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| Share Name | Share Symbol | Market | Stock Type |
|---|---|---|---|
| Indus Gas Limited | INDI | London | Ordinary Share |
| Price Change | Price Change % | Share Price | Last Trade
|
|
|---|---|---|---|---|
| -0.25 | -0.50% | 49.50 | 16:35:02 |
| Open Price | Low Price | High Price | Close Price | Previous Close |
|---|---|---|---|---|
| 49.50 | 49.75 |
| Industry Sector |
|---|
| OIL & GAS PRODUCERS |
| Top Posts |
|---|
Posted at 25/1/2010 18:05 by networker The recent company statement made reference to investor presentation(s). It looks as though they have not only started but also been well received. |
Posted at 31/8/2009 09:29 by bleunose rajstar . i use ig markets . if you go t tools then investor intellignce then you click on fx on lh side once you have the fx chart uop go to right hand top and choose point and figure and you can change boxsie a you please on the chart yesterday i changed the box size as well ... hope this helps |
Posted at 25/8/2009 11:04 by hithere2 sounds more like a bullish investor with his head in the clouds...ooooer...gr |
Posted at 17/8/2009 08:16 by macs bleunose, I first became interested in TA in 1959 when I joined a City Accepting House. I am an investor but also do some short term trading. I use Sharescope Pro and spreadbet with Selftrade. A candlestick bearish engulfing is a pretty reliable indicator. Hong Kong not relevant. There is no magic time scale or indicator(s). TA is interpretive. Good luck. |
Posted at 09/5/2009 19:34 by jackal2 INDIAN POWER COMPANY HAS A FOOT ON THE GAS.The Alternative Investment Market (AIM) offers investors a couple of chances to tap into the demand for power in India although KSK power ventur this week announced plans to move to the full list later this year. So, perhaps it is time to look at indus gas, which joined Aim less than a year ago. Its shares quickly rose from 164p to 240p, before hitting a low of 105p at the end of the year. However, they have started to recover after last week's announcement of a "take or pay" sales deal with the gas authority of India (GAIL) with an expected value of $600M. indus will start to supply 7m cubic feet a day from next April, increasing that over the following year to 33.5m cu ft. The gas will come from the SGL field, in which Indus has a 63% interest. Gail has yet to construct the pipeline to the end-user, a power plant in Rajasthan. But the commercialisation of indus's initial production will take some of the risk out of further exploration. regards. |
Posted at 10/10/2007 13:45 by rambutan2 Using this as a place to keep links in one handy place: |
Posted at 01/8/2006 08:35 by inthecoldlightofday India Hospitality Corp.01 August 2006 NOT FOR PUBLICATION, RELEASE OR DISTRIBUTION IN OR INTO THE UNITED STATES OF AMERICA For Immediate Release 1 August 2006 INDIA HOSPITALITY CORP $100M Fundraising Makes New AIM Entrant Largest SPAC Focused On India Targeting multiple acquisitions in hospitality, leisure, tourism, travel and related industries Management team headed by Jason Ader - proven track record in hospitality sector investment and research - previously Senior Managing Director with Bear Stearns & Co before founding New York based investment manager Hayground Cove Experienced management team with 'on the ground' presence and sourcing network - key to successful diligence and investment selection Focus on fast-growing Indian cities and top tourist destinations in India -non-luxury markets overlooked by major players India's GDP has recently grown at 7-8%, expected to continue India's middle class estimated at 300m in 2005, expected to grow to 500m by 2010 - greater purchasing power allied to more budget airline entrants underpins significant domestic air travel growth expectations - further fuelling hospitality growth Attractive growth potential due to significant sector demand/supply imbalance - recent Government initiatives to address shortage of hotel rooms, especially ahead of the 2010 Commonwealth Games Dealings due to start on AIM today Deutsche Bank AG London acting as NOMAD Commenting on the fundraising and admission to AIM, CEO Jason Ader said 'the $100m raised shows confidence in the opportunity to generate superior shareholder returns from our targeted area of the Indian hospitality market.' Contact: Mark Edwards/ Richard Oldworth Buchanan Communications +(44) 207 466 5000 INDIA HOSPITATLITY CORP $100 MILLION FUND RAISING AND ADMISSION TO AIM India Hospitality Corp ('IHC' or 'the Company') is pleased to announce that it has raised $100 million and dealings are due to commence on AIM today. Nominated Adviser and Broker to the Company is Deutsche Bank AG London PROPOSED BUSINESS IHC intends to use the funds raised to acquire an Indian business, businesses or assets focused on the hospitality, leisure, tourism, travel and related industries, including but not limited to hotels, resorts, timeshares, serviced apartments and restaurants. While potential acquisitions could come from any of these sectors, IHC intends to focus primarily on the hospitality industry. These markets in India, and particularly the hospitality industry, are high-growth, underserved and fragmented, and they offer profit margins, returns on capital and cash flows that are among the most attractive in the world. IHC intends to place emphasis on acquiring businesses in fast-growing Indian cities and top tourist destinations in India. IHC believes that the predominantly local hospitality businesses serving these segments have generally not pursued aggressive growth strategies, but instead have followed an own-and-manage model as opposed to the lease or franchise model employed by hospitality industry leaders. The Company believes opportunities exist to negotiate purchases directly with these companies and their individual owners. In addition, IHC believes that it will be able to use its management's expertise in operations and financing to manage the businesses or assets which IHC may acquire, and to deliver superior risk-adjusted returns for shareholders. Strategy IHC's strategy to focus on the non-luxury segment of the Indian hospitality market is driven by the following key points: At 7-8% GDP growth, India has one of the fastest growing economies in the world Foreign direct investment in India's trade, hotels and restaurants industries is at a lowly 1% of total inflows to India despite being one of the fastest growing sectors Government initiatives to promote sector investment Indian hospitality industry is largely driven by domestic market, particularly domestic tourism which grew 13.7% CAGR between 2000 and 2004 Rapid expansion of Indian middle class - from 300m 2005 to 500m in 2010 Increasing disposable per capita income and growth in lost cost travel fuelling further growth in domestic tourism. Current demand / supply imbalance with significant shortage of hotel rooms, particularly ahead of 2010 commonwealth Games. Non-luxury segment of market is overlooked by sector major players - offering potentially superior shareholder returns. MANAGEMENT Directors and Executive Officers (for biographical details see Appendix) The Company's current Directors and executive officers are as follows: Name Age Position ------ ----- ---------- Jason N. Ader 38 Chief Executive Officer and Chairman of the Board of Directors Andrew Sasson 36 Chief Operating Officer and Director Raj Nandiwada 41 Vice President, New Business Development Christa Short 33 Director Pawan Munjal 51 Director Anthony Juliano 39 Director Manvinder Puri 51 Director Rajeev Talwar(1) 51 Prospective Director (1) Mr. Talwar is not currently a member of the Board of Directors of the Company. His appointment will only occur if and when he receives final approval by the requisite Indian governmental agencies of his resignation from his positions as Additional Director General, Ministry of Tourism and the Chairman and Managing Director of India Tourism Development Corporation. There can be no assurance that he will receive such approvals. Investment Committee IHC will form an investment committee to advise and consult with the Company's management team with respect to its investment policies, financing and leveraging strategies and investment guidelines. The investment committee will provide the Company with a competitive advantage in analyzing and valuing acquisition candidates through their experience, financial industry contacts and investment ideas. Experienced Management Team and Strong Local Network The Company's executive officers and Directors, and Hayground Cove's ''on the ground'' network in India, have extensive experience in the hospitality, leisure, tourism, travel and related industries as executive officers, principals or Directors in various enterprises throughout the world. Jason N. Ader, the Company's Chief Executive Officer and the Chairman of the Board of Directors, is the Chief Executive Officer of Hayground Cove Asset Management LLC, a New York-based investment management firm with approximately $1.46 billion of assets across funds and managed accounts under management as of May 31, 2006. The funds of Hayground Cove in operation since January 1, 2004 had returns of approximately 2.54x the returns on the S&P Hedge Fund Index from January 1, 2004 through May 31, 2006. Mr. Ader has a strong asset management record and, prior to founding Hayground Cove, was a Senior Managing Director at Bear Stearns & Co.,Inc. where he performed equity and high yield research for more than 50 companies in the gaming, lodging and leisure industries. Mr. Ader was rated as one of the top ranked analysts by Institutional Investor Magazine for nine consecutive years from 1994 to 2002. Members of the Company's management team have, on average, approximately 13 years of experience in the hospitality, leisure, tourism, travel and related industries. The Company's management team has a successful track record of completing large-scale acquisitions and minority investments in businesses competing in the hospitality, leisure, tourism, travel and related industries. The Company's management team's experience and familiarity with the hospitality, leisure, tourism, travel and related industries is an important asset that will assist us in implementing the Company's business strategies and pursuing its growth opportunities. The Company will serve as Hayground Cove's only vehicle for direct, private investments in the Indian hospitality sector. The Company's management team possesses broad industry knowledge and core competencies that the Company believes will enable it to identify attractive potential targets. In addition, Banyan Tree Capital and Hayground Cove's network of professionals in India has a wide range of contacts that the Company expects will help it to identify prospective acquisition candidates. ADMISSION TO AIM Dealings on AIM are due to start today (1 August 2006) APPENDIX Jason N. Ader is the Company's Chief Executive Officer and Chairman of the Board of Directors. Mr. Ader founded and serves as the President and Chief Executive Officer of Hayground Cove Asset Management LLC, a New York-based investment management firm with approximately $1.46 billion of assets across funds and accounts under management as of May 31, 2006. Mr. Ader has a strong asset management record and, prior to founding Hayground Cove, served as a Senior Managing Director at Bear Stearns & Co., Inc. from 1995 to 2003, where he performed equity and high yield research for more than 50 companies in the gaming, lodging and leisure industries. From 1993 to 1995, Mr. Ader served as a Senior Analyst at Smith Barney covering the gaming industry. From 1990 to 1993, Mr. Ader served as a buyside analyst at Baron Capital, where he covered the casino industry. Mr. Ader has a B.S. degree in Economics from New York University and a M.B.A. in Finance from New York University, Stern School of Business. Andrew Sasson is the Company's Chief Operating Officer and a member of the Company's Board of Directors. In February 2006, Mr. Sasson acquired the land to develop Spa Lofts, a modern loft condominium project in Las Vegas. Mr. Sasson was a partner in Panorama Towers, a high-rise condominium in Las Vegas, from January 2004 to November 2005, pioneering the Las Vegas high-rise market. Mr. Sasson is currently developing a $500 million non-gaming boutique hotel as part of MGM Mirage's $7 billion ''Project City Center.'' The hotel will serve as the gateway into the 66 acre development and is being planned by a world renowned design team. Mr. Sasson also owns and operates the Light Group, a $100 million Las Vegas hospitality company known for its innovative and profitable venues including FIX Restaurant and Bar at the Bellagio Hotel and Resort and Stack Restaurant at the Mirage Resort and Casino, among others. Mr. Sasson has been a prominent participant in the hospitality industry for the past 16 years. Raj Nandiwada is the Company's Vice President, New Business Development. Mr. Nandiwada has served as an analyst at Hayground Cove since March 2006. Mr. Nandiwada founded and served as the Chief Executive Officer of Global Infozone Inc. from June 2004 to March 2006. From March 1998 to June 2004, Mr. Nandiwada served as Quantitative Analyst/Portfolio Engineer at Jacobs Levy Equity Management, where he developed quantitative models, performed equity research and traded equities. Mr. Nandiwada has a B.S. degree in Engineering from the Regional Engineering College in Nagpur, India, a Master's Degree in Systems Science from Louisiana State University and a M.B.A. in Finance from New York University, Stern School of Business. Christa Short is a member of the Company's Board of Directors. Ms. Short has served as a Managing Director-Research Analyst at Hayground Cove since September 2003. From August 2001 to August 2003, Ms. Short was an equity research analyst covering gaming, lodging and leisure industries at Bear Stearns & Co., Inc., and she served as Vice President-Equity Research from January 2003 to August 2003. Ms. Short has a B.B.A. degree in Finance from the University of Michigan and a M.B.A. in Finance and Strategy from Kellogg Graduate School of Management at Northwestern University. Pawan Munjal is a member of the Company's Board of Directors. Mr. Munjal is the Managing Director and Chief Executive Officer of Hero Honda Motors Limited, positions which he has held since 2002. Mr. Munjal has also served as a director of Hero Honda Motors Ltd., a joint venture between Hero Cycles Ltd. and Honda Motor Co. of Japan. Over the years, he has played a significant role in its development and growth. Under his leadership, Hero Honda Motors Ltd. Has emerged as the world's No. 1 two-wheeler company from 2000 to 2005. As the chief executive of one of the principal Hero Group Companies, Mr. Munjal is a constituent of the ''Core Team'', which looks at growth and strategic planning for the entire group of associated companies. He is currently a member of the Society for Indian Automobile Manufacturers Committee on Two and Three-wheelers, and a member of the World Economic Forum. A known figure in industry forums, Mr. Munjal has been the chairman of several committees of the Confederation of Indian Industry, or CII, including Technology and Innovation from 2004 to 2005, Environment from 2003 to 2004, and Sports from 2000 to 2002. He was also chairman of the Northern Region of the CII from 1996 to 1997. Mr. Munjal has a B.E. degree in Mechanical Engineering from the University of Kurukshetra. Anthony Juliano is a member of the Company's Board of Directors. Mr. Juliano has served as the Executive Director, Dubai Investment Group, Global Real Estate and Hospitality since March 2006. At Dubai Investment Group, he oversees a $2 billion U.S. real estate portfolio, including a $700 million hospitality portfolio. From July 1999 to March 2006, Mr. Juliano held various senior positions with GE Real Estate, including positions with the private equity investment platform and large loan/mezzanine financing groups. Mr. Juliano was a real estate attorney with Thacher Proffitt & Wood from 1993 to 1999 where his practice concentrated on real estate finance and capital markets. He has a B.A. degree in English from the State University of New York at Albany and a J.D. degree from New York Law School. Manvinder Puri is a member of the Company's Board of Directors. Mr. Puri has served as Vice President of the Americas division of GHM Hotels since January 2004. He also served as General Manager of The Setai, South Beach, a GHM Hotel, in Miami, Florida from January 2004 to January 2006. From January 2003 to December 2003, Mr. Puri was the Group General Manager of the Hong Kong and Shanghai Hotels, Limited, and he was the Senior Vice President of Operations at Raffles International, a Singapore-based hotel chain, from March 2001 to December 2002. For over 30 years, Mr. Puri has been associated with the finest hotels around the world, including the Peninsula Hotels in Hong Kong, Raffles Hotel in Singapore, The Fullerton Hotel in Singapore, Rosewood Hotels and Resorts, British Airways Hotels, The Ritz Carlton in Hawaii, Halekulani in Honolulu, the Fairmont Hotel in Chicago, and La Mansion in San Antonio. Mr. Puri studied Food & Beverage Management and Financial Management at Cornell University, as well as Business Management at Punjab University in his native India. Rajeev Talwar has been offered a position on the Company's Board of Directors. He has resigned from his position in government on June 6, 2006; however his resignation is pending approval. Mr. Talwar's appointment will only occur if and when he receives final approval by the requisite Indian governmental agencies of his resignation. There can be no assurance that he will receive such approvals. Mr. Talwar is currently Additional Director General (Ministry of Tourism) Government of India (since February 2005), CEO National Council for Hotel Management and Catering Technology (since February 2005), and Chairman and Managing Director India Tourism Development Corporation (since March 2005), which manages government owned hotels, travel agencies and all duty free shops. Prior to joining the Ministry of Tourism, Mr. Talwar was assigned to the Delhi Government where he managed many portfolios and was Managing Director and Chief Executive Officer of Delhi Tourism from August 2001 to December 2003 where he was responsible for the implementation of the entire tourism policy of Delhi, Secretary, Information and Public Relations from June 1999 to January 2005, and Chairman and Managing Director Delhi Transportation Corporation from July to December 2004. Mr. Talwar has been in the Indian Administrative Service (IAS) since his induction in 1978. During his 28 year career he has had a cross sectoral experience at a senior management level, and policy making level, as well as widespread field experience. He has been involved on an all-India basis in a variety of sectors of the economy, including: civil aviation, tourism, labour, shipping, roads, inland waterways, coal and food processing. As a result of his position, Mr. Talwar has had exposure to managements of a large number of public and private sector enterprises along with statutory bodies in the transport, tourism and infrastructure sectors. Mr. Talwar holds a B.A. (Honors in History) and a M.A. (History) from St. Stephen's College, Delhi. This information is provided by RNS The company news service from the London Stock Exchange |
Posted at 27/12/2005 19:03 by snowflake34 Dec. 27 (Bloomberg) -- In the holiday-season euphoria, analysts appear to have become excessively upbeat about Asia's economic prospects for 2006. According to Credit Suisse First Boston's latest forecast, the 10 biggest economies in Asia outside Japan will expand at a weighted average rate of 7.5 percent next year. Three months ago, CSFB's prediction for 2006 growth was just 6.4 percent. China and India, the region's two biggest economies, are expected to race ahead, expanding 10.1 percent and 8.5 percent respectively, while gross domestic product in smaller economies -- from South Korea and Hong Kong to Singapore and Malaysia -- will grow between 4 percent and 6 percent, CSFB says. While an optimistic outlook for Asia is hardly implausible, it's important to recognize that there are risks. China and India will both face daunting challenges to economic stability in 2006. How authorities in Beijing and New Delhi face up to them may determine whether Asia is able to make the most of the good tidings projected for next year. The nature of the risks is well-known. Overinvestment is the Achilles' heel of the Chinese economy; India's flaw is too little investment in regard to rapidly increasing consumption. One rising Asian superpower wants to produce all it can now and consume later, the other wants to spend its future income today. ``China's investment demand is based on excessive optimism about the future,'' says Andy Xie, Morgan Stanley's chief economist for Asia. ``India depends on capital inflow to fund its consumption-led growth, like a poorer version of the U.S.'' China and India Domestic demand in China's red-hot economy hasn't kept up with the country's growing exporting prowess. The result is a persistent trade surplus, expected to triple this year to more than $100 billion. The surplus is acting as a magnet for foreign capital looking to profit from revaluation of the yuan. Making things worse, a state-dominated banking system wastes export earnings and foreign capital by pumping money into state-owned enterprises in industries where there's overcapacity, such as cement, steel and property. China needs to shift as much as $250 billion of its economy from investment to consumption just to prevent new bad loans in the banking system, Xie estimates. India's situation is just the reverse. Merchandise exports are constrained by shortages in basic infrastructure, such as power, ports, roads and airports. Computer software and back- office services, in which the country is the world leader, are still a very small part of the Indian economy. Amid surging domestic consumption, exports are nowhere close to their potential. That's forcing India to pay for its spending excesses with dollars sent home by overseas Indians or by selling domestic equity to foreigners. Overcapacity Neither country's strategy is indefinitely sustainable. In 2006, China will face a very real threat of trade retaliation in the U.S. If the U.S. Treasury does find China guilty of currency ``manipulation'' and the Congress slaps a proposed 27.5 percent punitive tariff on toys, textiles, shoes and electronics imported from China, it'll be a crushing blow for Beijing's export-led economic growth strategy. Unless domestic demand in China rises quickly, providing a solution both to the trade surplus and the overcapacity problems, rapid economic growth may be hard to sustain in 2006. `Urgency' The Development Research Center of the State Council, a Chinese government think tank, recently pegged excess steel availability next year at 116 million tons, almost three times this year's surplus. A decline in steel prices because of overproduction should be good news for the automobiles industry. Trouble is, there's a glut in car manufacturing, too. ``Oversupply risks loom large,'' said Lehman Brothers Inc. economists Rob Subbaraman and Wenzhong Fan in a report, ``which increases the urgency of promoting domestic consumption.'' India's ballooning trade deficit is becoming a source of concern for overseas investors. The trade gap soared to $27 billion in the first six months of 2005, almost equaling the entire $28 billion deficit of 2004. Having poured a net $10.5 billion into Indian equities this year, compared with $8.5 billion in 2004, investors are looking closely at the trade deficit and feeling uneasy about 2006. ``Amongst the best performing markets of this year, we're most concerned about India,'' Asia strategists at Merrill Lynch & Co. said in a report last week. ``The deterioration in the current account is being transmitted through the currency.'' The Indian rupee has weakened 2.6 percent against the U.S. dollar in the current quarter, the second-worst performer in Asia after the Japanese yen according to data compiled by Bloomberg. India's fiscal profligacy -- public debt equals 90 percent of gross domestic product and is still rising -- makes investors jittery about financing even a modest current-account deficit. Vulnerable ``This macro pressure point,'' say Merrill's strategists, referring to the weakness in the Indian rupee, ``has the ability to feed through the equity market, as we saw with Indonesia.'' After Bank Indonesia delayed raising interest rates to arrest a decline in the rupiah, the Jakarta Composite Index lost 11 percent of its value in August amid a full-blown currency scare. A quarter-point increase in the Indian central bank's key overnight rate is very likely on Jan. 24. The resilience of the Chinese and the Indian economies may be tested next year even without an oil shock, a sudden collapse of the U.S. dollar, or a bird-flu pandemic. ``China and India,'' as Morgan Stanley's Xie says, ``look the most vulnerable.'' This holiday season, policy makers in Beijing and New Delhi should fret a little. |
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