How to Link Aadhaar With PAN Card Online to File Tax Returns

How to Link Aadhaar With PAN Card Online to File Tax Returns


  • You can link your Aadhaar and PAN via the e-filing website
  • For this to work, your PAN and Aadhaar details need to match
  • In case of a discrepancy, you will soon be able to link via OTP

With July 31 here, it is high time you file your IT returns for the 2017 fiscal. Of course, before you can go ahead with filing income tax returns, you need to link Aadhaar number and PAN card as it became mandatory from July 1. According to a new amendment to the tax proposals in the Finance Bill for 2017-18, anyone who has a PAN card must provide their Aadhaar number to the principal director general of income tax (systems) or DGIT (systems). If you want to link the two but are not sure how to do it, you can use the e-facility launched by the Income Tax department, which is the easiest way to link the two. In fact, you don’t even need to sign in to the IT website to link your Aadhaar number and PAN card.

ALSO SEEHow to Link Aadhaar and PAN card by SMS

How to link PAN card with Aadhaar online

If you want to link your Aadhaar with PAN card, head over to the Income Tax e-filing portal and follow the steps below:

  1. On the website, click on the link on the left saying Link Aadhaar.
  2. Now, enter your PAN number, Aadhaar number, name as per Aadhaar, and the Captcha, and then click on Link Aadhaar.
  3. This should link the PAN and Aadhaar, but if there is any discrepancy in your details, you’ll receive an Aadhaar OTP to confirm the linkage. Enter the OTP and click on Save to continue.
  4. You can also link the details after logging in to the income tax website. Log in as you normally would and then click on Profile Settings in the top menu.
  5. Next, find Link Aadhaar.
  6. Enter your Aadhaar number and click on Save to continue.

This will only work if the details on the PAN and the Aadhaar card match. In case of any discrepancies, you can upload a scan of your PAN card, or register via OTP on your linked mobile number as mentioned above.

ALSO SEEWondering How to Pay or File Income Tax Returns Online? These Websites Can Help

That’s all there is to it right now. Did this guide help you in linking your PAN to your Aadhaar card? Let us know via the comments, and check out the rest of our How-to articles.

The process of linking Aadhaar and PAN is, of course, mandatory only if you plan to file tax returns on July 1 or later. This means you can choose to file the tax returns today, and need not link the two IDs. Also, according to the Supreme Court ruling, those who do not have not been allotted Aadhaar number yet need not scramble for it, as the process is only for Aadhaar-holders. This has come as a major relief for those worried whether their PAN cards would become invalid if they do not link the two by July 1.


Sameer Patel of Kahuna: Modern Mobile Marketing Provides Realtime Link between Insights and Interaction

Sameer Patel of Kahuna: Modern Mobile Marketing Provides Real Time Customer InsightMobile marketing is much more than optimizing emails to look good on smartphones. The kind of data consumers provide just by using their mobile phones in the normal course of their lives can provide valuable context and lead to ways to create more valuable relationships with them.

Sameer Patel, CEO of Kahuna, makers of a mobile marketing/communications platform, shares how modern mobile marketing platforms can ingest signals coming from consumer devices and turn them into opportunities to engage them in a more personalized way in order optimize conversion opportunities – and extend customer relationships. He also shares how turning perishable inventories (goods, services, time, distance, etc) into timely offers can maximize profit margins, and why cross-channel communication goes beyond multichannel to increase the likelihood of meaningful engagement with today’s more sophisticated consumers.

Below is an edited transcript of our conversation. To see the full interview click on the video below. To hear the audio click the embedded player.

* * * * *

Small Business Trends: Give us some of your personal background.

Sameer Patel: I have been in enterprise software for about 20 years. And prior to that I was at SAP for four years. I joined SAP to help build out their presence in collaboration software and took that product to many millions of users.

I had a fantastic team at SAP and then moved on to another fantastic team at Kahuna, looking to bring an entirely new face to what marketing should mean to the modern marketer.

Small Business Trends: So talk about mobile marketing. How does it differ from just two years ago?

Sameer Patel: What you want to do is start really with the consumer. Our customers’ consumer because that’s what matters the most. What’s great about being in this business is that we’re all consumers. We’re all users of the product. We’ve all gotten fantastic offers and we’ve all gotten really bad offers.

If you look back five years look at the availability of real time interaction and engagement that all of us expect from the systems and people that we engage with. You’re in a place where there’s a wildly different expectation of how fast systems should be able to ingest data and make sense of it, and actually allow the conversations to happen in real time. That same consumer is expecting that brands are going to engage with them also come with the same level of sophistication when they want to engage with them, and respect the pace at which they want to adopt new technologies.

Now the conversation around email and mobile is interesting because it usually leads you to think about how you want to engage with brands on a mobile phone. How do you receive offers? How do you receive notifications and push messages? The more important, more interesting part that’s missed out is what the mobile phone tells you about the consumer without them actually doing anything. That’s the power of mobile. That’s 10x compared to just the convenience of a brand reaching you on the mobile phone.

Where you go, your availability and your ability to opt in; and your inclination to opt in on a mobile phone for what you get back in return (in the sense location awareness for example) has allowed us to completely rethink how we might engage with brands. Different conversations from the way you engage with them. This is about richer data sets that come from new delivery mechanisms. Today its email tomorrow’s bots. It’s SMS. It’s beacons on and on and on. It’s the ingesting of new signals. That’s what makes this wildly exciting.

Small Business Trends: How does Kahuna help with the challenge of interacting at the right time?

Sameer Patel: I think we have never ever before been in a position where we could truly capitalize on the notion of perishable inventory. It could literally be perishable inventory like an airline ticket or groceries. But any e-commerce inventory to some degree, or perishable in that it’s costing expense and shelf space. So if I’m about to offload it to an overstock facility in five days which means I’m going to have to sell it to them at 90 percent discounts, what can I do in a 48 hour window to make 40, 50, 60 percent margins on that? Let’s start there.

There is no facility, in my opinion, that has existed in the last 10 years, seven years, six years, five years, until the time that we live in now where real-time data technologies can begin to ingest at scale. Kahuna can ingest events within five seconds. And the way I look to talk to our team about it is the analogy I play in my own life because of the kinds of things we do at Kahuna because of the real time data infrastructure that sits underneath what we do when you apply things like machine learning to real time data.

My personal use case I’m actually pretty possessive about can come to life. I leave my house at 4:55 every morning to get to Starbucks by 5:01 – a six minute walk from my house. If I turn right from my house I get to Starbucks in six minutes. If I go left 15 minutes I can get to Peet’s. What is it that Starbucks can do to make me raise my bill from one dollar and ninety cents which is all I pay, to a $4 drink. Between what the phone knows and what the Starbucks app knows, there’s six minutes to really put something in front of me that could change my mind about what I buy and increase my ticket price? What could Peet’s do to make sure that I don’t turn right and I turn left?

We are at a moment in time where the applicability of real time technology can enable such delivery of offers and information in the array of time.

Small Business Trends: How important is acting in near real time today? In seemingly only having split seconds to connect?

Sameer Patel: Actually I think it’s probably a little easier than that to be honest.

You’ve known me for a long time. I’m not I’m not a speeds and feeds guy; faster is not always better. I think we can get to a place where we can do two things. One is respect the pace at which the brand believes that they want to have their customers move from channel to channel. There are certain brands that may say 50 percent of my customers who truly want e-mail 80 percent of the time, and mobile 20 percent – or 10 percent mobile and 10 percent SMS. We as an industry have to begin to respect that pace at which the consumer wants to move and traverse that journey.

The second is to understand what those windows are for you. If it is 5 p.m. and there’s a red eye that will pretty much go down to the value of zero by say midnight tonight. You can understand what the value of that is. If you are selling excess inventory of hotel rooms at a certain point this evening the value of the room is going to be worth zero.

We have to let brands adapt to that. And this is why I think some of the narratives in the industry when we’re thinking about modern marketing is almost insulting to the brand. When you read about email is dead and it’s all real time, it’s not all real time. It’s absolutely unrealistic. And it’s not how brands want to work. Right time matters.

If you want to go back into a history of marketing automation 15 years ago you had systems built for email . They were called marketing automation but it was nothing more than email delivery systems. Today you’re seeing a lot of vendors also start to look at the equivalent of that in the mobile world and say they’ll give you mobile marketing automation.

We’re saying be able to bring on dynamic delivery mechanisms. Because today it’s mobile, next year you know it’s going to be bots. And it’s going to be beacons after that and who else knows what. We have to be able to decouple that. One of the reasons why I took the role is if you look at the work the founders of this company have done for the first two years it was really building that real time data engine on which you could then apply machine learning concepts to be able to make sense of what you’re doing.

We have that capability now to have plumbing that sits underneath multiple delivery mechanisms and we can add and remove delivery mechanisms. That to me is respecting the pace at which consumers want to move their journey and not throwing them a one size fits all technology. I think the market generally is at a place where we’re doing some fun stuff with multichannel, but again multichannel means I’m going to blast Brent exactly the same message on every channel. We’re saying cross-channel, which means if I learn something about Brent that makes me much smarter because of a gesture on a mobile phone, why can’t the email to him that goes out on the weekend use that to become smarter. And as a consumer that is that is your expectation. That’s my expectation when I engage with a brand.

Small Business Trends: Are a lot of your customers thinking like this? Do they need guidance?

Sameer Patel: Someone made a really astute comment to me over lunch today and said we’ve been talking and hoping for cross-channel for a really long time. And it’s true because when I go and talk to customers, none of them are shocked with the notion of cross-channel. They just don’t believe it’s here because they’ve been told a story for many years. And we’ve got some of the leading brands out there are using the products like Hotel Tonight using it, and a bunch of customers using it where they understand that mobile has to be an equal citizen to email. So that you can allow customers to adjust and when chatbots become big, and that also has to be an equal citizen. But you can’t jam any of these individual delivery mechanisms down the consumer’s throat. That’s unacceptable.

Small Business Trends: And you can’t just use these new channels to deliver the same old thing over and over again to them.

Sameer Patel: I think the customer is saying I’ve turned on all sorts of opt-in facilities on my phone. I’m leaving bread crumbs everywhere I go. The jokes on you if you can’t adapt to that and serve me in a more palatable way. So it’s really exciting that I think we’re at a place where you know if you have not built a real time data infrastructure from the ground up this is not something you can just peanut butter on top of an old architecture. This has to be the core of what you’re doing; you can re-architect this stuff.

And so that was one of the most exciting things to me when I joined Kahuna because it’s just about making something that’s fantastic even better.


The link between Capricorn eServe and former Foodpanda MD Rohit Chadda

A file photo of Rohit Chadda. Documents in Mint’s possession show that Capricorn’s story started in February 2015 when Chadda decided to set up the company as a partnership firm. Photo: Ramesh Pathania/ Mint

A file photo of Rohit Chadda. Documents in Mint’s possession show that Capricorn’s story started in February 2015 when Chadda decided to set up the company as a partnership firm. Photo: Ramesh Pathania/ Mint

Mumbai: A follow-up investigation by Mint into the lapses and frauds at food-tech start-up Foodpanda has revealed that the former managing director Rohit Chadda may have channelled money to a company promoted by his mother and another relative.

The company, Capricorn eServe Pvt. Ltd, was a call centre and all told, Foodpanda, at Chadda’s instance, transferred Rs.2.8 crore to it over a period of six months.

Chadda denied any wrongdoing. “I have no interest in the firm and none of the partners is a member of my family,” he said in an emailed reply.

Foodpanda executives Mint spoke to during an earlier investigation into the start-up said they doubted the antecedents of Capricorn. Back then, Gagan Vashistha, a director on the board of the company, confirmed Capricorn’s association with Foodpanda.

“Yes, we provide 200 people to them and we have been working with them for the last five-six months.” On the allegations, Vashistha had this to say: “Whoever is giving you this information is misleading you. We started as a partnership firm on 15 March and registered on 30 July. Yes, it is true we were one of the highest paid among vendors. But all processes and checks were followed.”

That doesn’t match with the facts that have since come to light and which highlight the www (Wild Wild West) spirit that continues to exist in India’s start-up ecosystem, where entrepreneurs are still coming to grips with building organizations and following rules (some do a better job of this than others).

Documents in Mint’s possession show that Capricorn’s story started in February 2015 when Chadda decided to set up the company as a partnership firm. Foodpanda’s orders had indeed grown and there was a genuine need to bring in a call centre. Chadda sensed an opportunity, but he knew that registering the firm in his name was fraught with risk. So he reached out to a relative, Rajat Mathur. Mathur is employed as associate director (supplier management) at Carlson Wagonlit Travel in Gurgaon. Next, Chadda got his mother Sunita Chadda on board.

Despite repeated attempts, Sunita Chadda did not respond to phone calls. WhenMint reached out to Mathur on 28 October, he said he was busy and could not spare the time to talk. He instead asked that an email be sent to him. Mint sent a detailed questionnaire to Mathur on 28 October. Despite following up several times, Mathur did not respond to the email.

Let’s explain a complex relationship here: Sunita Chadda has two sisters—Savita Sethi and Suman Patney. Patney’s daughter Teena is married to Mathur. Simply put, Mathur is Rohit Chadda’s brother-in-law.

In an emailed reply, Rohit Chadda denied that he had anything to do with Capricorn.

“The company that carried out outsourcing work for Foodpanda was a partnership firm called M/S Capricorn eServe with three partners Gagan Vashistha, Rajat Mathur and Teena Mathur,” he said. “I have no interest in the firm and none of the partners is a member of my family. As per Companies Act of 1956 this was not a related party transaction.”

Documents in Mint’s possession prove otherwise. Anyway, back to the story.

While Mathur was comfortable lending his name, he had little time on hand to set things up. Enter Vashistha, a former colleague. The two had worked together at Interglobe Technologies in 2011-12. Vashistha’s job was to set things up and he was kicked about it. Sometime in March, he joined the team. A partnership deed was drawn—Mathur and Sunita Chadda picked up stake of 42.5% each. Vashistha took 15%.

Now, intent takes you only so far. Early in April, the folks started discussing money. Where’s the money to invest?

Rohit Chadda came up with a brilliant plan. Forget seed capital. How about an advance? From who else but Foodpanda. After all, Chadda was the MD, right?

On 21 April 2015, Pisces Eservices Pvt. Ltd (the official entity which does business under the name Foodpanda) issued a cheque of Rs.40,84,512 in favour of Capricorn. In return, Capricorn issued a few invoices—salary of 100 employees at Rs.28,500 per month. Then, salary of team leaders at Rs.33,500 per team leader. Then, quality analysts at Rs.45,000 per quality analyst. Tax deducted at source and hiring charges. Total bill: Rs.40,84,512.

Needless to say, Capricorn was flush with cash. With three directors. No company to speak of. No office. And no service rendered to Foodpanda. All it had was a name, a partnership deed and the most important thing, a bank account—No: 100405500242 in ICICI Bank Ltd.

Mint has copies of the bank statements.

Business kicked off immediately. Vashistha started hiring and within a few days sent over some 25 new recruits over to Foodpanda for training, because Capricorn still didn’t have an office. By April-end, Capricorn found an office in Gurgaon while it continued to hire.

Everything was going swimmingly. While it is still not clear as to how many people joined Capricorn, Foodpanda kept the money tap open. On 23 May, Foodpanda transferred another Rs.24,94,688 to Capricorn. Meanwhile, Mathur and Sunita Chadda kept withdrawing money. In May , Mathur withdrew Rs.1,72,167. And Sunita Chadda Rs.1,52,167. In June, another big chunk of money came in from Foodpanda: Rs.41,59,335. Sunita Chadda’s needs grew bigger. The same month, she withdrew Rs.2,46,318.

In June, a competitor of Capricorn got wind of the hanky- panky. Etisal International was another back-end service provider for Foodpanda. It was being paid Rs.20,000 per person per month, Rs.8,500 (per person) less compared with Capricorn. Etisal wanted the disparity to be addressed. By then, Rohit Chadda had already resigned and was serving his notice period at Foodpanda. Senior Foodpanda officials Saurabh Kochhar, current chief executive officer of Foodpanda, and Shray Gulati, chief transformation officer, got involved to sort out the mess, but Etisal wasn’t ready to back down. It knew about the Chadda family antecedents of Capricorn and then some more.

Capricorn did not have the online service provider (OSP) licence from the department of telecommunications to carry out business as a call centre. Etisal threatened to go public with the information.

Foodpanda did not reply to the specific question on Etisal. Mint tried reaching out to Etisal, but the company’s landline number wasn’t working. An email sent to Vaibhav Kaushal, assistant general manager at Etisal, on 28 October, did not elicit any response. In his emailed response, Rohit Chadda said that there were several issues with Etisal, which resulted in disruption of Foodpanda’s operations multiple times. “Foodpanda had been facing continuous issues with Etisal as a call centre partner,” he said. “And their team just wasn’t competent enough. In addition, there were multiple occasions when Etisal failed to pay salaries… Since they were not being able to handle quality of the current team strength, there was no question of allocating them more resources so foodpanda had to look for a replacement. Given foodpanda needed to increase our call centre strength urgently due to an imminent TV marketing campaign, foodpanda decided to get a third outsourcing partner and slowly phase out Etisal which is why their management was unhappy.”

What about Capricorn’s OSP licence? “At the time of initiation, foodpanda was informed that the license was applied for. However, as soon as foodpanda found out of the absence of necessary licenses, the contract was terminated,” he added.

Anyway, as often happens in such cases, the issue with Etisal was managed.

But Rohit Chadda had been warned and he swung into damage control mode. “Everything had to be changed,” said a former Foodpanda official who requested not to be identified because he didn’t want to get into any legal trouble with either Foodpanda or Chadda.

“In flat 15 days, and you know how these things work, Capricorn was incorporated as a private limited company. The directors changed. The mother was out. And so was the brother-in-law. Instead they were replaced by Ashna Babbar (Rohit Chadda’s fiancée, whom he has since married) and Teena Mathur (Rajat Mathur’s wife and Rohit Chadda’s cousin). Don’t ask me how this happened but yes it did. Except the signing authority continued to be with the mother and brother-in-law as nominees,” the former Foodpanda official said.

Soon after, Capricorn started life as a private limited company, with new directors (except Vashistha) and a new bank account—No: 100405000487 at ICICI Bank. An amount of Rs.46,53,093 was credited to this account from the earlier account. Foodpanda continued transferring money to Capricorn. In the following two months, August and September, Capricorn received a total of Rs.1.3 crore. Both Rajat Mathur and Sunita Chadda continued withdrawing money from this account too.

Even as all this was happening, Rohit Chadda exited Foodpanda on 30 July. And just about then, Capricorn’s fortunes turned for the worse. Early in September, Foodpanda served a termination notice to the firm. “So it was like, we don’t need your services,” said the former Foodpanda official quoted above. “So there was an option, either we take your site and people or one month notice and end of contract and end of story. Capricorn chose the second option.”

Vashistha started hunting for new business. He reached out to Indiamart, but the company wasn’t interested. Employees were already on their way out and there was little to sustain operations. Starting 30 September, Vashistha stopped coming in to work.

Whatever happened to the money?

Some went in salaries of employees and other office expenditure. But a large chunk of the money, in bits and pieces, was withdrawn by Rajat Mathur and Sunita Chadda. According to the bank documents accessed by Mint, in September alone, the two of them withdrew almost Rs.50 lakh from the company. On 9 October, Mathur deposited Rs.29,93,175 back in the account. The same amount was withdrawn in favour of a company called Capricorn Serve on 16 October.

Mint reached out to Vashistha with a detailed set of questions. He said that he resigned from the company on 9 October. “I worked with Capricorn eServe with honesty and sincerity. But I was never involved with finances so (I have) no clue about it.”

Ralf Wenzel, global CEO of Foodpanda, in response to a query on whether whatever transpired at Capricorn was known to Foodpanda and Rocket Internet, the venture capital firm where Foodpanda was incubated, said in an email: “Foodpanda decided to review the business relationship with Capricorn eServe several months ago. We terminated the contract with the company in September this year as a consequence. Rohit Chadda left Foodpanda India in July this year (2015). Foodpanda is fully committed to ensure compliance in all its business activities and has mandated an independent consulting firm to conduct a compliance-ensuring audit of its Indian operations.” The firm is PriceWaterhouseCoopers.

In addition to his responses, Rohit Chadda said: “Please also note that I was not the whole and sole in charge of operations at Foodpanda and a CEO had been appointed in March 2015.”

The publication of this article was delayed after Rohit Chadda filed a civil suit for defamation and obtained an interim injunction from a civil court against HT Media Ltd, publisher of Mint, and the reporter, restraining the story’s publication. The interim injunction was subsequently vacated by the civil court.


Government to Link Savings Deposit Terms to Market Rates

Government to Link Savings Deposit Terms to Market Rates

More From Budget 2016

  • Can’t Pay Your EMIs? How To Get Out Of Debt Trap

  • Equity Mutual Funds’ Assets Hit 5-Month Low

  • Expecting Income Tax Incentives On Bank Deposits: Mukesh Butani

  • Millennials Not Preparing For Retirement: Study

  • Regulator Seeks Complete Tax Exemptions for NPS

  • Regulator to Invest 2% of Private Pension Corpus in AIF Schemes

New Delhi: India will link the interest paid to millions of small savers in a $137-billion central deposit scheme to market rates that will be revised every quarter, a top finance ministry official said on Thursday.

Cutting the small savings rate could save the government an estimated $700 million a year. But the move is likely to irk small savers and could be unpopular politically, particularly in rural areas where few banks have branches.

Economic Affairs Secretary Shaktikanta Das said the rates, previously adjusted annually, would be tweaked for shorter-term deposits and be aligned to government securities of comparable maturity.

Rates on two social security schemes will not be changed, Das said.