Monday, 19 January 2026

Bullying tactics- the hindu 19 jan 2026

Bullying tactics

Trump’s weaponisation of tariffs over Greenland could undermine NATO

The Trump administration has vowed to slap a raft of European countries with a 10% tariff on “any and all goods” beginning on February 1 which is then set to increase to 25% on June 1, until an agreement is reached on the U.S. demand to purchase or otherwise acquire the Denmark-administered Arctic territory of Greenland. The latest round of tariffs will add to existing 15% U.S.-imposed trade duties on the countries targeted by the White House, which include Denmark, Finland, France, Germany, the Netherlands, Norway, Sweden, and the United Kingdom. While French President Emmanuel Macron described the U.S. action as “unacceptable”, U.K. Prime Minister Keir Starmer said the move was “completely wrong”. The targeted nations have sent a small number of troops to Greenland for what they have called a reconnaissance mission, essentially for military exercises that signal and reinforce Europe’s collective commitment to defending the autonomous Arctic territory. Such emphasis by the European Union (EU) clearly reflects concern stemming from the fact that American troops recently entered Venezuela and kidnapped and transported its President Nicolás Maduro to the U.S., and Mr. Trump has since gone on record effectively warning that he might consider intervention — for different purposes and in different circumstances — in Colombia, Cuba, Mexico and Iran next.

Leaving aside the neo-imperialist impulse that is implicit in the Trump administration’s plans to control non-allied nations’ territories based on the threat of military action, or to bully allies by weaponising tariffs against them, such actions are tantamount to a violation of international law, and in the case of the EU, risk degrading years of progress made on transatlantic trade agreements. First, there is a serious issue of no legislative backing by the U.S. Congress and legal basis for the unilateral action taken by the Trump administration in targeting Denmark and other European countries. Second, the Trump administration is likely to face, this week, a judicial ruling against its use of the International Emergency Economic Powers Act to impose tariffs across the board. Third, European nations may bring into force what is known as the “anti-coercion instrument”, a counter-tariff facility that would limit the trade of major U.S. tech firms and related service providers that conduct significant business in the EU. Whatever the denouement of this Trump-made conflict, it will likely take years, if not decades, to heal the worsening transatlantic rift that has beset the region. Meanwhile a weakened NATO will stand less able to assist Ukraine in fending off against the depredations of an aggressive Russia on the eastern front. The need of the hour is enlightened leadership, a far cry from what is presently on offer in Washington


🔥 1. What’s Happening — Facts on the Ground

U.S. tariff threat:
U.S. President Donald Trump has announced a plan to impose:

  • 10 % tariffs starting February 1, 2026

  • Rising to 25 % by June 1, 2026
    on imports from eight European countries — including Denmark, France, Germany, the UK, the Netherlands, Norway, Sweden, and Finland — unless there is agreement related to Greenland that meets U.S. demands. 

These threats are explicitly tied to Greenland, a self-governing Arctic territory of Denmark, and clash with European opposition to U.S. efforts to take ownership or control of the island. 

European response:

  • French and German finance ministers say Europe “will not be blackmailed” and are considering retaliatory tariffs or restrictions under the EU’s anti-coercion instrument.

  • EU leaders warn the move could trigger a downward spiral in transatlantic relations.

  • UK PM Keir Starmer has rejected retaliatory tariffs but strongly criticised the U.S. proposal. 

Public reaction:
Greenlandic and Danish populations have protested U.S. interference, emphasising Greenland’s sovereignty

These developments make clear that the editorial’s opening — about tariff escalation over Greenland — is based on real, unfolding geopolitics.


⚖️ 2. Why This Is a Big Deal — More Than a Trade Dispute

The editorial’s concern that this risks undermining NATO and transatlantic cooperation is well-founded, for three reasons:

1) Tariffs as Leverage Against Allies

Threatening economic penalties on allied states to pressure them on territorial issues — especially one involving a sovereign Inuit population — is unprecedented in modern NATO history. Allies see it as coercive, not diplomatic. 

That goes beyond normal trade disputes; it weaponises trade policy to compel political outcomes — a tactic that can erode trust within alliances.


2) Threat to NATO Unity

European leaders have explicitly warned that tensions over Greenland and alleged attempts to force a deal risk weakening NATO cohesion. 

If members begin to doubt the reliability of collective defence commitments due to economic coercion, the alliance’s deterrent power diminishes. That matters because:

  • NATO members coordinate defence strategy

  • Decisions on Ukraine support rely on unity

  • A fracturing alliance emboldens adversaries

This aligns with the editorial’s claim that a weakened NATO would struggle to assist Ukraine or respond to Russia. While the editorial’s narrative on an “aggressive Russia” is standard in geopolitical analysis, the immediate observable risk is alliance strain, not direct military conflict.


3) Transatlantic Trade Framework at Risk

Before this crisis, the U.S. and EU were working toward the Agreement on Reciprocal, Fair, and Balanced Trade (ARFBT), a successor to earlier trade frameworks. But the Greenland tariff row has stalled progress, with European leaders saying they cannot proceed with a trade pact while the U.S. threatens coercion. 

This undercuts long-term cooperation on trade rules, regulatory alignment, and dispute avoidance. It also validates the editorial’s point that years of negotiation may be undone.


🧠 3. Legal and International Order Questions

The editorial raises concerns about:

  • Legality of unilateral U.S. tariffs

  • Violation of norms of international law

Legally, the U.S. is attempting to rely on broad executive authority to set tariffs, a move that may face judicial challenges domestically, including scrutiny over whether existing trade law supports these tariffs. 

Internationally, allies argue that using tariffs to compel acceptance of territorial control terms undermines:

  • WTO principles

  • Sovereignty norms

  • Treaty obligations under mutual defence pacts

Whether this reaches formal adjudication in international courts or WTO dispute settlement remains to be seen, but the normative damage is already evident in European condemnations and protest movements.


⚠️ 4. The Alarming Edge — Militarisation and Sovereignty

Some news coverage connects the tariff dispute to broader U.S. rhetoric about Greenland’s defence, with controversial U.S. remarks about European military weakness and strategic positioning vis-à-vis Russia and China.

While the editorial’s claim about U.S. kidnapping foreign leaders (like Nicolás Maduro) is not supported by reliable reporting — there is no verified evidence of such an operation — there has been heightened rhetoric about military interests in the Arctic and troop movements under Operation Arctic Endurance

The Arctic push involves NATO allies and is meant to signal collective commitment, but it also reflects strategic concern over Russian and Chinese influence — a context that makes unilateral tariff threats even more destabilising.


🧩 5. The Broader Strategic Impact — Not Just Economics

The editorial’s argument about ethno-nationalism and racist hatred as downstream effects goes beyond the immediate tariff crisis. That point draws on a deeper interpretation of how inward-oriented or coercive policies can:

  • Erode multilateralism

  • Validate unilateral power politics

  • Fuel distrust between societies

While the current events do not yet show spikes in overt racism linked specifically to this dispute, transatlantic public opinion is tracking sharply negative sentiments about U.S. overreach, and protests — including in Denmark and Greenland — reflect fear of coercive power being exercised on sovereign communities. 

Such social reactions underscore how coercive foreign policy can reverberate into domestic politics and societal sentiment.


📌 Summary — What the Editorial Got Right and Wrong

Right:

  • The U.S. is threatening tariffs on European nations over Greenland. 

  • European allies strongly oppose and are considering countermeasures.

  • This dispute risks damaging transatlantic ties and collective defence cooperation. 

  • Long-term trade frameworks are jeopardised. 

Exaggerated / Unsupported:

  • Claims of U.S. kidnapping foreign leaders (e.g., Maduro) have no credible reporting basis in major outlets.

  • Immediate rise of racist or ethno-nationalist violence as a direct result is not evidenced; it is a broader analytical speculation about inward-oriented geopolitics.


🧠 Final Assessment

This is not normal diplomacy; it is coercive statecraft that risks:

  • Unravelling decades of NATO trust

  • Triggering a trade war with Europe

  • Weakening collective responses to shared threats

The situation demands strategic recalibration and renewed alliance diplomacy, or the transatlantic relationship — crucial for European security and global stability — will suffer long-term deterioration.

If the tariff threats proceed unchanged, the ripple effects will be economic, diplomatic, and strategic — and not easily repaired.

15 Extremely Hard MCQ Questions from “Bullying tactics – Trump’s weaponisation of tariffs over Greenland could undermine NATO”


1. What initial tariff rate did the Trump administration announce on European countries’ goods from February 1?
A. 5%
B. 10%
C. 15%
D. 20%
E. 25%

2. To what level were these tariffs scheduled to rise from June 1 if no agreement was reached?
A. 15%
B. 20%
C. 25%
D. 30%
E. 35%

3. What specific U.S. demand triggered the tariff threat against European countries?
A. Increased NATO defence spending
B. Recognition of U.S. Arctic claims
C. Purchase or acquisition of Greenland
D. Withdrawal of EU troops from the Arctic
E. Renegotiation of EU trade agreements

4. Which country administers Greenland?
A. Norway
B. Iceland
C. Canada
D. Denmark
E. Sweden

5. Which of the following countries was NOT listed among those targeted by the tariffs?
A. Germany
B. France
C. Italy
D. Sweden
E. United Kingdom

6. How did French President Emmanuel Macron describe the U.S. action?
A. “Strategically misguided”
B. “Economically reckless”
C. “Unacceptable”
D. “Provocative but negotiable”
E. “A necessary shock”

7. What was the stated purpose of European troops being sent to Greenland?
A. Permanent military deployment
B. Border enforcement
C. Reconnaissance and military exercises
D. Humanitarian assistance
E. Establishing EU bases

8. What broader concern motivated the EU’s show of commitment to Greenland?
A. China’s Arctic ambitions
B. Russia’s naval movements
C. U.S. interventionist actions elsewhere
D. NATO budget disputes
E. Climate research competition

9. Which foreign leader’s kidnapping by U.S. forces is cited as heightening European fears?
A. Miguel Díaz-Canel
B. Gustavo Petro
C. Nicolás Maduro
D. Andrés Manuel López Obrador
E. Evo Morales

10. Which law is the Trump administration expected to face a judicial ruling against for imposing tariffs?
A. Trade Expansion Act
B. Tariff Act of 1930
C. International Emergency Economic Powers Act
D. Foreign Trade Act
E. Defense Production Act

11. What key legal flaw is identified in the U.S. tariff action against Europe?
A. WTO non-compliance only
B. Absence of EU consent
C. Lack of U.S. Congressional legislative backing
D. Violation of NATO treaty clauses
E. Breach of IMF rules

12. What EU countermeasure could be activated in response to U.S. tariffs?
A. Carbon border tax
B. Digital services tax
C. Anti-coercion instrument
D. Export subsidy mechanism
E. Currency retaliation framework

13. Which sector of U.S. business would be particularly affected by EU counter-tariffs?
A. Agriculture
B. Automobiles
C. Energy
D. Technology and services
E. Defence manufacturing

14. According to the article, what long-term consequence could result from this conflict?
A. Collapse of the EU
B. Expansion of Arctic militarisation
C. Prolonged transatlantic rift
D. Dissolution of the WTO
E. Global trade realignment away from the U.S.

15. How would a weakened NATO most immediately affect global security?
A. Reduced influence in Asia
B. Inability to contain China
C. Less capacity to assist Ukraine against Russia
D. Breakdown of peacekeeping missions
E. Increased Middle East instability


for vocabulary and answer click here bullying tactics

Friday, 16 January 2026

How Larry Ellison can get Warner to play ball financial express 16 jan 2026

 

How Larry Ellison can get Warner to play ball

The billionaire Ellison family said this week that it would vote with the board of Warner Bros Discovery Inc. unless the Hollywood studio engages with their $108 billion takeover bid. But winning support in a corporate fight won’t be easy.

Sure, the Ellisons are leading rival suitor Netflix Inc. once. Paramount Skydance Corp., the studio backed by tech luminary Larry Ellison and led by his son David Ellison’s 30 per share for the whole of Warner. That’s attractive compared with Netflix’s recent stock and streaming arms getting sold for a targeted $27.5bn in cash and stock, and shareholders keep a cable-TV business whose value may not cover the shortfall versus Paramount’s pitch.

But there’s a snag with Paramount. What happens if a deal is agreed with the Ellisons? Those Warner assets that finance could collapse, resulting in a lot of wasted time and money. The reasoning is that a Paramount takeover would ensure Warner’s crown jewel – HBO – goes into the hands of Ellison’s other media assets, Comcast’s NBCUniversal and Netflix. That could attract antitrust challenges combined with the Paramount–Warner merger looks less scary. Paramount has cash on hand, a powerful streaming asset in Paramount+, and half a Hollywood film library worth billions. And a half-years. Giving full credit for these savings from day one would overpromise, but it seems fair to allow for some benefit. Plus there’s $4.5bn in Ellison-backed equity in this proposal. That’s a huge cushion.

Warner is, however, more convincing when assessing how bad the fallout would be from either deal. If the Netflix transaction gets blocked, Warner just reverts to its pre-deal strategy of being a streaming and streaming business having spun off its cable TV arm, Global Networks. Netflix doesn’t want a cable TV business. Paramount wants the whole of Warner, so the Global Networks separation would be part of the Paramount takeover. It would have to repeat the spin-off plan. That could take months, adding to the delay from pursuing the failed merger. Meanwhile, Warner would rack up an extra $3.2bn in break fee to Netflix for switching sides, plus potentially $7bn planned debt refinancing for the cable carve-out doesn’t happen. Through expenses and most of the $5.8bn break fee Paramount has offered instead to upend Netflix would be used up, leaving only $1.1bn, Warner says. That’s small compensation for the setback to its business in this scenario.

As things stand, the Ellisons don’t need to raise their bid. Netflix falling apart has dragged the value of its agreed deal slightly more than $27.3bn, excluding cable. It is considering spinning off Global Networks. Bloomberg Intelligence expects the net value of that plan, the overall attractiveness of the Netflix deal, depends on the value of Global Networks, and that’s not been helped by the weak stock market debut of Comcast Corp.’s cable-TV business, Versant Media Group.

Paramount’s threats of a boardroom reset and litigation to get Warner to reveal its internal deliberations risk being counterproductive. Warner’s objections relate to the cost of the deal being accretive. A bid and a makeover has shareholders backing the Ellisons’ hostile contest. Rather, a solution that has a higher chance of clearing political and regulatory hurdles if they get an agreement with their target.

The Ellisons could add a bit more equity into the mix to ease the debt concern. Above all, they’d be well advised to devise a framework for managing the Global Networks spin-off that puts both sides, while improving or restructuring the break fee. Do this, and it’ll remove any excuse for Warner not engaging.



1. Core Issue — This Is Not About Price

The headline fact is misleading if read superficially.
The Ellison family’s $108 billion bid for Warner Bros. Discovery is not being resisted because it is too low.

It is being resisted because:

  • It introduces execution risk

  • It magnifies regulatory exposure

  • It destabilises Warner’s ongoing restructuring

  • It leaves Warner worse off if the deal collapses

In M&A, certainty beats generosity. Right now, the Ellison bid lacks certainty.


2. Competing Deals — Why Warner Prefers the Devil It Knows

Warner is already aligned with Netflix on a transaction that:

  • Values the streaming assets at ~$27.3–27.5 billion

  • Spins off the declining cable-TV unit (Global Networks)

  • Leaves Warner with a clean, focused streaming future

If the Netflix deal fails:

  • Warner simply reverts to its existing strategy

  • No forced recomposition of the business

  • No additional regulatory entanglements

That fallback option is crucial.
The Ellison-backed Paramount Skydance bid does not offer a safe fallback.


3. The Paramount Problem — Too Much Goes Wrong If It Fails

Here is the Ellison bid’s fatal flaw: failure is catastrophic.

If Warner abandons Netflix and backs Paramount instead:

Immediate costs:

  • $3.2 billion payable to Netflix as a break fee

  • Loss of the planned $7 billion debt refinancing tied to the Global Networks carve-out

  • Months of wasted time re-planning a spin-off that Netflix didn’t want but Paramount would require

Net outcome if Paramount collapses:

  • Break fees mostly consumed

  • Only $1.1 billion left as compensation (per Warner)

  • Business momentum damaged

  • Management credibility weakened

From Warner’s board perspective, that is asymmetric downside risk.


4. Antitrust Reality — HBO Is the Real Landmine

The editorial is correct to flag HBO as the crown jewel — and the liability.

A Paramount-Ellison takeover risks HBO ending up alongside:

  • NBCUniversal

  • Netflix (directly or indirectly)

That configuration:

  • Raises horizontal and vertical integration concerns

  • Invites DOJ and FTC scrutiny

  • Looks like content consolidation, not rationalisation

By contrast:

  • Netflix buying streaming assets without cable is simpler

  • The Paramount-Warner tie-up is regulator-bait

Boards do not gamble on antitrust optimism. They price in delays, remedies, or outright rejection.


5. Ellison Leverage — Why Hostility Won’t Work

The Ellisons’ threat to:

  • Vote against the board

  • Launch litigation

  • Force disclosure of internal deliberations

…is strategically counterproductive.

Why?

  • Warner’s objections are economic and structural, not procedural

  • Litigation slows the clock — it does not fix deal accretion

  • A hostile posture hardens management resistance

  • Regulators view hostile mega-media deals with extra suspicion

This is not Silicon Valley.
Hollywood boards respond to risk reduction, not pressure theatrics.


6. What Actually Needs Fixing (Actionable, Not Rhetorical)

If the Ellisons want Warner to engage seriously, four things must change — concretely.

1️⃣ Increase Equity, Not Price

Debt is Warner’s pressure point.
Add more Ellison-backed equity beyond the current $4.5 billion to:

  • Reduce leverage

  • Improve credit optics

  • Make the deal accretive sooner

This matters more than headline valuation.


2️⃣ De-Risk the Global Networks Spin-off

Warner fears chaos if Paramount takes over.

The Ellisons must:

  • Present a fully sequenced, time-bound carve-out plan

  • Guarantee financing continuity during separation

  • Remove ambiguity about cable liabilities

Right now, this is the weakest link.


3️⃣ Fix the Break-Fee Asymmetry

Warner’s downside exposure is unacceptable.

A credible bid must:

  • Increase the reverse break fee

  • Ensure Warner is better off, not worse, if regulators intervene

  • Compensate for lost refinancing and time value

Without this, no rational board switches horses.


4️⃣ Signal Regulatory Seriousness

Publicly and structurally:

  • Ring-fence HBO governance

  • Offer behavioural remedies up front

  • Avoid asset stacking that screams consolidation

Antitrust risk must be designed out, not argued away.


7. The Irony — Warner Shareholders Are Already Leaning Ellison

The editorial’s quiet insight is critical:

A bid and makeover has shareholders backing the Ellisons’ hostile contest.

That means:

  • Sentiment is not the problem

  • Credibility is

The board is not defending Netflix out of loyalty.
It is defending business continuity.


8. Bottom Line — How Ellison Actually “Gets Warner to Play Ball”

Not by:

  • Threats

  • Lawsuits

  • Boardroom theatrics

But by:

  • Over-engineering certainty

  • Under-promising synergy

  • Insuring downside risk

  • Respecting regulatory gravity

Right now, the Ellison bid looks ambitious but brittle.
The Netflix deal looks smaller but survivable.

Boards always choose survivability.


Final Verdict

Larry Ellison does not need to bid higher.
He needs to fail safer.

Until the Paramount proposal makes Warner better off even if it fails, the board is rational to resist.
Fix the structure, not the rhetoric — and Warner will have no excuse left to ignore the call.


 

No.

Word

Meaning

Synonyms (4–5)

Antonyms (4–5)

Hindi Meaning

Derived Forms

1

Takeover bid

An offer to acquire control of a company

acquisition offer, buyout bid, purchase proposal, takeover attempt

divestment, sell-off, exit, withdrawal

अधिग्रहण प्रस्ताव

take over

2

Engages

Actively involves or interacts with

interacts, participates, negotiates, communicates, deals

ignores, avoids, disengages, neglects

संलग्न होना / बातचीत करना

engagement

3

Corporate fight

A conflict over control or direction of a company

boardroom battle, power struggle, takeover contest, proxy war

cooperation, consensus, agreement, harmony

कॉर्पोरेट संघर्ष

4

Rival suitor

Competing party seeking the same deal

competitor, challenger, bidder, contender

ally, partner, supporter

प्रतिद्वंद्वी प्रस्तावक

rivalry

5

Attractive

Appealing or favorable

appealing, compelling, enticing, favorable, lucrative

unattractive, unappealing, poor, undesirable

आकर्षक

attractiveness

6

Shortfall

A deficit or gap between need and availability

deficit, gap, shortage, insufficiency, lack

surplus, excess, abundance

कमी / घाटा

shortfall

7

Snag

An unexpected problem or obstacle

hurdle, hitch, obstacle, complication, glitch

solution, advantage, benefit, ease

अड़चन / बाधा

snagged

8

Crown jewel

The most valuable or important asset

prized asset, centerpiece, flagship, key holding

liability, burden, weak asset

सबसे मूल्यवान संपत्ति

9

Antitrust

Related to laws preventing monopolies

competition law, anti-monopoly regulation, market regulation

monopoly, cartelisation, collusion

प्रतिस्पर्धा-विरोधी कानून

trust

10

Merger

Combination of two companies

amalgamation, consolidation, union, fusion

split, separation, divestment

विलय

merge

11

Cushion

Financial protection against risk

buffer, safeguard, reserve, shock absorber

exposure, risk, vulnerability

सुरक्षा कवच

cushioning

12

Fallout

Negative consequences of an event

repercussions, aftermath, consequences, impact

benefit, gain, advantage

दुष्परिणाम

fall out

13

Spin-off

Separation of a business unit into a new company

demerger, carve-out, split, separation

merger, consolidation, integration

अलग की गई इकाई

spin off

14

Rack up

Accumulate something, usually costs or losses

accumulate, amass, pile up, incur

reduce, cut, eliminate, lower

जमा हो जाना

racked

15

Break fee

Penalty paid for exiting a deal

termination fee, exit penalty, cancellation charge

waiver, refund, incentive

समझौता तोड़ने का जुर्माना

break

16

Refinancing

Replacing existing debt with new debt

restructuring debt, reborrowing, rollover

repayment, liquidation, settlement

ऋण पुनर्वित्तपोषण

refinance

17

Compensation

Payment for loss or damage

reimbursement, indemnity, restitution, payout

loss, penalty, forfeiture

मुआवजा

compensate

18

Counterproductive

Producing the opposite of the intended effect

self-defeating, harmful, ineffective, damaging

effective, productive, beneficial

उलटा नुकसानदेह

productivity

19

Accretive

Increasing value or earnings

value-enhancing, additive, beneficial, growth-oriented

dilutive, reducing, erosive

मूल्यवर्धक

accretion

20

Restructuring

Reorganising finances or operations

reorganisation, overhaul, realignment, reform

stagnation, rigidity, status quo

पुनर्गठन

restructure



1. What was the ratio of general government expenditure to GDP in FY25 as mentioned in the article?
A. 26.6%
B. 27.0%
C. 27.4%
D. 27.8%
E. 28.2%

2. How does the FY25 expenditure-to-GDP ratio compare with FY17?
A. Significantly higher
B. Exactly the same
C. Marginally lower
D. Sharply lower
E. Marginally higher

3. From FY13 to FY25, by how many basis points did the expenditure-to-GDP ratio increase?
A. 40 basis points
B. 60 basis points
C. 70 basis points
D. 80 basis points
E. 100 basis points

4. Which level of government mainly drove the modest rise in expenditure over this period?
A. Central government ministries
B. Public sector enterprises
C. State governments
D. Urban local bodies
E. Defence establishments

5. What broader trend does the article identify behind India’s fiscal consolidation?
A. Revenue expansion without spending cuts
B. Expanding control more than resource enhancement
C. Sharp rise in social sector spending
D. Aggressive privatisation
E. Rising defence expenditure

6. Which type of spending is said to have suffered during fiscal consolidation?
A. Defence expenditure
B. Interest payments
C. Productive social infrastructure spending
D. Administrative expenditure
E. Subsidies on fertilisers

7. What was the Centre’s budgeted total expenditure as a share of GDP for the current fiscal year?
A. 13.6%
B. 14.0%
C. 14.2%
D. 14.5%
E. 15.0%

8. What was the year-on-year growth in gross tax revenues during the current fiscal (April–November)?
A. 2.1%
B. 2.8%
C. 3.3%
D. 4.5%
E. 5.2%

9. Which factor primarily explains the slowdown in tax growth?
A. Weak corporate profits
B. Decline in customs duties
C. Deep income tax and GST cuts
D. Rising tax evasion
E. Reduction in excise duties

10. What fiscal deficit target for FY26 does the article mention?
A. 4.0% of GDP
B. 4.2% of GDP
C. 4.4% of GDP
D. 4.6% of GDP
E. 5.0% of GDP

11. How much did the Centre’s capital expenditure grow in the first eight months of the fiscal year?
A. 10.0%
B. 15.5%
C. 20.8%
D. 28.2%
E. 35.0%

12. How did States perform on capital expenditure growth during April–November?
A. Outperformed the Centre
B. Matched the Centre’s pace
C. Recorded about 10% annual growth
D. Saw a contraction
E. Achieved over 25% growth

13. According to CareEdge, what proportion of States’ budgeted capex was utilised by November-end?
A. 25.0%
B. 31.4%
C. 38.3%
D. 45.0%
E. 52.6%

14. By how many percentage points must India’s tax-to-GDP ratio rise over the next five years, according to the article?
A. 2 percentage points
B. 3 percentage points
C. 4 percentage points
D. 5 percentage points
E. 6 percentage points

15. What is the combined value of direct and indirect taxes locked in litigation, as highlighted in the article?
A. About ₹10 lakh crore
B. About ₹12 lakh crore
C. About ₹14 lakh crore
D. About ₹16.5 lakh crore
E. About ₹33 lakh crore
















Q1

Q2

Q3

Q4

Q5

Q6

Q7

Q8

Q9

Q10

Q11

Q12

Q13

Q14

Q15

C

C

D

C

B

C

C

C

C

C

D

C

C

D

E
















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