Business. Huey Magoo's, a fast-casual chicken tenders chain, offers five free Tender Bites with any three-piece or larger Tender Meal on Sunday. Popeyes offers free six-piece bone-in wings with any bone-in wings order. 7-Eleven offers deals for 7Rewards and Speedy Rewards members on July 29 at participating 7-Eleven, Speedway, and Stripes stores nationwide. Florida-founded Hurricane Grill & Wings offers 99-cent bone-in or boneless wings for dining-in or carry-out on July 29 only. The National Chicken Council estimates that Americans will eat a record 104lbs of chicken per person in 2025. FAQs How can I get a free chicken finger? Buy any Box Combo at Raising Cane's on July 27 and receive one free chicken finger. Do I have to be a loyalty member? Nope, this year's deal is available to everyone, not just Caniac Club members.

Sotefin Bharat plans Rs 80 crore IPO to build parking robot unit for automated parking in Bengal
Sotefin Bharat plans Rs 80 crore IPO to build parking robot unit for automated parking in Bengal

The Print

time2 hours ago

  • The Print

Sotefin Bharat plans Rs 80 crore IPO to build parking robot unit for automated parking in Bengal

'We are in the process of launching an IPO, which will help us become Atmanirbhar in the production of robots used in automated parking systems. The robot manufacturing facility will require around Rs 40 crore, while the remaining Rs 40 crore will be largely used for debt reduction and enhancing working capital to undertake larger projects,' Sotefin Bharat Managing Director & CEO Arup Choudhuri told PTI. The entire issue will be a fresh equity offer, with no stake dilution by the promoters or existing PE funds, a top company official said. Kolkata, Jul 27 (PTI) Swiss automated parking solutions major Sotefin SA's Indian subsidiary, Sotefin Bharat, on Sunday said it will hit the capital market to raise Rs 80 crore to support indigenous manufacturing of robots for automated parking systems in West Bengal. The company has announced a new manufacturing facility at Bagnan in West Bengal's Howrah district, entailing an investment of approximately Rs 40 crore. Once fully operational with in-house robotic manufacturing capabilities, the state-of-the-art plant is expected to create over 100 jobs and significantly boost Sotefin Bharat's production capacity, Choudhuri said. The facility is projected to support the creation of over 10,000 automated car parks or 25 automated parking projects per year, he added. The equity structure of the company is evenly held by two Indian promoters—Arup Choudhuri and Jignesh Sanghvi—Swiss partner Sotefin SA, and a clutch of PE funds, each holding 25 per cent. Post IPO, the fresh issue will dilute all existing promoter holdings by 6.25 per cent, taking public shareholding to nearly 25-26 per cent, Choudhuri said. The listing will also help unlock value, and the company is currently working with merchant bankers to prepare the Draft Red Herring Prospectus (DRHP), which is expected to be filed with the regulator within a month. The company has also started exporting its systems to the US and Dubai, officials said. 'Our order book currently stands at Rs 1,000 crore, which should support a 50–60 per cent growth over the next 3–4 years,' said Executive Director Jignesh Sanghvi. PTI BSM RG This report is auto-generated from PTI news service. ThePrint holds no responsibility for its content.

Suresh Narayanan—the accidental CEO
Suresh Narayanan—the accidental CEO

Mint

time6 hours ago

  • Mint

Suresh Narayanan—the accidental CEO

NEW DELHI : Suresh Narayanan's entry into the corporate world was serendipitous. Growing up in pre-liberalized India, he didn't consider a career in the packaged consumer goods industry. He wanted to be a bureaucrat, following in his father's footsteps. But a chance encounter during his final year at the Delhi School of Economics led to his first corporate job. This week, he'll end his four-decade corporate career when he steps down as the chairman and managing director of Nestlé India Ltd. On 1 August, Amazon's Manish Tiwary will replace Narayanan, who has been with the Swiss packaged foods company for over 25 years, including a decade of leading its India operations. But a look back at his career, in some sense, suggests he was being prepared for this role from the very beginning. 'People wanted me to do engineering or medicine. I studied economics instead with every intention of being a bureaucrat that was drilled in me—my father was in government, so was my grandfather," said Narayanan. Hindustan Lever Ltd (now HUL), a coveted employer at the time, was recruiting on campus—a rare event back then. Narayanan, who hadn't even taken the CAT exam (mandatory for pursuing an MBA), was persuaded by a peer to apply, and to his surprise, he got the role. This prompted his move to Mumbai, with a monthly salary of ₹1,200 to ₹1,300. HUL and foods Narayanan's career at HUL was entirely focused on the food division, a natural precursor to what was to come. At HUL, his peers included Nitin Paranjpe (non-executive chairman of HUL) and Leena Nair (the current chief executive, Chanel), among others. He worked on brands such as Dalda and animal feeds and later became part of the Brooke Bond Lipton team. He eventually headed sales for their tea and coffee business before a brief stint at Colgate. While he respected Colgate's culture and values, the toothpaste and shampoo categories didn't appeal to him after years of being a 'foods guy". Narayanan joined Nestlé in 1999 as executive vice president for sales in India, a rare external hire into the company's core management committee at the time. 'What struck me about Nestlé was that it was a company with a huge premium on quality and safety and very strong brands," he told Mint in an interview earlier this month at the company's Gurugram office. What followed were over 25 years of service at the Swiss foods company, including international assignments in Nestlé Indochina, where he led sales, marketing, and food services across Thailand, Cambodia, Myanmar, Laos, and Vietnam. He also served as managing director of Nestlé Singapore Pte. Ltd, followed by chairman roles for Nestlé North Africa and Nestlé Philippines. He was chairman and CEO of Nestlé Philippines prior to joining Nestlé India as managing director. The Maggi crisis Narayanan returned to India and joined as managing director on 1 August 2015, in the midst of the Maggi noodle crisis. This period, he said, was an 'existential crisis" but also a defining one. Nestlé India's instant noodles brand got embroiled in controversy following allegations of high levels of lead and monosodium glutamate (MSG) exceeding permissible limits. The issue first emerged in March 2014 when a food inspector in Uttar Pradesh found MSG despite the 'no added MSG" label. This led to the Delhi government imposing a 15-day ban, followed by a nationwide recall order on 5 June 2015. Nestlé India recalled and destroyed approximately 38,000 tonnes of Maggi noodles, plummeting its market share from over 80% to zero in one month. Maggi noodles eventually returned to the market in November 2015 and have since regained market share, now hovering over 60%. In 2015, the company's net sales decreased by 17.2% to ₹8,123.27 crore, largely due to the crisis, with a profit after tax (PAT) of ₹563.27 crore. However, the crisis did push the otherwise media-shy company to open up more to investors, shareholders, and the public at large. 'It was groundswell not only from global, but from the local market as well. Nestlé has always been a reticent, low-profile company. There is less known about it than should be known. Post the crisis, we became more open. I became a kind of regular fixture on media calendars. We shared a lot more. We have come out of the crisis stronger," he said. Nestlé also stepped up its innovation efforts to shake off the company's dependence on the Maggi brand. 'In 2015, many considered us to be solely a Maggi noodles company. Since then, we have diversified our portfolio, expanding categories such as breakfast cereals, premium coffee, and pet food with over 150 new products that have contributed to 7% of sales," he said in the company's annual report for 2024-25. For instance, the company's pace of innovation is now 4X faster than it was a decade ago. 'We have become less failure-averse as a company," he added. In 2024-25, the KitKat chocolate maker reported sales worth ₹20,077.5 crore, more than double since Narayanan took over. PAT stood at ₹3,314.5 crore. 'Over the last decade, Nestlé India's revenue witnessed a compound annual growth rate of 10.3%, while the corresponding profits from operations grew by 13.5%.The capex levels have risen from 1.8% of sales in 2015 to 10.0% of sales in the fiscal year ending 2024-25," according to the company's annual report. Nestlé India's share price was around ₹654.86 when Narayanan took over. It has risen 248% to ₹2,279.20 as of 25 July. The Maggi troubles aside, the company has faced other challenges, such as skyrocketing coffee prices over the last year that have impacted margins and a sluggish demand for packaged foods in general. In the June quarter, profit fell because of input cost pressure and higher finance costs for the company. Analysts said Nestlé's volume growth was 'modest", and the company missed margin expectations due to input cost pressure. There were some misses, too, such as rival HUL outbidding it to buy health food drink brand Horlicks. However, Narayanan seems to have little regret over the deal now. 'Let us just say, we are a nutrition company," he said. In 2024, Nestlé India faced scrutiny over allegations of adding high levels of sugar to its baby food products, particularly Cerelac and Nodi infant cereals, sold in India and other developing countries. 'We were fully compliant with the laws of the land. We have launched products with low refined sugar," he said. India investments Meanwhile, the company has made substantial capex investments over the last five years, including expanding production capacities for Maggi, confectionery, and coffee. Narayanan expects the pace of innovation to pick up even more. 'We've invested almost ₹6,000 crore as capex (between 2020 and 2025). We have done a lot of capacity creation to meet the demand we are anticipating. I would reckon that the pace of innovation, which today contributes about 7% of sales, we should reasonably target at least a 10% interim goal going forward," he added. Narayanan said urban Indian consumers are changing, with greater emphasis on quality and more premium experiences. This is playing to the advantage of companies like Nestlé, he added. For instance, the company opened its premium coffee boutique, Nespresso, in India this year. It has also expanded into the pet care business and has a joint venture with Dr. Reddy's to sell nutraceutical brands. It has also stepped up distribution in rural markets after years of being an 'urban" company. Rural markets now account for 20% of its domestic sales, albeit less than the industry average, but growing. While affordability remains an important plank for FMCG companies in the Indian market, Narayanan has been pointing to a trend of 'premiumization", with consumers increasingly willing to pay for quality products. Beyond business, Narayanan has rarely held back views on broader economic and social trends. He said consumption growth in India will depend on controlling food inflation and creating meaningful employment opportunities, especially in sectors like manufacturing. Greater spending on infrastructure could go up, "that's what's fueling growth in rural India", he added. Second innings As he transitions into his 'second innings", Narayanan plans to pursue teaching, particularly in executive education, starting initially with guest lectures. He is also in conversations with private equity firms for advisory roles. 'I've worked for 44 years and have had my fair share of operating and running businesses. I have no desire to uproot myself, but I'd rather give back. I want to also see more places in India, and travel a bit of the world," he said. On management lessons, Narayanan said humility and keeping one's ego in check are critical, especially as people move up within organizations. 'One of the biggest challenges of leadership is that you develop the plaque of ego and you're not able to scrape it off," he added.

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