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sharing economy
The Indian landscape
October 2015
Foreword
The sharing economy has been on an exponential growth curve over the last couple of years and has
been the subject of considerable interest to the stakeholders and policy-makers across the globe.
Technology is pivotal to the growing concept of sharing economy, to enable scale and enhance
economic impact. A number of sharing platforms have emerged which enable individuals to share
goods and services like cars, houses, household products and services. The proliferation of mobile
devices has heralded a digital revolution to serve as a catalyst of growth.
The appeal of the sharing economy lies in the fact that the sharing platforms create a win-win
situation for all the stakeholders. The benefits of the sharing economy are manifold - including
on-demand access to goods and services, efficient utilization of unused inventory of assets across
industries, leading to a multiplier effect such as increased employment, consumerism, digital literacy
and the rise of micro-entrepreneurship.
The concept of the sharing economy is still at a nascent stage in India. While sharing personal
products (such as ones own home or car) which the owner is using currently is still negligible when
compared to the West, the adoption of sharing platforms has been encouraging. This has been driven
by the emergence of aggregators in industries like personal transportation and hotel room bookings.
For the sharing economy to make further in-roads in India, the sharing platforms will have to address
a few key imperatives. This includes fostering trust between the individuals involved in a transaction.
A technology platform that provides a transparent pricing, verified listings and background checks,
and assured delivery of services will reinforce consumer faith in these platforms.
We believe that the sharing economy will open up a number of interesting possibilities across
different economic activities and change the future of work, production, and collaboration. The
sharing economy also represents a paradigm shift in the employment market and enables many
individuals to attain gainful employment through the rise of micro-entrepreneurship.
This report aims to understand the landscape of the sharing economy in India, the associated
benefits and challenges. This report also covers various stakeholders perspectives on the drivers and
challenges in adopting the concept. We hope you find this report useful.
Ravi Gururaj
Chairman, Nasscom
Product Council
Foreword
The concept of sharing is not entirely new as some of the earliest forms of human transactions
involved bartering of goods and services without any monetary exchange. The digital evolution
brought about by technology has taken this concept forward and created opportunities where
individuals can monetize their skills and suitably use underutilised resources.
The emergence of sharing platforms is changing the way traditional industries such as travel and
transportation, food & beverages, accommodation and services conduct business, and is forcing the
relevant stakeholders to re-evaluate their business models. The sharing economy has far reaching
implications; some prominent positive ones including increased convenience, improved resource
utilization, job creation, improved digital awareness and environmental benefits. The growth of the
sector is evident from the fact the global sharing economy is forecasted to grow at a CAGR of 139.4%
to reach US$115 billion by 2016 from US$3.5 billion in 2012.
In many countries, it is observed that shareable goods (such as vehicles, drills, lawn-movers)
account for 20-30% of household expenditure. If the sharing economy platforms are effectively used,
they would help improve the utilization of these underutilised shareable goods, thereby reducing the
overall spends.
In the Indian context, the appeal of the sharing economy as a concept lies in the fact that personal
asset ownership (such as cars) is comparatively lower. The sharing economy, by its very nature
emphasizes on the re-use of assets rather than absolute ownership, which helps individuals to
experience the benefits of these assets without really owning them. On the supply side, the sharing
economy is transforming the work force and is making the road to entrepreneurship more accessible
for many people.
In India, the biggest impact of the sharing economy has been felt in the personal transportation
space, where the emergence of these platforms has made it convenient for any individual to
commute from one point to another. The concept has also become very relevant to industries like
accommodation, food and grocery, household goods and healthcare. It is also likely to emerge as
a growth driver for other specialised and niche services like hyper local, medical appointments and
supplies, unorganised service sector expansion among others.
We believe this sector is poised to grow and the entire stakeholder community within the sharing
economy ecosystem including the society, government and regulators will witness the underlying
benefits this offers. The extent of success of the concept will also depend on how proactively the
requirements of the sharing economy are addressed from a regulatory and policy perspective.
The insights in this report are based on detailed and comprehensive interactions with various
stakeholders including sharing economy companies, consumers, suppliers, investors and lawyers
among others and we would like to thank each one for the time taken to share their perspective with
us that has made the analysis more meaningful.
Ranjan Biswas,
Partner and National Director,
Technology, Media, Telecom
Ernst & Young LLP
Ankur Pahwa,
Partner,
Technology, Media, Telecom
Ernst & Young LLP
Contents
01
02
03
04
05
05
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31
ic eco sy st em b u ilt
sical r eso u r ces. It
dist r ib u t io n, t r ade
y dif f er ent peo ple and
R ecir cu lat io n o f g o o ds
2 .
This can enco m pass ev er y t hing f r o m cr o w d- f u nding sit es t o o ndem and t echno lo g ies, su ch as U b er and O la ( t r anspo r t at io n) ,
P eo ple/ S k ills
H ealt h
H o u seho ld g o o ds
L o g ist ics
E du cat io n
A cco m o dat io n
1 R au ch. D aniel E . and D av id S chleicher . L ik e U b er , B u t f o r L o cal G o v er nm ent al P o licy : The F u t u r e o f L o cal R eg u lat io n o f t he S har ing E co no m y . G eo r g e M aso n L aw &
E co no m ics R esear ch P aper , N o . 1 5 - 0 1
2 S har e. D o n t O w n: The S har ing eco no m y t ak es o f f , F o r b es India w eb sit e, w w w . f o r b esindia. co m / ar t icle/ chg sb / shar e. - do n t - o w n- t he- shar ing - eco no m y - t ak eso f f / 3 9 2 4 1 / 0 , accessed 3 0 S ept em b er 2 0 1 5 ;
D emand sid e
S u ppl y sid e
S har ing eco no m y pr o v ider s
( ag g r eg at o r s, m ar k et places,
t echno lo g y pr o v ider s)
C onsu mers
R ising m o b ile ado pt io n
G r o w t h in dig it al plat f o r m s
C o nv enience
L o w er pr ices
Personalized/customized
pr o du ct / ser v ice
C ho ice o f m u lt iple o pt io ns
D riv ers
Benefits
C hal l enges
S u ppl iers
Increased efficiencies
B r and cr eat io n
D ig it al lit er acy
B et t er su pplier pr ices
S o cial m o b ilit y
B r and cr eat io n
R eg u lat o r y co nsider at io ns
H av ing a g o o d spr ead o f su pply r eady , ensu r ing ser v ice r eliab ilit y , b u ilding t ech
plat f o r m s/ pr o cesses t hat enhance t r u st w it h t he st ak eho lder s ar e so m e o f t he cr it ical
capab ilit ies t hat o n- dem and ser v ice ag g r eg at o r s sho u ld po ssess t o su cceed in t he
m ar k et .
Nandan Reddy,
Co-founder, Swiggy
Arvind Singhatiya,
Vice-President, Corporate affairs, Ola Cabs
Transportation
A s m o r e Indians b eg in t o em b r ace
ser v ices o f f er ed b y t he shar ing
eco no m y , w e see t he sect o r g r o w ing
b y leaps and b o u nds in t he nex t f ew
years. Trust must be achieved as a first
st ep b u t m o r e and m o r e Indians ar e
em b r acing ser v ices su ch as r ide- shar ing
b ecau se t he t echno lo g y has m ade it
m o r e r eliab le, af f o r dab le and saf e. W e
w ill see m o r e play er s ent er t he Indian
market just by virtue of its sheer size
and po t ent ial.
Bhavik Rathod,
General Manager Bangalore, Uber India
10
Aprameya RadhaKrishna,
Former co-founder, TaxiForSure
11
12
J o b cr eat io n
R eso u r ce u t iliz at io n
S o cial m o b ilit y
Impact of the
sharing economy
on society
D ig it al lit er acy
C o nv enience
E nv ir o nm ent and
inf r ast r u ct u r e
Tr anspar ency and
acco u nt ab ilit y
13
On-demand transportation platforms are connecting travellers to drivers in a more efficient manner
leading to better utilization of vehicles.
For instance, a leading on-demand transportation platform in India highlighted that drivers affiliated
t o it s net w o r k hav e r epo r t ed hig her nu m b er o f r ides per ho u r and r edu ced idle t im e b et w een t r ip.
H o t el- b o o k ing seg m ent is ano t her indu st r y w her e t he plat f o r m m o del has pick ed u p m o m ent u m
since 2 0 1 4 . The ho spit alit y plat f o r m s hav e cr eat ed a w in- w in pr o po sit io n as it allo w s t he sm aller
b u dg et ho t els t o incr ease t heir v isib ilit y and im pr o v e o ccu pancy lev els.
14
O n- dem and t echno lo g y plat f o r m s hav e helped t he r eal est at e indu st r y t o lo w er ho u sing inv ent o r ies
due to better utilization of under-construction and ready to move in homes in both the rental and
b u y er spaces.
O n- dem and t echno lo g y plat f o r m s hav e allo w ed t he r est au r ant indu st r y t o cem ent t he g ap
b et w een r est au r ant - g o er s and r est au r ant s b y f acilit at ing acceler at ed deliv er y . It s su ccess is
anchored on its user-friendly interface, comprehensive and verified listings, updated information
and analy t ics t o m o r e ef f ect iv ely m at ch su pply w it h dem and.
R est au r ant s also t ie u p m u lt iple lo g ist ics ser v ice plat f o r m s f o r t he last - m ile lo g ist ics ser v ices.
W it h t he incr easing nu m b er o f deliv er y o r der s f r o m ser v ice plat f o r m s, r est au r ant s ar e also
ex plo r ing o pt io ns t o r edu ce dine- in spaces as a m easu r e t o b r ing do w n t he o per at io nal co st s.
W it hin India, t his co ncept has seen a pu sh f r o m leading academ ic inst it u t io ns t hat ar e also w o r k ing
o n dev elo ping plat f o r m s cat er ing t o t he lar g er po pu lat io ns o f st u dent s.
We feel the food order service aggregators bring four fold benefits. Due to the
inher ent nat u r e o f t heir m o del, t hey help in r eaching o u t t o co nsu m er s f ast er , i. e. g o t o - m ar k et is b et t er ; t hey help r edu ce capex r eq u ir em ent f o r ex pansio n- t hank s t o t heir
v ir t u al plat f o r m ; lesser hassles o f m anag ing deliv er y o per at io ns and r elat ed challeng es
and t heir t echno lo g y helps im pr o v e co nsu m er ex per ience and sat isf act io n lev els as
cu st o m er s g et m o r e v isib ilit y and co nt r o l o v er t heir o r der s.
Sumeet Yadav,
CEO, Nandos India
D iagram 3 : S napshot of a l ead ing gl ob al peer- to- peer accommod ation portal
> 1 ,5 0 0 ,0 0 0
W orl w id e l istings
$ $
> 4 0 ,0 0 0 ,0 0 0
T otal gu ests
> 2 0 ,0 0 0
A v erage annu al rent
earned b y a host
> 5 0 0 ,0 0 0
S tays per night
> 7 0 %
O ccu pancy of rooms
Amit Jain,
President, Uber India
15
000 inhabitants
2 0 1 0
8 0 7
5 1 1
2 1 6
1 2 6
4 4
1 2
2 0 1 5
9 3 0
6 0 2
3 8 8
2 2 1
1 8 7
7 2
is t hat it
w ner ship
b u y
o du ct s
1 ,5 0 0
N u m b er o f dr iv er s o nb o ar ded daily b y an Indian
t ax i ag g r eg at o r
1 mil l ion
J o b s t o b e g ener at ed b y t he
g lo b al shar ing eco no m y b y
2 0 1 6
5 0 ,0 0 0
N ew j o b s cr eat ed per m o nt h
b y a leading t ax i ag g r eg at o r
g lo b ally
5 India s passeng er v ehicle and t w o - w heeler m ar k et st eer t o w ar ds a do u b le dig it g r o w t h: R epo r t , The E co no m ic Tim es w eb sit e, w w w . eco no m ict im es. indiat im es.
com/articleshow/44989399.cms?utm_source=contentofinterest&utm_medium=text&utm_campaign=cppst, accessed 7 O ct o b er 2 0 1 5 ;
6 H o w S har ing E co no m y J o b s S t ack U p A g ainst Tr adit io nal O nes, Inc. w eb sit e, w w w . inc. co m / lau r a- m o nt ini/ inf o g r aphic/ t he- u nco llar ed- w o r k er - and- t he- f u t u r e- o f w o r k . ht m l, accessed 1 O ct o b er 2 0 1 5 ;
U b er Is Inv est ing $ 1 B To G r o w It s B u siness In India To 1 M
lf b v ps: m W y k , accessed 1 O ct o b er 2 0 1 5 ;
16
7 ,5 0 0
$ 2 8 mil l ion
8 0 %
3 7 %
Ritesh Agarwal,
Founder & CEO, OYO Rooms
17
18
F o r t he pu r po ses o f t his r epo r t em plo y m ent m ay inclu de ent r epr eneu r s, and self em plo y m ent .
2.5 Convenience
C o nv enience is a m at er ial incent iv e f o r cu st o m er s t o ado pt
ser v ices pr o v ided in t he shar ing eco no m y . The shar ing
eco no m y is co nv enient f o r b o t h t he co nsu m er and t he ser v ice
pr o v ider . It pr o v ides co nsu m er s w it h co nv enient and co st efficient access to resources and to access various services
w it h a f ew t aps o n t heir sm ar t pho nes.
The sharing economy is also flexible from the perspective of
a service provider. Service providers also have flexibility to
o per at e acco r ding t o t heir co nv enience. F o r inst ance, in t he
t r anspo r t at io n space, t he dr iv er can lo g in t o t he sy st em at any
t im e o f t he day . In t he ho t el space, t he plat f o r m s allo w u ser s
t o b o o k r o o m s o n t he g o w it ho u t w ait ing f o r a r eply f r o m a
ho st , and t hey can check in and o u t inst ant aneo u sly inst ead o f
w ait ing at a r eser v at io n desk . C o m m u nit y - b ased m ar k et places
allo w peo ple t o r ent / shar e g o o ds su ch as cam er as, co m pu t er s,
t ab let s and t r av elling g ear t hat o ne do es no t u se f r eq u ent ly .
8 Trust and transparency in the new sharing economy, Irish Times website, w w w . ir isht im es. co m / b u siness/ t r u st - and- t r anspar ency - in- t he- new - shar ing eco no m y - 1 . 2 3 2 3 0 6 6 , accessed 2 O ct o b er 2 0 1 5 ;
19
1 car sharing
v ehicl e
repl aces
9 - 1 3 v ehicl es
=
0 .5 8 0 .8 4
metric tons
3 4 % -4 1 %
2 7 % -4 3 %
S o u r ce: M o b ilit y and t he shar ing eco no m y : im pact sy no psis; S pr ing 2 0 1 5 ; Tr anspo r t at io n S u st ainab ilit y R esear ch C ent er U niv er sit y o f C alif o r nia, B er k eley st u dy
20
asso ciat es, sales ag ent s and r est au r ant m anag er s) asso ciat ed
w it h t he shar ing eco no m ies w ill need t o b e co m f o r t ab le w it h
t he u se o f sm ar t pho nes and t he int er net . In addit io n, t her e is a
pu sh f o r cu st o m er s t o st ar t b eco m ing t ech- sav v y b y u sing su ch
apps and nav ig at ing t hr o u g h em b edded f eat u r es su ch as u sing
m o b ile w allet s t o pay f o r ser v ices.
U se o f m aps t o
nav ig at e
S o cial m edia
E - b ank ing
E - co m m er ce
M o b ile w allet s
21
22
Change
Closing
Increasing
Develop
Create
Support
Engage
Ensure
Defining
23
C o nsu m er t r u st and
saf et y
B u siness- sid e
3.1 Consumer-side
C onsu mer tru st and safety: Tr u st is a pr er eq u isit e f o r any
f o r m o f shar ing , w het her it is t o u se ano t her s acco m m o dat io n
or get into their car. It can be difficult to build trust with
cu st o m er s v ia an o nline plat f o r m as t he t ech- sav v y co nsu m er s
o f t o day f o cu s m o r e o n af f o r dab ilit y and co nv enience t han
o n b u ilding lo y alt y w it h pr o v ider s o r so cial r elat io nships w it h
o t her co nsu m er s. M o r eo v er , lack o f acco u nt ab ilit y in co nsu m er
g r iev ances and it s r edr essal is a m aj o r b ar r ier in w inning
co nsu m er t r u st .
24
R eg u lat o r y
co nsider at io ns
Tax co m pliance
M anag em ent o f
u nco nv ent io nal w o r k f o r ce
F o r t he shar ing eco no m y t o co nt inu e o n it s g r o w t h t r aj ect o r y ,
businesses will have to find ways to foster trust. Authenticating
t he ident it y o f t he ser v ice pr o v ider is a g o o d m easu r e t o
b u ild a b asic lev el o f t r u st b et w een st r ang er s b u t t his is m o r e
challeng ing in a peer - t o - peer b u siness m o del as co m par ed t o
t he b u siness- t o - co nsu m er m o del. F o r ex am ple, no t ev er y o ne
eng ag ed in t he shar ing eco no m y ser v ices has a passpo r t t o
upload, and they may not have a profile on leading social media
sit es. In addit io n, lack o f t r anspar ent r eg u lat io ns m ay lead t o
inst ances o f asy m m et r ic inf o r m at io n du r ing t r ansact io ns, i. e. ,
seller s m ig ht w it hho ld inf o r m at io n ab o u t pr o du ct s o r ser v ices
t hat w ill pr ev ent u ser s t o dist ing u ish b et w een g o o d and b ad
pu r chases. Ther ef o r e, t r anspar ency t hr o u g h r at ing s and
According
For
Another
S ecu rity and risk mitigation: The shar ing eco no m y m o del
is f aced w it h m u lt iple challeng es t hat r eq u ir e st r o ng r isk
m it ig at io n st r at eg ies in place.
3.2 Business-side
R egu l atory consid erations: The t r adit io nal indu st r ies o per at e
under the influence of regulations placed by the GoI. However,
w it h t he em er g ence o f t he shar ing eco no m y b u siness m o dels,
t her e m ay b e a need t o r e- ex am ine t he r eg u lat io ns ar o u nd
them and sepcifically address the requirements of each
su b - seg m ent o f t he shar ed eco - sy st em . F o r ex am ple, w hile
r eg u lat io ns ar e in place f o r t r adit io nal t ax i o per at o r s, m o st
Indian states do not have specific regulations covering ondem and t r anspo r t at io n plat f o r m s. 1 0 W hile t he G o I has enact ed
g u idelines t hat lim it t he liab ilit y o f int er m ediar ies1 1 , m any
plat f o r m s f eel t hat g o v er nm ent s and r eg u lat o r s m u st clar if y
t he applicab ilit y o f t hese r u les t o v ar io u s sect o r s w it hin t he
sharing economy. In a welcome first step, the recent advisory
issu ed b y t he M inist r y o f R o ad and Tr anspo r t , G o v er nm ent o f
India has issued advisory guidelines to states that specifically
lo o k at r eg u lat ing o n- dem and t r anspo r t at io n plat f o r m s. 1 2
1 0 S t at e s M o t o r V ehicles r eg u lat io ns
1 1 Int er m ediar y L iab ilit y R u les, 2 0 1 1 ,
1 2 C lau se 1 . 2 , A dv iso r y f o r licensing , co m pliance and liab ilit y o f o n dem and inf o r m at io n t echno lo g y b ased t r anspo r t at io n ag g r eg at o r ( Tax is 4 + 1 ) o per at ing w it hin
t he j u r isdict io n o f India, M inist r y o f R o ad Tr anspo r t and H ig hw ay s, G o v er nm ent o f India dat ed 8 t h O ct o b er , 2 0 1 5 .
25
2 .
3 .
4 .
F u r t her m o r e, as t he t er m hir e o r r ew ar d is no t
specifically defined, any vehicle that only charges the
b asic co st f r o m a passeng er f o r a r ide, also f aces t he r isk
o f it s insu r ance po licy no t b eing ho no r ed b y an insu r ance
co m pany .
5 .
1 3
S ect io n 4 2 o f t he C o m panies A ct , 2 0 1 3 , M inist r y o f C o r po r at e A f f air s w eb sit e, ht t p: / / w w w . m ca. g o v . in/ M inist r y / pdf / C o m paniesA ct 2 0 1 3 . pdf , accessed 6
O ct o b er 2 0 1 5 ;
C o m panies( P r o spect u s and A llo t m ent o f S ecu r it ies) , R u les 2 0 1 4 , IC S I w eb sit e, ht t p: / / w w w . icsi. edu / po r t als/ 0 / P R O S P E C TU S % 2 0 & % 2 0 A L L O TM E N T. pdf , accessed
6 O ct o b er 2 0 1 5 ;
26
inco m es.
Ty pically , o n- dem and t r anspo r t at io n plat f o r m s o nly b r ing
t he co nsu m er and t he ser v ice pr o v ider t o g et her , t he act u al
ser v ice deliv er y is f r o m t he ser v ice pr o v ider t o t he co nsu m er .
In t his co nt ex t , t he t ax au t ho r it ies had r aised q u est io ns
r eg ar ding t he per so n liab le t o dischar g e t he ser v ice t ax o n t he
ser v ices deliv er ed. The F inance A ct 2 0 1 5 has no w int r o du ced
pr o v isio ns u nder w hich t he plat f o r m is r eq u ir ed t o dischar g e
t he ser v ice t ax liab ilit y o n t he ser v ices pr o v ided b y t he ser v ice
pr o v ider s. 1 4 W hile t his has pr o v ided so m e clar it y o n t ax at io n
f o r o n- dem and t r anspo r t at io n plat f o r m s, so m e issu es st ill
r em ain u naddr essed inclu ding cr edit lo ss t o t he v endo r s.
S er v ice t ax im plicat io ns o n ag g r eg at io n
is a challeng e, w it h incidence o f t ax at
t he po int o f co llect io n. H o lding m o nies
in escr o w can b e deem ed inco m e, and
pr o v ing t hat is o nly pass t hr o u g h is
cu m b er so m e. S o w hile lar g e co m panies
have figured it out, the smaller startups
su f f er w it h a lack o f clar it y , and
u nnecessar y delay dealing w it h t he law s
law s o f t he land.
Arjun Baljee,
Founder and CEO, Stayology
Vishal Dixit,
Managing Director, Mayfield Advisors
1 4
Notification No 5/2015 dated 1 March 2015- Service Tax, Central Board of Excise and Customs website, ht t p: / / w w w . cb ec. g o v . in/ r eso u r ces/ / ht do csservicetax/st-notifications/st-notifications-2015/st05-2015.pdf;jsessionid=2381E08677BE8529FB4BAE1D7A7A9FD7; accessed 6 O ct o b er 2 0 1 5 ;
27
This
Creating
Relaxing
Acceptance
For
Use
This
28
29
30
Sachit Singhi,
Co-founder, Stayzilla
Positive impact on
the environment
The v er y co ncept o f t he shar ing eco no m y is b ased o n
efficient utilization of existing assets. Creation of new
asset s eg . ho t els do es hav e an adv er se ef f ect o n t he
env ir o nm ent . L esser car s o n t he r o ad w o u ld hav e a
po sit iv e ef f ect o n po llu t io n lev els and also cau ses lesser
w ear and t ear o f r o ad inf r ast r u ct u r e.
Smarter cities
The shar ing eco no m y co m panies, par t icu lar ly in t he
transportation sector, generate significant data on
the behavior of traffic in the city at various times of
the day. This data can be utilized to route vehicular
movements, identification of bottlenecks etc to reduce
congestion and ensure better traffic flow.
31
Ind ia
K ey d ev el oped
cou ntries
B R IC cou ntries
2 4 3 m
2 8 0 m
5 7 m
6 4 2 m
1 0 8 m
8 4 m
1 9 .2 %
8 6 .8 %
8 9 .9 %
4 6 .0 %
5 3 .4 %
5 9 .3 %
3 5 m
1 9 7 m
4 1 m
3 6 1 m
3 3 m
3 0 m
R et ail e- co m m er ce ( $ b illio n)
5 .2
3 0 5 .7
8 2 .0
4 2 6 .3
1 6 .3
1 7 .5
2 0 1 2 -2 0 1 4 C A G R
4 7 .2 %
1 6 .1 %
1 6 .7 %
4 0 .9 %
2 5 .0 %
2 1 .6 %
O nline as % o f t o t al r et ail
0 .7 %
6 .5 %
1 3 .0 %
1 0 .1 %
3 .8 %
2 .2 %
To t al m - co m m er ce m ar k et
( $ b illio n)
0 .6
8 6 .0
2 2 .0
1 4 0 .0
1 .1
3 .0
32
* A ll dat a as o f 2 0 1 4
H o u seho ld g o o ds
A ssets
A cco m m o dat io n
Tr anspo r t at io n
S er v ices
deliv er y
S erv ices
D o m est ic
help
H o u seho ld
cho r es
Online staffing
E x pertise
E du cat io n
H ealt hcar e
33
N o t es
C ontact u s
R anj an B isw as
A nk u r P ahw a
M il an S heth
H yd erab ad
Oval Office, 18, iLabs Centre
H it ech C it y , M adhapu r
H y der ab ad - 5 0 0 0 8 1
Tel: + 9 1 4 0 6 7 3 6 2 0 0 0
F ax : + 9 1 4 0 6 7 3 6 2 2 0 0
N C R
G o lf V iew
N ear D L F
S ect o r 4 2
G u r g ao n Tel: + 9 1
F ax : + 9 1
P ar t ner , TA S - Tr ansact io n
D ilig ence
A nk u r . P ahw a@ in. ey . co m
Our offices
A hmed ab ad
2 nd floor, Shivalik Ishaan
N ear C . N . V idhy alay a
A m b aw adi
A hm edab ad - 3 8 0 0 1 5
Tel: + 9 1 7 9 6 6 0 8 3 8 0 0
F ax : + 9 1 7 9 6 6 0 8 3 9 0 0
B engal u ru
1 2 t h & 1 3 t h floor
U B C it y , C anb er r a B lo
N o . 2 4 V it t al M ally a R
B eng alu r u - 5 6 0 0 0 1
Tel: + 9 1 8 0 4 0 2 7 5
+ 9 1 8 0 6 7 2 7 5
F ax : + 9 1 8 0 2 2 1 0 6
F ax : + 9 1 8 0 2 2 2 4 0
K ochi
9 t h F lo o r ,
N H -4 9 , M
K o chi - 6 8
Tel: + 9 1
F ax : + 9 1
ck
o ad
0 0 0
0 0 0
0 0 0 (1 2
6 9 5 (1 3
floor)
th
floor)
th
1 st F lo o r , P r est ig e E m er ald
N o . 4 , M adr as B ank R o ad
L av elle R o ad J u nct io n
B eng alu r u - 5 6 0 0 0 1
Tel: + 9 1 8 0 6 7 2 7 5 0 0 0
F ax : + 9 1 8 0 2 2 2 2 4 1 1 2
C hand igarh
1 st F lo o r , S C O
S ect o r 9 - C , M
C handig ar h Tel: + 9 1 1 7
F ax : + 9 1 1 7
: 1 6 6 -1 6
adhy a M
1 6 0 0 0 9
2 6 7 1 7 8
2 6 7 1 7 8
7
ar g
0 0
8 8
C hennai
Tidel P ar k , 6 t h & 7 t h F lo o r
A B lo ck ( M o du le 6 0 1 , 7 0 1 - 7 0 2 )
N o . 4 , R aj iv G andhi S alai, Tar am ani
C hennai - 6 0 0 1 1 3
Tel: + 9 1 4 4 6 6 5 4 8 1 0 0
F ax : + 9 1 4 4 2 2 5 4 0 1 2 0
A B A D
ar adu
2 3 0 4
4 8 4
4 8 4
N u cleu s
P O
3 0 4 4 0 0 0
2 7 0 5 3 9 3
C o r po r at e To w er B
G o lf C o u r se
1 2 2 0 0 2
1 2 4 4 6 4 4 0 0 0
1 2 4 4 6 4 4 0 5 0
th
floor, HT House
1 8 - 2 0 K ast u r b a G andhi M ar g
N ew D elhi - 1 1 0 0 0 1
Tel: + 9 1 1 1 4 3 6 3 3 0 0 0
F ax : + 9 1 1 1 4 3 6 3 3 2 0 0
K ol k ata
2 2 C am ac S t r eet
3 r d floor, Block C
K o lk at a - 7 0 0 0 1 6
Tel: + 9 1 3 3 6 6 1 5 3 4 0 0
F ax : + 9 1 3 3 2 2 8 1 7 7 5 0
4 th& 5 thF
S ect o r 1 2
N O ID A 2 0
G au t am B
Tel: + 9 1
F ax : + 9 1
M u mb ai
1 4 t h F lo o r , The R u b y
2 9 S enapat i B apat M
D adar ( W ) , M u m b ai Tel: + 9 1 2 2 6 1 9 2 0
F ax : + 9 1 2 2 6 1 9 2 1
P u ne
C - 4 0 1 , 4 t h floor
P anchshil Tech P
Y er w ada
( N ear D o n B o sco
P u ne - 4 1 1 0 0 6
Tel: + 9 1 2 0 6 6
F ax : + 9 1 2 0 6 6
ar g
4 0 0 0 2 8
0 0 0
0 0 0
F lo o r , B lo ck B - 2
N ir lo n K no w ledg e P ar k
O f f W est er n E x pr ess H ig hw ay
G o r eg ao n ( E )
M u m b ai - 4 0 0 0 6 3
Tel: + 9 1 2 2 6 1 9 2 0 0 0 0
F ax : + 9 1 2 2 6 1 9 2 3 0 0 0
th
lo
6
1
u
o r , P lo t N o 2 B , To w er 2 ,
3 0 4
dh N ag ar , U . P . India
1 2 0 6 7 1 7 0 0 0
1 2 0 6 7 1 7 1 7 1
ar k
S cho o l)
0 3 6 0 0 0
0 1 5 9 0 0
F o llo w u s @ E Y _ India
J o in t he b u siness net w o r k f r o m
E Y
F o r m o r e inf o r m at io n, v isit w w w . ey . co m / in
E r nst & Y o u ng L L P
EY | A ssu r ance | Tax | Tr ansact io ns | A dv iso r y
About EY
E Y is a g lo b al leader in assu r ance, t ax , t r ansact io n
and adv iso r y ser v ices. The insig ht s and q u alit y
ser v ices w e deliv er help b u ild t r u st and co nf idence
in t he capit al m ar k et s and in eco no m ies t he w o r ld
o v er . W e dev elo p o u t st anding leader s w ho t eam t o
deliv er o n o u r pr o m ises t o all o f o u r st ak eho lder s. In
so do ing , w e play a cr it ical r o le in b u ilding a b et t er
w o r k ing w o r ld f o r o u r peo ple, f o r o u r client s and f o r
o u r co m m u nit ies.
EY refers to the global organization, and may refer to
o ne o r m o r e, o f t he m em b er f ir m s o f E r nst & Y o u ng
G lo b al L im it ed, each o f w hich is a separ at e leg al
ent it y . E r nst & Y o u ng G lo b al L im it ed, a U K co m pany
lim it ed b y g u ar ant ee, do es no t pr o v ide ser v ices t o
clients. For more information about our organization,
please v isit ey . co m .
E r nst & Y o u ng L L P is o ne o f t he Indian client ser v ing m em b er f ir m s o f
EYGM Limited. For more information about our organization, please visit
w w w . ey . co m / in.
E r nst & Y o u ng L L P is a L im it ed L iab ilit y P ar t ner ship, r eg ist er ed u nder t he
L im it ed L iab ilit y P ar t ner ship A ct , 2 0 0 8 in India, hav ing it s r eg ist er ed o f f ice
at 2 2 C am ac S t r eet , 3 r d F lo o r , B lo ck C , K o lk at a - 7 0 0 0 1 6