Which countries signed defence agreement worth Rs.25,0000 crore on December 24, 2012? ?->(Show Answer!)

1. Which countries signed defence agreement worth Rs.25,0000 crore on December 24, 2012?

Answer: India and Russia.

Reply

Comments

Tags

Show Similar Question And Answers

QA->Which countries signed defence agreement worth Rs.25,0000 crore on December 24, 2012?....

QA->Which country has recently signed $10 billion (nearly Rs.44, 000 crore) worth deals with U.S.A for creating more than 50,000 jobs back in the U.S?....

QA->Which countries have signed an agreement on October 23, 2013 on border defence co-operation after a stand-off between their armies in disputed territory earlier this year?....

QA->India signed a broad-based civil nuclear agreement with a country on the 7th of December 2009 which will ensure transfer of technology and uninterrupted uranium fuel supplies to its nuclear reactors and inked three pacts in the defence sector. Which is that country?....

QA->In orderto boost the growing defence ties, India has signed an agreement to train theSukhoi-30 fighter pilots of which country during a bilateral discussion held inNew Delhi on December 5, 2016?....

MCQ-> Read the following passage carefully and answer the question given below it.Certain words/phrases have been printed in bold to help you locate them while answering some of the questions.Once upon a time a dishonest King had a man call the Valuer in his court. The Valuer set the price which ought to be paid for horses and elephants and the other animals.He also set the price on jewellery and gold.and things of that kind.This man was honest and just and set the proper price to be paid to the owners of the goods.The King however was not pleased with this Valuer because he was honest ‘If I had another sort of a man as Valuer I might gain more riches, he thought One day the King saw a stupid miserly peasant come into the place yard.The King sent for the fellow and asked him if he would like to be Valuer.The peasant said he would like the position.So the King had him made Valuer He sent the honest Valuer away from the place.Then the peasant began to set the prices on horses and elephants upon gold and jewels.He did not know their value so he would say anything he chose.As the King had made him Valuer the People had to sell their goods for the price he set. By and by a horse-dealer brought five hundred horses to the court of this King.The Valuer came and said they were worth a mere measure of rice and the horses to be put in the palace stables. The horse-dealer went then to see the honest man who had been the Valuer and told him what had happened.’What shall I do ?’ asked the horses-dealer “I think you can give a present to the Valuer which will make him “Go to him and give him a fine present then say to him You said the horses are worth a measure of rice,but now tell what a measure of rice is worth ! Can you value that standing in your place by the King ?’ If he says he can go with him to the King and I will be there too” The horses-dealer thought this was a good idea.So he took a fine present to the Valuer and said what the other man had told him to say.The stupid Valuer took the present,and said,”Yes, I can go before the King with you and tell what a measure of rice is worth.I can go before the King with you and tell what a measure of rice is worth. I can value now. Well let us go at once” said the horses-dealer.So they went before the king and his ministers in the palace.The horses-dealer bowed down before the King and said “O King I have learned that a measure of rice is the value of my five hundred horses.But will the King be pleased to ask the Valuer what had happened asked,How now Valuer what are five hundred horses worth ? “A measure of rice O King !” said he “very good then ! If five hundred horses are worth a measure of rice what is the measure of rice worth ?” The measure of rice is worth your whole city” replied the foolish fellow The minister clapped their hands laughing and saying “What a foolish Valuer! How can such a man hold that office ? We used to think this great city was beyond price but this man says it is worth only a measure of rice.Then the King was ashamed and drove out the foolish fellow “I tried to please the King by setting a low price on the horses and now see what has happened to me !’ said the Valuer as he ran away from the laughing crowd.Who did the King appoint as the new Valuer ?
...

MCQ->If the binary eauivalent of 5.375 in normalised form is 0100 0000 1010 1100 0000 0000 0000 0000, what will be the output of the program (on intel machine)? #include<stdio.h> #include<math.h> int main() { float a=5.375; char p; int i; p = (char)&a; for(i=0; i<=3; i++) printf("%02x\n", (unsigned char)p[i]); return 0; }...

MCQ->Wind turbine maker Leone Energy posted a net loss of Rs. 250 crore for the fourth quarter ended March 31, 2010 as against a net profit of Rs.350 crore in the same quarter a year - ago. In the financial year 2009 - 10, the company clocked a gross income of Rs.6,517 crore, as against Rs.9,778 crore in the previous year. Leone Energy clocked a loss of Rs.1,100 crore in 2009 - 10, as against a net profit of Rs.320 crore in 2008 - 09. The sales revenues stood at Rs.22,400 crore fo the year, approximately 21 per cent less against Rs. 28,350 crore last year. For the financial year ending March 31, 2010, Leone Energy’s sales volume (in terms of capacity of projects executed) was 4,560 MW from 2,935 MW a year ago. The CEO of Leone Energy in his message to shareholders suggested that the poor performance of the company was the result of adverse economic conditions during the year ended March 31, 2010 . You are a shareholder owning 5% of the shares of Leone Energy, have seen the stock price decline by more than 50% during the year 2009 - 10, and are quite upset with the way the management has been handling the business. You have decided to confront the management at the next shareholders’ meeting and have chosen the following 5 point to argue against the CEO’s version of the story. In light of the above paragraph, select the most appropriate order of these 5 statements that you, as a disappointed shareholder, should adopt as a stringing and robust preface in your case against the management in front of the management and other shareholders. a. The management is not doing its best to maintain the profitability of the company. b. The company has actually increased its sales volume during the year under consideration. c. The adverse economic conditions have led to a worldwide increase in the adoption of alternative energy sources, reflecting in all - time highest profits for wind turbine makers in both developed and developing countries. d. The management has been lax with its employees as the management enjoys a large set of benefits from the company that they would have to forgo if they became strict with employees. e. The company is trying to increase sales by charging lower, unprofitable prices....

MCQ-> Read the following passage carefully and answer the questions given below it. Certain words/phrases have been printed in bold to help you locate them while answering some of the questions. The past quarter of a century has seen several bursts of selling by the world’s governments, mostly but not always in benign market conditions. Those in the OECD, a rich-country club, divested plenty of stuff in the 20 years before the global financial crisis. The first privatisation wave, which built up from the mid-1980s and peaked in 2000, was largely European. The drive to cut state intervention under Margaret Thatcher in Britain soon spread to the continent. The movement gathered pace after 1991, when eastern Europe put thousands of rusting state-owned enterprises (SOEs) on the block. A second wave came in the mid-2000s, as European economies sought to cash in on buoyant markets. But activity in OECD countries slowed sharply as the financial crisis began. In fact, it reversed. Bailouts of failing banks and companies have contributed to a dramatic increase in government purchases of corporate equity during the past five years. A more lasting fea ture is the expansion of the state capitalism practised by China and other emerging economic powers. Governments have actually bought more equity than they have sold in most years since 2007, though sales far exceeded purchases in 2013. Today privatisation is once again “alive and well”, says William Megginson of the Michael Price College of Business at the University of Oklahoma. According to a global tally he recently completed, 2012 was the third-best year ever, and preliminary evidence suggests that 2013 may have been better. However, the geography of sell-offs has changed, with emerging markets now to the fore. China, for instance, has been selling minority stakes in banking, energy, engineering and broadcasting; Brazil is selling airports to help finance a $20 billion investment programme. Eleven of the 20 largest IPOs between 2005 and 2013 were sales of minority stakes by SOEs, mostly in developing countries. By contrast, state-owned assets are now “the forgotten side of the balance-sheet” in many advanced economies, says Dag Detter, managing partner of Whetstone Solutions, an adviser to governments on asset restructuring. They shouldn’t be. Governments of OECD countries still oversee vast piles of assets, from banks and utilities to buildings, land and the riches beneath (see table). Selling some of these holdings could work wonders: reduce debt, finance infrastructure, boost economic efficiency. But governments often barely grasp the value locked up in them. The picture is clearest for companies or company-like entities held by central governments. According to data compiled by the OECD and published on its website, its 34 member countries had 2,111 fully or majority-owned SOEs, with 5.9m employees, at the end of 2012. Their combined value (allowing for some but not all pension-fund liabilities) is estimated at $2.2 trillion, roughly the same size as the global hedge-fund industry. Most are in network industries such as telecoms, electricity and transport. In addition, many countries have large minority stakes in listed firms. Those in which they hold a stake of between 10% and 50% have a combined market value of $890 billion and employ 2.9m people. The data are far from perfect. The quality of reporting varies widely, as do definitions of what counts as a state-owned company: most include only centralgovernment holdings. If all assets held at sub-national level, such as local water companies, were included, the total value could be more than $4 trillion. Reckons Hans Christiansen, an OECD economist. Moreover, his team has had to extrapolate because some QECD members, including America and Japan, provide patchy data. America is apparently so queasy about discussions of public ownership of -commercial assets that the Treasury takes no part in the OECD’s working group on the issue, even though it has vast holdings, from Amtrak and the 520,000-employee Postal Service to power generators and airports. The club’s efforts to calculate the value that SOEs add to, or subtract from, economies were abandoned after several countries, including America, refused to co-operate. Privatisation has begun picking up again recently in the OECD for a variety of reasons. Britain’s Conservative-led coalition is fbcused on (some would say obsessed with) reducing the public debt-to-GDP ratio. Having recently sold the Royal Mail through a public offering, it is hoping to offload other assets, including its stake in URENCO, a uranium enricher, and its student-loan portfolio. From January 8th, under a new Treasury scheme, members of the public and businesses will be allowed to buy government land and buildings on the open market. A website will shortly be set up to help potential buyers see which bits of the government’s /..337 billion-worth of holdings ($527 billion at today’s rate, accounting for 40% of developable sites round Britain) might be surplus. The government, said the chief treasury secretary, Danny Alexander, “should not act as some kind of compulsive hoarder”. Japan has different reasons to revive sell-offs, such as to finance reconstruction after its devastating earthquake and tsunami in 2011. Eyes are once again turning to Japan Post, a giant postal-to-financial-services conglomerate whose oftpostponed partial sale could at last happen in 2015 and raise (Yen) 4 trillion ($40 billion) or more. Australia wants to sell financial, postal and aviation assets to offset the fall in revenues caused by the commodities slowdown. In almost all the countries of Europe, privatisation is likely “to surprise on the upside” as long as markets continue to mend, reckons Mr Megginson. Mr Christiansen expects to see three main areas of activity in coming years. First will be the resumption of partial sell-offs in industries such as telecoms, transport and utilities. Many residual stakes in partly privatised firms could be sold down further. France, for instance, still has hefty stakes in GDF SUEZ, Renault, Thales and Orange. The government of Francois Hollande may be ideologically opposed to privatisation, but it is hoping to reduce industrial stakes to raise funds for livelier sectors, such as broadband and health. The second area of growth should be in eastern Europe, where hundreds of large firms, including manufacturers, remain in state hands. Poland will sell down its stakes in listed firms to make up for an expected reduction in EU structural funds. And the third area is the reprivatisation of financial institutions rescued during the crisis. This process is under way: the largest privatisation in 2012 was the $18 billion offering of America’s residual stake in AIG, an insurance company.Which of the following statements is not true in the context of the given passage ?
...

MCQ-> Read the following passage and answer the questions that follow. In calendar year 2008, there was turbulence in the air as Jet Airways' Chairman pondered what course of action the airline should take. Air India was also struggling with the same dilemma. Two of India's largest airlines, Air India and Jet Airways, had sounded caution on their fiscal health due to mounting operational costs. A daily operational loss of $2 million (Rs 8.6 crore) had in fact forced Jet Airways to put its employees on alert. Jet's senior General Manager had termed the situation as grave. Jet's current losses were $2 million a day (including Jet-Lite). The current rate of Jet Airways' domestic losses was $0.5 million (Rs 2.15 crore) and that of JetLite was another $0.5 million. International business was losing over $1 million (Rs 4.30 crore) a day. The situation was equally grave for other national carriers. Driven by mounting losses of almost Rs 10 crore a day. Air India, in its merged avatar, was considering severe cost cutting measures like slashing employee allowances, reducing In flight catering expenses on short haul flights and restructuring functional arms. The airline also considered other options like cutting maintenance costs by stationing officers at hubs, instead of allowing them to travel at regular intervals. Jet Airways, Air India and other domestic airlines had reasons to gel worried, as 24 airlines across the world had gone bankrupt in the year on account of rising fuel costs. In India, operating costs had gone up 30 - 40%. Fuel prices had doubled in the past one year to Rs 70,000 per kilolitre, forcing airlines to increase fares. Consequently, passenger load had fallen to an average 55-60% per flight from previous year's peak of 70-75%. Other airlines faced a similar situation; some were even looking for buyers. Domestic carriers had lost about Rs 4,000 crore in 2007-08 with Air India leading the pack. "As against 27% wage bill globally, our wage bill is 22% of total input costs. Even then we are at a loss," an Air India official said. Civil aviation ministry, however, had a different take. "Air India engineers go to Dubai every fortnight to work for 15 days and stay in five star hotels. If they are stationed there, the airline would save Rs 8 crore a year. This is just the tip of the iceberg. There are several things we can do to reduce operational inefficiency. " According to analysts, Jet Airways could be looking at a combined annual loss of around Rs 3,000 crore, if there were no improvement in operational efficiencies and ATF prices. Against this backdrop, the airline had asked its employees to raise the service bar and arrest falling passenger load.Which of the following are the reasons for Jet Airways not doing well? 1. Rising ATF prices 2. Reduced passenger load 3. Declining service quality 4. Staff travelling to Dubai...