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In February 2022, Japan and India extended their bilateral swap agreements up to _________.
  • a)
    USD 80 Million
  • b)
    USD 65 Billion
  • c)
    USD 50 Million
  • d)
    USD 75 Billion
Correct answer is option 'D'. Can you explain this answer?
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Most Upvoted Answer
In February 2022, Japan and India extended their bilateral swap agreem...
Japan and India have renewed the Bilateral Swap Arrangement (BSA) under which the 2 countries can swap their local currencies in exchange for the US Dollar of up to USD 75 billion with effect from 28th February 2022.
Signatories – The Bank of Japan which is acting as agent for the Minister of Finance of Japan, and the Reserve Bank of India (RBI) on behalf of the Government of India (GoI) signed the Amendment and Restatement Agreement of the BSA.
About Japan:
Capital – Tokyo
Currency – Japanese Yen
Prime Minister – Fumio Kishida 
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Group QuestionThe passage given below is followed by a set of questions. Choose the most appropriate answer to each question.The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Etas 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Etas fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Etas CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. In the wake of the dispute with the AIESMU, what shouldthe reaction of the management be?

The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Etas 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Etas fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Etas CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. Which of the following is most unlikely to be a priority of the management?

The management team of Eta, a footwear company implemented a massive revamping exercise after making losses for four consecutive fiscal years in which more than 250 managers and their juniors were asked to quit. Eta decided to stop further recruitment. The management offered its staff a performance based salary. In 1996, for the first time in Etas 62-year-old history, the company signed a long-term bipartite agreement. This agreement was signed without any disruption of work. In the six-year period 1993-99, Eta had considerably brought down the staff strength of its Itanagar factory and Calcutta offices to 6,700.In fiscal year 1996, Eta was back in the black with the company reporting net profits of Rs. 41.5 million on revenues of Rs. 5.90 billion (Rs. 5.32 billion in 1995). In fiscal year 1997, Eta further consolidated the gains with the company reporting net profits of Rs 166.9 million on revenues of Rs. 6.70 billion. A senior HR manager at the company admitted that with an upswing in Etas fortunes, even its traditionally intransigent workers were motivated to do better. In 1997, Eta workers achieved 93% of their production targets. The management rewarded the workers with a 17% bonus, up from the 15% given in 1996.However, by the end of 1997, Eta still faced problems of a high-cost structure and surplus labor. In fact, the turnaround had made the unions more aggressive and demanding. Etas CEO had failed to strike a deal with the All India Eta Shop Managers Union (AIESMU) since the third quarter of 1997. The shop managers were insisting that Eta honour the 1990 agreement, which stipulated that the management would fill up 248 vacancies in its retail outlets. It also opposed the move to sack all the cashiers in outlets with annual sales of less than Rs 5 million, which meant elimination of 690 jobs.Q. As a lawyer working for Dastur and Associates, you have been asked to mediate the dispute. What is likely to be the sequence in your course of action from the options given? A. Call a meeting with both parties at once.B. Study different approaches to the situation.C. Meet both parties individually.D. Suggest a solution that is median to both parties requirements.

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In February 2022, Japan and India extended their bilateral swap agreements up to _________.a)USD 80 Millionb)USD 65 Billionc)USD 50 Milliond)USD 75 BillionCorrect answer is option 'D'. Can you explain this answer?
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In February 2022, Japan and India extended their bilateral swap agreements up to _________.a)USD 80 Millionb)USD 65 Billionc)USD 50 Milliond)USD 75 BillionCorrect answer is option 'D'. Can you explain this answer? for UPSC 2025 is part of UPSC preparation. The Question and answers have been prepared according to the UPSC exam syllabus. Information about In February 2022, Japan and India extended their bilateral swap agreements up to _________.a)USD 80 Millionb)USD 65 Billionc)USD 50 Milliond)USD 75 BillionCorrect answer is option 'D'. Can you explain this answer? covers all topics & solutions for UPSC 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for In February 2022, Japan and India extended their bilateral swap agreements up to _________.a)USD 80 Millionb)USD 65 Billionc)USD 50 Milliond)USD 75 BillionCorrect answer is option 'D'. Can you explain this answer?.
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