Group Cheviot

Cheviot Company Limited

CIN: L65993WB1897PLC001409 Registered & Administrative Office

24 Park Street, Magma House, 9th Floor, Kolkata-700 016 Ph: 82320 87911/12/13; Fax (033) 2249 7269 / 2217 2488

Email: cheviot@chevjute.com ; Website: www.groupcheviot.net

Ref: CCL/Share/ Date: 22nd July, 2020 To BSE Limited Phiroze Jeejeebhoy Towers Dalal Street, Fort Mumbai – 400 001

Ref: Company’s Code No. 526817

Cheviot Company Limited: ISIN - INE974B01016 Dear Sir/Madam, Sub: Paper publication

Pursuant to Regulation 30 of the SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015, we enclose herewith a copy of the newspaper publication of the Notice given to the Members of the Company regarding Annual General Meeting of the Company scheduled to be held on Friday, 14th August, 2020 at 11:00 a.m. through Video Conferencing / Other Audio Visual Means ('VC / OAVM') facility, in accordance with the MCA Circulars and SEBI Circular. Thanking you Yours faithfully For Cheviot Company Limited (Aditya Banerjee) Company Secretary and Compliance Officer

Encl. as stated above

NEW DELHI | WEDNESDAY, 22 JULY 2020 BRAND WORLD 15. <

SHALLY SETH MOHILEMumbai, 21 July

Just a few months ago,Gourmet Couch,Flavours, Qmin may

well have made up a list ofswanky restaurants, over-looking the sea or a pool,inside the five-star propertiesthat have just launched them.However, in a contact-lessworld where direct-to-cus-tomer is the universal mantra ofsuccess, these are gourmetlabels that help the hospitalitychains navigate the new worldof ‘fine-dining’ at home.Launched by ITC, IndianHotels and (Taj Hotels) respec-tively, the newly minted foodand food delivery services aremeant to extend the exception-al dining experience promisedin these restaurants to a home-delivery set up, thereby keepingthe brand and business hum-ming through the pandemic.

ITC Hotels has launchedFlavours (local flavours) andGourmet Couch (signaturedishes offered at all its proper-ties) and Marriott has Marriotton Wheels; both use the deliv-ery networks of Zomato andSwiggy. Qmin is an IndianHotels-owned food and deliv-ery platform. All three promiseto keep the brand experienceintact even when it is beingpackaged in a box and deliv-ered by a masked rider. Whilethis is the need of the hour,experts ask if this could inducea long-term shift in the way thebrands leverage their star pow-er in the long run.

The first lines of frictionbetween the five-star promiseand the new labels is withrespect to pricing. While a homedelivered meal for two fromMarriott and ITC will cost~1,000-1,500 and ~5,000, respec-

tively, Taj has kept the rates thesame as it is for dining in, at itsrestaurants. Since this is a com-pletely new territory, eithermodel could yield dividends.However for an extension to betruly successful, pricing mustcapture the legacy of the brand,which is a challenge.

The online food deliverymarket is a discount-drivenbusiness, says NandivardhanJain, CEO Noesis CapitalAdvisors, a hotel advisory firm.He sees the entry of five-starhotels into the space as a tacti-cal move, to keep the brandsfrom slipping out of reckoningaltogether. But this cannotsubstitute for the real five-starpromise, he believes. “Thestrength of fine dining espe-cially for standalone restau-rants or five-star properties isthat it means more than food.It’s a sum total of the ambi-ence, the service and thewarmth,” said Jain. Also giv-en the cut-throat discount-heavy nature of the food deliv-ery business, he does not seefive-star restaurants takingthis on in the long run.

Khushnooma Kapadia, area

director marketing at MarriottInternational. MarriottInternational says “We arecompletely in sync with theexternal environment and havepriced our home deliveryaffordably.” She says that theresponse has been enthusiasticfrom all the cities that they haveventured into and they plan toexpand the network soon.

Apart from price, the moveto take the five-star value outof its locational boundaries intothe delivery chain could alsoend up pitting the subsidiarybrands against the parent. Thenew labels could outgrow theirparent brands, thereby pre-senting another point of poten-tial conflict. Take IHCL’s QMinfor instance. It is looking toexpand its food delivery net-work from Mumbai, Delhi andBengaluru to Kolkata, Chennaiand Hyderabad over the nextfew weeks. Similarly, Marriotplans to strengthen its entryinto the food delivery space byadding more verticals to“Marriott on Wheels” by gettinginto corporate outdoor cateringservices, Bento Boxes and Grab& Go meal options.

A standalone Qmin store inAugust, is also in the works.“The outlet will offer gourmetspecialities and authentic arti-sanal products. Among otherservices we will soon includeinitiatives like themed dinners,celebration parties at home andkitchen studios with masterchefs hosting online classes anddemos,” said Akshay Tripathi,general manager, IHCL. Whilethese are early days yet, IHCLwill soon need to explore waysto reconcile the luxury legacy ofthe Taj brand with these newservices, if the brand promise isto remain undiluted.

One way to do that isthrough crafting a halo that car-ries over the five-star tag to thenew businesses, through choiceand design of the menu andbrand communication. It wouldalso mean promising a very dif-ferent dining experience fromthe one offered before the pan-demic. Anil Chaddha, chiefoperating officer at ITC Hotelssaid, “We are looking atenabling responsible diningexperiences that induce well-being for guests who want free-dom with personal controls.”

Five star hospitality chains have launched new food and delivery labels toservice customers at home. Does this strengthen, or dilute their brands?

ITC, Marriott, Taj plot theirway outof Covid pandemic

From Left: Taj Hotels, ITC and Marriott are looking toextend their brands through their food take-away services

Bidvest sues...They were also entering into a transactionby which they were seeking to appropriateunto themselves 79.10 per cent sharehold-ing of GVK Airport Holdings by purchasingnew shares being issued by the GVK group.

As GVK Airport Holdings owns 50.5 percent in MIAL, any change in the holdingcompany will reduce GVK’s stake and givesubstantial indirect stake to new investors,it said. This will result in the new investorsgaining a substantial foothold, indirectly, inthe affairs of Mumbai airport, it said. Bidvestfurther argued that MIAL, in turn, owned 74per cent in the Navi Mumbai airport project,and due to the litigation and lack of funds,the GVK group was unable to start the proj-ect, impacting the valuation of MIAL.

City and Industrial DevelopmentCorporation (Cidco), the Maharashtra gov-ernment body and shareholder in NaviMumbai airport, has expressed concernsover the delay in the project and lack ofprogress in construction.

“In any event, any breach by GVK orother investors which results in breach ofthe shareholder agreement will also posethe danger of termination of the NaviMumbai airport concession agreement, andthus substantially eroding the valuation ofBidvest’s shareholding in MIAL and causingserious harm to us,” the company said.

“It is a matter of fact the new investors(NIIF, PSP, ADIA) in normal circumstanceswere under no legal obligation to transfer fu-nds into an escrow account towards the pr-oposed acquisition of shares of GVK untilthe satisfaction of closing conditions under

the proposed transaction. However, theystill decided to do so, leading to an ines-capable conclusion that their objective wh-ile depositing funds into escrow accountswas to enable GVK to prevent Bidvest fromdisposing of its shares in MIAL and therebyensuring that they were able to acquire abigger shareholding in MIAL by adoptingunlawful and unfair means as also to induceGVK to enter into the transaction in breachof its contractual rights,” Bidvest said.

Agriculture...“There has been speculation about theextent to which the economy is going tocontract. Globally it has been speculatedthat 4.7-4.9 levels. There have been similarforecasts for India as well.”

“But I can see revival, particularly if youlook at India’s rural areas. We have had avery good summer crop. All of it has beenprocured at reasonable prices so that farm-ers are not left high and dry. Now the esti-mate for kharif crops has also come. Wecan clearly see the agriculture sector is driv-ing the revival,” she said.

Sitharaman said the government wouldsoon come out with a list of select ‘strategicsectors’ where the presence of state-ownedcompanies would remain. “In India everysector is private sector as there is no sectorreserved for public sector alone. We willhave a list of a select few strategic sectors,and PSUs will be present in only certainpre-determined sectors,” she said.

Khaitans may...“It’s unfortunate that their problem is a lit-

tle bit bigger than Eveready, butas far as I am concerned, we areonly interested in this business,”Burman said.

Eveready, however, happens tobe the only company in which theBurmans have a high shareholdingwithout management control.

The Eveready stock has surgedsince the Burmans bought the lastlot of shares. In the past one week,the stock price moved from ~88.90to ~115.45 on the BSE. Sources indi-cated with backing from theBurmans, it would help the com-pany to raise funds since promot-er shares were largely pledged.Eveready had debt of around ~350crore, but promoter shares wereused as collateral for raising fundsfor other group companies.

GSKmerger...Net profit rose 7.2 per cent YoY to~1,881 crore, which comparesfavourably with the ~1,722-croreconsensus estimate of analyststracked by Bloomberg.

Operating profit, however, fell0.1 per cent to ~2,644 crore in Q1,while operating margins narrowedto 25 per cent from 26.2 per cent ayear ago. “The negative impact of

adverse mix and higher Covid-19-relatedcosts were deftly managed by dialling upsavings and unlocking synergies of the GSKConsumer merger, enabling us to sustainhealthy margins,” Phatak said.

While rural areas have shown an uptickin sales , Sanjiv Mehta, chairman and man-aging director, HUL, declined to give anoutlook for the future, saying he’d ratherwait for the September quarter to give anassessment of demand. HUL gets 40 percent of its sales in rural areas.

“We are pleased with what the govern-ment is doing to improve demand, espe-cially, in rural areas. However, uncertaintyremains, which will last till a vaccine isfound. If supply-side disruptions ease, theSeptember quarter should give us a goodpicture of underlying demand,” he said.

Analysts say HUL’s business remainsresilient, given that 80 per cent of its port-folio is focused on health, hygiene, andnutrition, 15 per cent is discretionary innature, and 5 per cent is focused on out-of-home consumption.

“80 per cent of HUL’s business regis-tered a growth rate of 6 per cent in April-June,” said Kaustubh Pawaskar, associatevice-president (research), Sharekhan. “Thenutrition business, including GSKConsumer’s products, registered 5 per centgrowth, while the discretionary portfolio,including skincare, deos and colour cos-metics, and out-of-home consumption,which includes ice creams, declined 45 percent and 70 per cent, respectively,” he said.

‘We want...Will this be made a part of the NationalImmunisation Mission eventually? As the situation will improve only withextensive penetration of the vaccine, Ibelieve it will be a part of the immunisationprogramme in the initial phase.

What is the status update on the othervaccine candidates you are working on? We have tied up with five candidates so farand are working on two of our own candi-dates. We hope to announce the availabil-ity of our own vaccines by the end of 2021.As per our associations, we are to manu-facture and distribute the Novavax candi-date across GAVI nations. Codagenix vac-cine is expected to progress soon and wehave a global manufacturing and supplyassociation with them. We have also tied upwith a company for an mRNA candidateand hope to announce that soon.

How soon will there be a repurposed BCGvaccine? We are currently conducting Phase-III trialsof the vaccine shots to improve the innateability to fight the virus and reduce theseverity of Covid-19. This is a safe vaccinesince it is given to new-born babies and wehave been selling this in more than 100countries for many decades. Based on ourtrials, we will be certain on the efficacy andviability of the vaccine, after which we willinitiate mass production. Currently, we areconducting Phase-III trials of rBCG vaccinein more than 30 locations in India.

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NOTICE

Dated : July 21, 2020Place : Noida

For NIIT Technologies Limited

Lalit Kumar SharmaCompany Secretary & Legal Counsel

Notice is hereby given pursuant to Clause 47(1)(a) of the Securities & Exchange Board of India (Listing Obligations & DisclosureRequirements) Regulations, 2015 that a meeting of the Board of Directors of the Company will be held on Tuesday, July 28, 2020, to consider and approve the un-audited consolidated and standalone financial results of the Company for the quarter ended June 30, 2020, subject to Limited Review Report by Auditors and to transact such other business, as may be required.The trading window shall re-open 48 hours after the declaration of financial results.The said notice may be accessed on the Company’s website at http://www.niit-tech.com/investors/disclosures-under-listing-regulations and also on the website of National Stock Exchange at h t t p s : / / w w w . n s e i n d i a . c o m a n d B S E L i m i t e d a thttps://www.bseindia.com

Regd. Office: 8, Balaji Estate, Third Floor, Guru Ravi Das Marg, Kalkaji, New Delhi – 110 019 Ph: 91 (11) 41029297, Fax: 91 (11) 26414900 Website: http://www.niit-tech.com; Email: investors@niit-tech.com

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