Google and Yahoo Get Respite in Tax Case in India

Blog - Online Ad RevenuesForeign firms and investors have been having a series of run-ins with Indian tax officials. But the Indian revenue department’s attempts to tax locally earned online advertising income of Google and Yahoo suffered a setback recently. A tax tribunal has ruled that these companies do not have a fixed physical presence in India and therefore cannot be subject to income tax in the country.

A note by Economic Laws Practice (ELP), a Mumbai-based law firm, points out that “examining the existence of a virtual [permanent establishment] in the case of websites … has always been a challenge. The experts and courts have generally linked this to a tangible form, which is generally the server or the hardware, where these websites are hosted.”

But the respite for these firms may be short-lived if the tax department appeals to a higher court and gets a ruling in its favor.

The specific case involves Google Ireland Ltd, Overture Services Inc. U.S.A (a Yahoo company), and their Kolkata-based client, Right Florists Pvt. Ltd, for the financial year 2004-2005. Right Florists used advertising on the search engines of Google and Yahoo to generate business and paid Rs. 3.04 million ($67,650 at the average exchange rate of Rs. 45 to a dollar in 2004-2005) for the service. It did not withhold tax on that payment.

At the core of the dispute are differing interpretations of tax laws, the double tax avoidance agreement that India has with the U.S. and Ireland, and the Organisation for Economic Co-operation and Development’s model tax convention on income and capital.

According to India’s tax department, Right Florists should have withheld tax on the payment, and since it didn’t, the company was not entitled to claim a deduction for advertising expenditures from its income. Right Florists contended that it was not required to withhold tax as neither Google nor Yahoo have a fixed place of operation in India and therefore, their income was not subject to tax in the country. The tax department did not agree with this reasoning; it maintained that the Indian company should have sought the opinion of the tax department before remitting the payment.

The commissioner of income tax in charge of appeals ruled in favor of Right Florists. The tax department then approached the Kolkata bench of the Income Tax Appellate Tribunal. The tribunal upheld the earlier ruling. In its order, the tribunal said: “The receipts in respect of online advertising on Google and Yahoo cannot be brought to tax in India under the provisions of the Income Tax Act, as also under the provisions of the India-U.S. and India-Ireland tax treaty.” The tribunal also noted that the tax department had not brought anything on record, either at the assessment stage or even before the hearing, to suggest that Google or Yahoo had a permanent establishment in India. The body added that the servers on which the advertisements were hosted were not located in India and presence in India through a website cannot be said to constitute a permanent establishment.

According to the tribunal’s order: “There is nothing on record to demonstrate or suggest that the online advertising revenues generated in India were supported by, serviced by or connected with any entity based in India. It is only elementary that when the recipient of income does not have the primary tax liability in respect of an income, the payer cannot have vicarious tax withholding liability either.”

The tribunal also stated that the payment for online advertising cannot be taxed as a technical service, as the reading of law requires human interface in a technical service. The display of online advertisements on a search engine results page is determined by algorithms — there is no human intervention and so in that sense, it is not a technical service.

But what if a foreign company that provided a service had an Indian subsidiary, like in the instance of Google? “No double tax avoidance treaty that India has signed with other countries states that mere presence of a subsidiary of a foreign company in India is equivalent to having a permanent establishment in [the country],” says Pranay Bhatia, a partner at ELP. Further, if retroactive amendments are brought by the government, they cannot override existing bilateral treaties and the income cannot be attributed to the Indian subsidiaries of these online search companies without there being a permanent establishment in India, he adds.

While the tax tribunal’s order provides relief for advertisers on websites that have no permanent establishment in India, Bhatia cautions that the tax department could upend the issue once again through amendments to the Income Tax Act of 1965.

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Why Social Networks Unwittingly Worsen Job Opportunities for Black Workers

Social-Media-Job-Referral-FeaturedAfrican Americans are getting the short end in employment opportunities due to their lack of access to networking groups dominated by whites, according to a New York Times article published this week.

The article notes that white Americans tend to get the edge in seeking certain jobs by accessing social networks that black Americans are not part of. Disturbing as this trend is, it stems from referrals that may seem innocuous to the people making them, say Wharton professors Janice Bellace and Katherine L. Milkman.

One stark fact: The U.S. civilian unemployment rate as of April 2013 is 6.7% among whites and 13.2% among blacks, according to the U.S. Department of Labor. Even as the economy improves, African American workers continue to be worse off than the country as a whole, writes Rutgers professor Nancy DiTomaso in the Times. She sees the culprit as favoritism with a strong racial component, arguing that whites are more likely to help other whites and that the social connections that could give someone an “in” to good, high-paying professional jobs are concentrated among whites. DiTomaso bases her findings on interviews she conducted with candidates for 1,463 jobs.

“Most Americans do not think of themselves as living in segregated communities, but they do,” says Bellace, a Wharton professor of legal studies and business ethics. She notes that much of this segregation resulted from zoning laws dating to the early 20th century that sought to keep suburbs free of the diverse mix of residences, commerce and people found in cities. “The result was diverse cities — in terms of race, ethnicity and household income — surrounded by white suburbs with income homogeneity,” she says. That housing pattern persists today, in part because public transportation in the suburbs is poor, she adds.

Bellace notes that similar forces have contributed to social networks that unwittingly worsen opportunities for black workers. Today’s college students know that the best way to land a coveted job is to obtain an unpaid internship, and the best route to doing that is to know someone. “White, upper middle class students are much more likely to be included in the social circles that will help them,” she says.

How Bias Hurts Businesses

Businesses hurt themselves with favoritism or discrimination in hiring, notes Milkman. When company leadership does not hire the best-qualified candidates because they fail to recruit minorities, they hurt themselves by not getting the best talent and fail to reach their “full potential,” she adds. “Teams that lack a diversity of perspectives also tend to be less creative,” she says, citing academic research on the subject.

Companies could overcome those problems in many ways, according to Milkman. Managers could be “more systematic about highlighting some of the uglier implications of what most employees view as a good deed — helping a friend make a connection.” She also calls for a “crackdown” on nepotism, which she describes as “an extreme form of the type of social networking that can harm minorities.”

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Innovative ATMs Help India’s Banks Expand Their Reach

atmIn February this year, the Reserve Bank of India (RBI) issued guidelines for new bank licenses allowing corporate and public sector entities to enter the banking sector. As part of this, it has mandated the new banks must open at least 25% of their branches in unbanked rural centers.

For Chennai-based Vortex Engineering, this makes for a huge business opportunity. Backed by investors like Tata Capital, Aavishkaar, Ventureast, Oasis and IFC, Vortex, with its portfolio of innovative automated teller machines (ATMs), is all set to aid banks in reaching out to unbanked and under-banked regions.

Vortex’s Gramateller ATM, for instance, can run on solar power, has a built-in uninterrupted power supply (UPS), doesn’t need air-conditioning, prints receipts in regional languages, is designed to work in extreme temperatures and can operate through biometric authentication. Its Ecoteller model is a low-cost, low-power-consuming machine.

“Conventional ATMs are designed [for] a developed-world scenario — they require air-conditioning and consume 1,500 to 2,000 watts of power. It is an unviable and expensive proposition to install them in rural or semi-urban areas [in India] where the transaction amounts are low and operational costs are high. The people in these areas, therefore, end up traveling 15 to 30 miles to access banking services,” says V. Vijay Babu, CEO of Vortex. According to Babu, the overall cost (installation, operations, etc.) of Vortex ATMs works out to 35% to 50% less than conventional ATMs, which typically cost around US$6,000.

Vortex currently has more than 800 ATMs deployed in the country. Of these, over 300 are solar. “We have orders to set up 9,000 ATMs in the next two years. We opened our second manufacturing facility in January this year, upgrading our capacity from 100 ATMs to 900 ATMs per month. We closed last fiscal [year] with a turnover of US$2 million and are targeting US$7 million this year,” adds Babu. The company also has been exporting its machines to SAARC (South Asian Association for Regional Cooperation) nations and a few African countries over the past six months.

Babu’s optimism is rooted in pure numbers. “Though India has seen a four-fold increase in the number of ATMs in the past four years — from 25,000 in January 2008 to 100,000 in December 2012 — [the country's] ATM industry is largely underdeveloped. It is also the fastest growing ATM market in world … expected to touch 250,000 by 2015.”

Other players, too, are busy creating a product portfolio to grab the opportunity. For instance, Georgia-based NCR Corporation has rolled-out a host of new ATMs with features including solar power, biometric readers and a text-to-speech engine that provides detailed instructions for the visually challenged user. Ashok Shankar, solutions deployment manager for NCR India, notes: “The market dynamics have changed significantly in the last year.… As part of the new announcement by the ministry of finance, PSU [public sector undertaking] banks will roll out over 60,000 ATMs in rural India by 2014. Our new ATMs particularly address the challenges that banks could face in rural India.”

The opportunity comes with its set of challenges, though. “Unless financial literacy is in place, chances of people adopting these modes of technology seem bleak. RBI is taking proactive steps in this direction, which will hopefully address the behavioral and psychological barriers that people have,” says Bharat M., research analyst, business and financial services at Frost & Sullivan.

According to Babu of Vortex, loading cash in ATMs that are geographically dispersed in semi-urban and rural areas is a huge logistical challenge. But he believes that it is a short-term concern. “As the ATM density increases, this problem will get addressed automatically.”

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Show Me the Money

Big global banks continue to fudge the numbers that regulators use to judge banks’ soundness, says Richard J. Herring, Wharton finance professor. In this Knowledge@Wharton interview, Herring notes that the numbers used for many key capital measurements are “obscure” rather than “transparent,” which makes the whole stress-test process unreliable and “subject to manipulation.” It also makes it impossible to compare one bank’s soundness relative to another bank. Herring is a co-chair of the Shadow Financial Regulatory Committee, an unofficial group of former regulators, lawyers and academics who review ideas for new regulations and other financial proposals.

For more from this interview with professor Herring, see:

Big Banks Keep Watering Down Global Reserve Rules

The Global Bank Regulatory System Remains Crippled

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Mind Your ‘Social’ Presence: Big-data Recruiting Has Arrived

Online recruitingPeter Steiner’s famed 1993 New Yorker cartoon of two dogs at a computer — with its caption, “On the Internet, nobody knows you’re a dog” — alluded to the difficulty of determining people’s online identities, including when it comes to recruiting workers. Now, a recent New York Times story on “algorithmic hiring” — which uses big-data analytics in place of traditional “talent markers” such as academic degrees — points to a new way of finding employees in a sea of online information.

According to the Times, big-data analytics promises to find hidden jewels like 26-year-old Jade Dominguez, an “average” high school student who did not attend college but taught himself computer programming. Dominguez was discovered by Gild, a San Francisco-based startup that is among a growing number of companies harnessing multiple data sources, including social networks, to automate parts of the hiring process and spot the right candidates. Gild claims it has developed a “technology that finds the people out there [and] tells you who’s good (and at what) and how to engage them.”

Gild crunches thousands of bits of information around 300 larger variables, including the web sites a person frequents, the language he or she uses to describe technology, the skills reported on LinkedIn and projects worked on, among other criteria, according to the Times article. Other firms that have developed technology to spot talent through social networks include TalentBin and Entelo of San Francisco, and RemarkableHire of McLean, Va.

Algorithmic hiring may be an innovative way to help companies hire faster and better for certain positions, but is it more than a passing technological fad? “This kind of hiring may be on the rise in jobs where the skills needed are clearly tied to performance,” says Wharton management professor Nancy Rothbard. “This means that the performance metrics also need to be clear and tangible. However, [algorithmic hiring] may be difficult to get right in the many jobs where there is less clarity” regarding metrics.

With such hiring techniques, companies could end up shifting the emphasis disproportionately towards social traits and away from the tried-and-tested attributes of good resumes — strong academic careers, demonstrated skill sets, etc. Rothbard suggests ways to get around those obstacles. “At the end of the day, getting the algorithm to reflect the desired attributes of the company is going to matter a lot with this technique,” she says. “Having checks and balances in the system is important. Moreover, with this type of an approach, experimentation, testing and follow up measurement are likely to matter a lot.”

In the Times article, Vivienne Ming, chief scientist at Gild, noted that talented people are ignored, misjudged or fall through the cracks all the time. The “traditional markers” people use for hiring “can be wrong, profoundly wrong,” and big-data technology can spot “wasted talent” and eliminate human bias, she said. Ming should know: Born male, she noticed how people began treating her differently after her gender change — in both good and negative ways. According to Ming, using algorithmic hiring is a way to “let the data speak for itself.”

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Why Emphasizing Ethics Matters to Female Employees

Compass Pointing the Way to Integrity in BusinessThere are a lot of theories out there about why women continue to be underrepresented in certain careers and industries, and why they tend not to rise to the top of their organizations in similar numbers to men.

According to Wharton post-doctoral fellow Jessica Kennedy, one possible explanation might be women’s perceptions about the ethical compromises that have to be made to achieve results in certain careers — whether those outcomes are monetary gains or a rise in social status. Kennedy and co-author Laura Kray of the University of California, Berkeley detail the results of three studies looking at this phenomenon in a recent paper, titled “Who Is Willing to Sacrifice Ethical Values for Money and Social Status? Gender Differences in Reactions to Ethical Compromises.”

“There is a lot of debate out there about whether businesses can do well and do good at the same time. Our research suggests that doing business ethically could help businesses retain talented women,” Kennedy says.

The first study found that women on average felt more moral outrage than men when confronted with decisions that went against their values, and also thought those decisions made less practical business sense. They felt this way no matter what the motivation for the decision: “When ethical values were compromised, people were as outraged when social status was gained as when money was gained,” Kennedy says. Social status gains included a boost in respect or admiration from others, or increased chances for a promotion, she adds.

Moreover, when presented in the second study with simulated job descriptions in the fields of consulting, private equity and wealth management, women only reported less interest than men when the blurbs stated that the firms required employees to prioritize profits or status over ethics when they conflicted.

But when the position outlines indicated that a company valued ethics, or when they simply didn’t mention ethics at all, women expressed as much interest in the jobs as male participants, “suggesting it was not the mere presence of a conflict between ethical and secular values, but the forfeiture of ethical values, that caused women’s reactions,” the researchers write.

Kennedy and Kray found that these perceptions still held true even when women weren’t prompted by discussion about what role ethics or values would play in a particular decision or career. In the final study outlined in the paper, the researchers asked men and women to classify words they associated with either business or law. Women’s reaction times showed they were more likely than men to correlate words like “wrong” or “unethical” with business, even though the legal field typically isn’t devoid of ethical dilemmas.

“The research doesn’t clearly say that women are more ethical than men … and it doesn’t say that business actually is more unethical than law or medicine. It says that women perceive it to be more unethical,” Kennedy notes.

Since certain industries or jobs may be consciously or unconsciously tarnished by these perceptions in the minds of female job candidates, Kennedy says that firms can respond by being upfront about how they deal with questions of ethics.

“I think the research suggests that, to the extent that businesses want to retain talented women, they should be holding ethics training, selecting leaders who have high ethical standards and emphasizing ethics within the core culture of the company,” Kennedy notes.  “It could also be a good reason to encourage all employees to voice ethical concerns when they have them.”

She adds that women, too, should keep the research in mind when charting their career paths and researching companies they may want to work at in the future. Even if ethical compromises aren’t a challenge they face in the present, the studies indicate that “women may care about this more than they initially appreciate, and more than some of their male colleagues might,” Kennedy says.

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The Global Bank Regulatory System Remains Crippled

New bank regulations coming out of Basel III “almost certainly” will not prevent another global financial crisis, similar to the one the world is still recovering from, says Richard J. Herring, Wharton finance professor. In this Knowledge@Wharton interview, he notes we are “kind of fooling ourselves to have something out there that we think is going to be a protection but really does not afford much of a buffer at all.” Herring also is a co-chair of the Shadow Financial Regulatory Committee, an unofficial group of former regulators, lawyers and academics who review ideas for new regulations and other financial proposals.

For more from this interview with professor Herring, see:

Big Banks Keep Watering Down Global Reserve Rules

Show Me the Money

 

 

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Unilever Bets Big on India

HULAnglo-Dutch multinational Unilever has announced a US$5.41 billion open offer for a 22.52% stake in its Indian subsidiary Hindustan Unilever Ltd. (HUL). This is the largest-ever inbound deal in the country’s history. If shareholders respond positively, the Unilever stake will go up to 75%.

“This represents a further step in Unilever’s strategy to invest in emerging markets,” Unilever CEO Paul Polman said in a statement. “The long heritage and great brands of Hindustan Unilever and the significant growth potential of a country with 1.3 billion people make India a strategic long-term priority for the business.”

The cash offer, announced on April 30, has been made at Rs600 (US$11.18) per share. This is at a premium of around 20% to the past week’s average trading price. Expectedly, HUL rose 17% on the Bombay Stock Exchange (BSE) after the announcement. Unexpectedly, analysts are advising investors that they stick to their portfolio. “Hold,” says Raamdeo Agrawal, director and co-founder of Motilal Oswal Financial Services. He feels that there are better days ahead for the company.

Equity analysts have not been so charitable to HUL for a long time now. The company has underperformed in the market place. On April 3, Edelweiss Research had given a “reduce holding” recommendation. “The next two quarters will be challenging,” said the Edelweiss report. “However, we remain positive on HUL’s business from a longer-term perspective.”

Unilever’s stake hike bid is aimed at bringing India in line with its strategy in other emerging economies and further integrating the US$4 billion fast moving consumer goods (FMCG) major with its global network. A few years back, the Indian company changed its name from Hindustan Lever and also adopted a new global logo. If the Unilever open offer succeeds, its holding will reach the level of its subsidiaries in Pakistan and South Africa. In some bigger markets – China, Brazil, Mexico and Russia – the company has wholly-owned subsidiaries.

Unilever is not alone in trying to increase its stake in a local subsidiary. Late last year, GlaxoSmithKline had made an open offer to increase its stake in its consumer health care subsidiary in India — GlaxoSmithKline Consumer Healthcare — from 43.2% to 75%. “This transaction represents a further step in GSK’s strategy to invest in the world’s fastest growing markets,” GSK chief strategy officer David Redfern had said in a statement.

The Unilever offer underlines the “fastest-growing market” theme which had taken a back seat in recent times. India’s GDP growth in 2012-2013 is expected to be only 5%. The current year should, however, show an improvement. The World Bank and the IMF have lowered their original estimates, but they are still optimistic with figures of 6.1% and 5.8% respectively. A recent review by the Prime Minister’s Economic Advisory Council (PMEAC) puts GDP growth even higher at 6.4%. The PMEAC has projected increased inbound foreign direct investment at US$36 billion during 2013-2014 against US$26 billion in 2012-2013. But this projection does not take into account the US$5.4 billion proposed investment by Unilever and the US$0.4 billion inflow that will result from the Jet-Etihad deal announced a week ago.

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