A PROJECT REPORT ON
.......Amartya Sen
Submitted By # ur $ Vi% y Sh h &'()*)+ 1 ri2h Mitt " 1 r2h L 3hoti 1im /i A0 r! " Jite2h Ke%ri! " K r / So/i &'()*(+ &'()*4+ &'()*5+ &'()*6+ &'()*7+
A-3/o!"ed0eme/t
Intuition and concepts constitute ... the elements of all our knowledge, so that neither concepts without an intuition in some way corresponding to them, nor intuition without concepts, can yield knowledge. In a similar way the credit of developing this project goes to many others who helped us in building both our concepts and intuitions. We are indebted to our project guide Dr K. L. Ch !" for providing us with a challenging & interesting project. We owe the credit of developing this project to him. Without his guidance realization of this project would not have been possible. We would also like to thank our batch mates for the discussions that we had with them. All these have resulted in the enrichment of our knowledge and their inputs have helped us to incorporate relevant issues into our project.
egards !aurav "ijay #hah $%&'(%) *arish +ittal *arsh -akhotia *imani Agrawal 0itesh 1ejriwal 1aran #oni $%&',&) $%&',.) $%&',/) $%&',2) $%&',3)
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E8e-uti$e Summ ry
4rivatization, a key component of economic liberalization remained dormant for the nearly the entire first decade of significant economic reforms in India. 5he usual e6planations have been that weak governments could not overcome the many vested interests or that there has been ideological resistance to economic reforms among India7s elites. Indian privatization came out of the shadows, however, !he/ the .ormer I/di / Pre2ide/t Dr. A.P.J. Abdu" K " m 2t ted9 :It i2 e$ide/t th t di2i/$e2tme/t i/ ;ub"i- 2e-tor e/ter;ri2e2 i2 /o "o/0er m tter o. -hoi-e but / im;er ti$e < The ;ro"o/0ed .i2- " h emorrh 0e .rom the m %ority o. the2e e/ter;ri2e2 - //ot be 2u2t i/ed /y "o/0er9: in his opening address to 4arliament in the .''. budget session. *ow does one e6plain both the gradualism during the &%%'s and the recent episodic acceleration of privatization in India and what does it reveal both about state capabilities and the strength of societal actors8 5his report argues that it was not 9vested interests: alone, but institutional structures, in particular those embedded in the judiciary, parliament and India7s financial institutions, that account for the lag between the onset of economic liberalization and privatization and its episodic nature. ;hanges in the perceived costs of the status <uo of state=owned enterprises also played a role in the timing of reforms. 0ust as the e6ternal debt crisis forced the initial round of economic reforms, the growing internal debt problem and the fiscal crisis of the Indian state has increased the opportunity cost of state=owned enterprises $#>?s). 5he passage of time has also resulted in significant changes in Indian policymakers and citizens7 attitudes regarding the relative effectiveness of state and markets in commercial activities, as well as their assumptions about the Indian state being a 9guardian of the public interest.:
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T b"e o. Co/te/t2
Ch ;ter ( = A b -30rou/d
>bjective elevance of study +ethodology -iterature review 4ublic sector performance since &%3' by @agaraj 9Aisinvestment in India: by #udhir @aib Aisinvestment in 4rivatisation in India, Assessments and options by @agaraj Aisinvestment in India, I loose and you gain by 4radeep Baijal Brief Introduction
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BACK#ROUND
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OBJECTIVEA
&. 5o Analyze the Aisinvestment process in Indian 4ublic #ector. .. 5o study the disinvestment done was a #uccess or a Gailure for the Indian ?conomy.
RELEVANCE O, STUDBA
5he report aims to study the evolution of disinvestment in India from the scratch and in thorough detail so as to, not only understand the need and the procedure of the same, but also to be able to critically evaluate the strategy and its several implementations till date. 5he project enables us to discover and highlight several instances and facts and conclude that the disinvestment was not efficiently conducted. We also conclude that the objectives behind disinvestment, stated by the government way back in &%%&have failed miserably. After such an insightful analysis, we are in a position to say that though disinvestment in India had several bounding objectives, it has been a failure story and much has to be done to
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MET1ODOLO#BA
5he report tries to study and analyze the disinvestment in India from its very scratch. We begin studying the post independence era, understanding the strategy of 4ublic #ector Cnits used by the government for common good, then pin=pointing the loop holes and the conse<uent shortcomings of this strategy, thus identifying an emergent need for disinvestment. We further study the objectives of disinvestment and the process followed for the same. A detail study over a timeline of eighteen years is done, dividing this entire span into three phases. 5his study has helped us to cortically evaluate the disinvestment in several sectors and comment on the current situation i.e. .'', onwards. #everal legendary cases of disinvestment like the +GI-, BA-;>, "#@-, +aruti Cdyog -td., -agan 0ute +ill etc have been developed to sheer details. 5his has enabled us to study the situation then and comment upon their worthiness. We have gone one step ahead to state several in depth facts and conclude that neither, the disinvestment was not carried out the way it must have been nor have the funds realized been used for the purposes intended.
LITERATURE REVIEC
(. PUBLIC SECTOR PER,ORMANCE SINCE ('7)9 A ,RES1 LOOK >BBA R. NA#ARAJ
5he paper elicits that since the mid=&%,'s, the public sector7s share in domestic investment has been nearly halved, but its output share has remained roughly constant at about a <uarter of !A4, suggesting a sustained rise in productivity over nearly two decades. 5he paper defines three major evidences for the improvement in performance. a rise in physical efficiency in electricity generation a fall in public sector employment growth
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5. DISINVESTMENT NA#ARAJ
AND PRIVATIDATION IN
INDIA9
BBA R
5he author studies close to .3' public sector enterprises $4#?s) owned and managed by the central government, mostly in industry and services $e6cluding the commercial banks and financial institutions). 5he study suggests an alternative institutional arrangement for
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INTRODUCTION
In macroeconomics, especially after the -atin American debt and inflationary crisis in the &%,'s, privatization was widely advocated as a <uick and sure means of restoring budgetary balance, to revive growth on a sustainable basis. At the micro level, the change in ownership is often advocated to increase domestic competition, hence efficiencyK and encourage public participation in domestic stock market D all of which is believed to promote Lpopular7 capitalism that rewards risk taking and private initiative, that is e6pected to yield superior economic outcomes. ?mploying about &% million persons, 4ublic #ector currently contributes about a <uarter of India7s measured domestic output. Administrative departments $including defence) account
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by Industrial 4olicy esolution of &%3E. 5he &%2, esolution envisaged development of core sectors through the public enterprises. 4ublic #ector would correct the regional imbalances and create employment. Industrial 4olicy esolution of &%2, laid emphasis on the e6pansion of production, both agricultural and industrialK and in particular on the production of capital e<uipment and goods satisfying the basic needs of the people, and of commodities the e6port of which would increase earnings of foreign e6change. In early years of independence, capital was scarce and the base of entrepreneurship was also not strong enough. *ence, the &%3E Industrial 4olicy esolution gave primacy to the role of the #tate which was directly responsible for industrial development. ;onse<uently the planning process $3 year 4lans) was initiated taking into account the needs of the country. 5he new strategies for the public sector were later outlined in the policy statements in the years &%(/, &%((, &%,' and &%%&. 5he year &%%& can be termed as the watershed year, heralding liberalisation of the Indian economy. 5he public sector provided the re<uired thrust to the economy and developed and nurtured the human resources, the vital ingredient for success of any enterpriseK public or private.
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#ourceI httpIMMdpe.nic.inMnewpayrevisionM;hapter=&=>verviewO.'&O.'4rofilePGinal.pdf
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DE,INITIONA
Aisinvestment refers to the action of an organization or the government in selling or li<uidating an asset or subsidiary. In simple words, disinvestment is the withdrawal of capital from a country or corporation. Some o. the 2 "ie/t .e ture2 o. di2i/$e2tme/t reA Aisinvestment involves sale of only part of e<uity holdings held by the government to private investors. Aisinvestment process leads only to dilution of ownership and not transfer of full ownership. While, privatization refers to the transfer of ownership from government to private investors. Aisinvestment is called as L4artial 4rivatization7.
INDIAN SCENARIOA
A large number of 4#Cs were set up across sectors, which have played a significant role in terms of job creation, social welfare, and overall economic growth of the nationK they rose to occupy commanding heights in the economy. >ver the years, however, many of the 4#Cs have failed to sustain their growth amidst growing liberalization and globalization of the Indian economy. -oss of monopoly and a protectionist regime, and rising competition from private sector competitors have seen many of the government=owned enterprises lose their market share drastically. In many instances, many of the 4#Cs have found themselves unable to match up to the technological prowess and efficiency of private sector rivals, although many have blamed lack of autonomy and government interventions for their plight.
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5he difficulties of governments that run businesses are well=known. 4#Cs face little Qmarket disciplineQ. 5here is neither a fear of bankruptcy, nor are there incentives for efficiency and growth. 5he government is unable to obtain efficiency in utilising labour and capitalK hence the !A4 of the country is lowered to the e6tent that 4#Cs control labour and capital.
When an industry has large 4#Cs, which are able to sell at low prices because capital is free or because losses are reimbursed by periodic bailouts, investment in that entire industry is contaminated. 5his was the e6perience of 0apan, where the Qzombie firmsQ = loss=making firms that were artificially rescued by the government = contaminated investment in their industries by charging low prices and forcing down the profit rate of the entire industry.
Gurther, in many areas, the government faces conflicts of interest between a regulatory function and an ownership function. As an e6ample, the +inistry of 4etroleum crafts policies which cater for the needs of government as owner, which often diverge from what is best for India.
5here is a fundamental loss of credibility when a government regulator faces 4#Cs in its sectorI there is mistrust in the minds of private investors, who demand very high rates of return on e<uity in return for bearing regulatory risk.
5hen the problem of corruption and misappropriations are all well known in India.
TBPES O, DISINVESTMENT
5here are various types of disinvestment. #ome of them are as followsI
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PUBLIC
AT ,IEED PRICEA
government holds the sale of the e<uity shares to the public at large at a pre determined price. ?6amplesI=+GI-, BA-;>, ;+;, *5-, IB4, *J-, 44-, and I4;-.
4. STRATE#IC
SALEA
investor i.e. majority of e<uity holdings are divested. ?6amplesI =>ffer of & million shares of "#@-, listing of >@!; I4>.
5. INTERNATIONAL
O,,ERIN#A
6. ASSET SALE AND CINDIN# UPA 5his is normally resorted to in companies that are either
sick or facing closure. 5his is done by the process of auction or tender. ?6I=Auction of sick 4#C7s.
OBJECTIVES O, DISINVESTMENTA
4rivatization intended to achieve the followingI
eleasing large amount of public resources educing the public debt 5ransfer of ;ommercial isk eleasing other tangible and intangible resources ?6pose the privatised companies to market discipline Wider distribution of wealth ?ffect on the ;apital +arket Increase in ?conomic Activity
DISINVESTMENT PROCESSA
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parliamentary approval. While the first ruling gave impetus for strategic sale of many enterprises like *industan Jinc, +aruti, and "#@- etc. since .''', the second ruling stalled the privatisation of the petroleum companies, as government was unsure of getting the laws amended in the parliament.
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DISINVESTMENT PROCEEDS
IN
AND
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5he basic objective of starting 4ublic #ector in India was to build infrastructure and rapid economic growth. *owever, a number of problems such as low productivity, over=manning and other economic compulsions like deterioration of balance of payment position and increasing fiscal deficit led to the adoption of new approach toward the public sector in &%%&.
BACK#ROUNDA
(. LOC PRODUCTIVITB O, INVESTMENT
Grom &%3'=3& to &%,'=,&, India7s growth rate was roughly constant but savings and investment rate more than doubled. Grom the table it can be seen that it was because of low productivity that India7s growth was slow. Investment and #avings as a percentage of !A4
Be r I/$e2tme/t &Curre/t Pri-e29F #DP+ I/$e2tme/t &Co/2t /t ('*)>*( ;ri-e29 F#DP+ Dome2ti- S $i/02 &Curre/t Pri-e29 F#DP+ ('7)>7( &'.. &2.( &'.2 ('?)>?( &3.( &,.& &..( ('@)>@( &E.E &,.( &3.( ('*)>*( ...( ...( .&.. ('*'>') .2.& .&., .&.(
Re$e/ue Curre/t E8;e/diture Curre/t Re$e/ue B " /-e C ;it " E8;e/diture Tot " E8;e/diture ,i2- " De.i-it Prim ry ,i2- " De.i-it
5. ,ISCAL DE,ICIT O, T1E CENTRAL #OVERNMENT 5he fiscal deficit of the central govt rose consistently from 2O in mid D &%('7s to ,O of !A4 in &%,3=,E. Giscal Aeficit of !overnment &%(3=(E to &%%'=%&
Be r ('@7>@? ('*)>*( ('*(>*4 ('*4>*5 ('*5>*6 ('*6>*7 ('*7>*? ('*?>*@ ('*@>** ('**>*' ('*'>') ('')>'( ,i2- " De.i-it 2.& E.. 3.2 E.' E./ (.3 ,./ %.' ,.& (., (., ,.2 Bud0et Prim ry Re$e/ue Mo/eti2ed De.i-it De.i-it De.i-it De.i-it '.3 ..3 &.& '.' &., 2./ &.3 ..E '.% /.2 '.. ..' '.% /., '.( &.% '.( 2.' &.. &.% &.E 3.' &., ..E ..' 3.3 ... ..2 .., 3., ..( ..2 &.( 2.( ..( ..' &.2 2.. ..( &.E ../ /.% ..E /.& ..& 2.2 /.3 .., #ourceI ?conomic #urvey, &%%.=%/, !overnment of India
A significant factor was government7s non=plan e6penditure and an inefficient interest payment system. Again the gulf war of &%%' brought the nation to the brink of international debt. 5here were huge net outflows of @ I deposits from >ctober &%%' and continued till mid &%%&.
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BI adopted sharp contractionary measures and had taken huge amounts from International +onetary Gund in 0uly, &%%' and 0anuary, &%%& amounting to R..2 billion.
eserves were reduces R & Billion which could support only two
Inflation was staring at &2O >n 0ulyE, &%%& 2( tons of gold were transferred from Bank of India. BI to Bank of ?ngland, -ondon. Already .' tons of gold were sold in International market through #tate
When India turned to I+G and World Bank for further support, they showed concerns over returns on #tate owned enterprises and budgetary support provided to them. It was then a decision was taken in 0uly, &%%& to bring about macroeconomic stabilisation and structural reforms of industrial and trade policy.
TIMELINEA
In Gebruary, &%%& the Aepartment of ?conomic Affairs submitted a paper to ;abinet ;ommittee on 4olitical Affairs $;;4A) to approve the government intentions to disinvest up to .'O of its e<uity in selected public sector undertakings. 5he disinvestment announcement was made on 2+arch, &%%& during the interim budget session for &%%&=%. under the ;handrashekhar government. 5he 4olicy of disinvestment has evolved over the years. 5his period can be broadly divided into 2 phases.
5he first phase being &%%&=%. to &%%3=%E where partial disinvestment was taken in piecemeal manner. #econd 4hase &%%E=%( to &%%(=%,, an effort to institutionalize the disinvestment process was undertaken on a firm footing by constituting the Aisinvestment ;ommission.
5he third 4hase &%,=%,=%% to .''(=', where Aepartment of Aisinvestment $@ow a +inistry) and @ational investment fund was formed to look after the disinvestment process and the funds generated from it.
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.. Atomic energy. /. Iron and steel. 2. *eavy castings and forgings of iron and steel. 3. *eavy plant and machinery re<uired for iron and steel production, for mining. E. *eavy electrical plants. (. ;oal and lignite. ,. +inerals oils. %. +ining of iron ore, manganese ore, chrome ore, gypsum. &'. +ining and processing copper, lead, zinc, tin. &&. +inerals specified in the #chedule to the Atomic ?nergy. &.. Aircraft. &/. Air transport. &2. ail transport. &3. #hip building.
16. 5elephones, 5elephone cables, 5elegraph and Wireless apparatus $e6cluding radio
receiving sets).
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ailway 5ransport.
angarajan, the
eddy as +ember
#ecretary. 5he committee gave its report on April, &%%/. 5he *ighlights of the committee
;oal and lignite +ineral oils Arms, ammunition and defence e<uipment
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DISINVESTMENT IN (''(>'4A
A steering ;ommittee was formed for selection of 4#?s for disinvestments. 5he Aepartment of 4ublic ?nterprises $A4?) coordinated all activities under the +inistry of Industry.
A+
>ut of .22 public enterprises 2& were selected, but &' were dropped on the grounds of being consultancy firms, negative asset value or they incurred losses in previous financial year. 5he emaining /& were grouped into / categories 9"ery !ood:, 9!ood: and 9Average: on the basis of net assets value per share vis=a=vis face value of s&' as on +arch,&%%&. 5he total value of e<uity in each basket was s3' million. Bids were invited from &' financial institutionsM mutual funds which consisted of ,.3 bundles each consisting of % 4#?s. A total of (&' bids for 3// bundles were received from % mutual fundsM institutions and 2'E bundles for a total value of s&2..billion were sold. Cnit 5rust of India was the major purchaser accounting for s. (.(3 billion of the sale.
B+
In second tranche A4? asked I;I;I to evaluate and advice issue price e<uity of selected 4#?s. A -ist of &E 4#?7s was prepared and shares were grouped into &.' bundles as before. 5he reserve price fi6ed per bundle was s &'.', crore. Bids were invited from /E institutions and banks. A total of s. &E&& crore were realised with Cnit 5rust of India again being the major purchaser. 5he #hares of +etal #crap 5rading ;orporation remained unsold. Aetails of the 4#?s Aivested in &%%&=%.
N me o. the E/ter;ri2e Andrew Fule $AF) Bharat ?arth +overs -td. $B?+-) FM !" #$ ROU%&IV No. O. Sh re2&i/ -rore+ '.&'&3 '.E''' F o. Di2i/$e2tme/t %.E' .'.'' %a'e ("
5he @arasimha
shares in 2( companies, a record. A sum of s /,'/, ;rore was generated against a target of s .,3'' ;rore making &%%&=%. one of only three years in the last &/ when actual disinvestments receipts e6ceeded the target.
DISINVESTMENT IN (''4>'5A
As per the budget of &%%.=%/ s. /3'' crore were to be raised by disinvestment during the year. >ut of this s. &''' crore was meant for @ational enewal Gund $@ G) which was set up in Gebruary, &%%. to protect the interest of workers and provide a social safety net for labour.
A+
In this phase auctioning of shares on individual 4#? basis was done. 5enders were invited for a total of , 4#?s. 5he minimum bid limit was set at s. ..3 crore. 5he minimum reserve price was fi6ed on the basis of recommendations from merchant bankers like I;I;I, IABI and #B;+ $#tate Bank of ;apital +arket) 5he average of their prices was set as the 9Cpset 4rice:. A total of &..,( crore shares were sold for a value of s E,&.%3 crore with .,E bids being received.
'..3'' './&%.
3.'' 3.''
In @ovember, &%%. the government invited bids for the purchase of 2E..( crore shares of &2 4#?s. 5he minimum bid limit was reduced to s & crore from s ..3 crore. 5he criterion was kept same as in first tranche. A total of ..3 bids were received and /&.'E crore shares of &. 4#?s were sold at a total amount of s &&,/.,/ crore. Aetails of the 4#?s Aivested in >ctober, &%%.
No. O. Sh re2 So"d&i/ -rore+ F o. Tot " /umber o. 2h re2 o. the PSE
N me o. the E/ter;ri2e
Amou/t o. S "e&i/ R2 Crore+ &E&.E3 2..&, &./' &3/.(3 /E.2( &'.(, &&,.&% '.(. /2.%2
%a'e )!
Bharat 4etroleum ;orporation -imited $B4;-) Bongaigaon efinery & 4etrochemicals -td. $B 4-) Gertilizers and ;hemicals -td. $GA;5) *industan 4etroleum ;orp. -td. $*4;-) *industan Jinc -td. $*J-) Indian 5elephone Industries -td. $I5I) @ational Aluminium co. -td. $@A-;>) @ational Gertilizers -td. @eyveli -ignite ;orp. -td. $@-;)
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#hares of &3 4#?s were offered for sale thorough auction. >ut of &%. bids which were received, 3( bids emerged successful on the basis of the reserve prices fi6ed by the core group based on the recommendations of the merchant bankers. A total amount of crore was realised through sale of &.''%E crore shares of % 4#?s. 4#? Aisinvested in +arch, &%%/
No o. 2h re2 2o"d &i/ -rore+ Bharat *eavy ?lectricals -imited Bongaigaon efinery & 4etrochemicals -td *industan ;opper -td *industan Jinc -td *industan +achine 5ools -td Indian 5elephone Industries -td @ational Aluminium ;ompany -td @ational +ineral Aevelopment ;orp. -td @eyveli -ignite ;orp -td Tot " '.&&&( '.','' './2&& '.'/'' '.'/'' '.'('' '.&'./ '..&2' '.'/'3 (.))'? F o. tot " /o o. 2h re2 o. the PSE '.23 '.2' &.&. '.'( './2 '.(% '.', &.3% '.'. Amou/t o. 2 "e &i/ R2 -rore+ ,..& /... ,.'( '.(3 &.2& 2.,3 &.,, &(.,, '.2E 6?.@5
s 2E.(/
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#ourceI ?nterprise=wise details regarding number of shares and amount realised obtained by author from Aepartment of 4ublic ?nterprises, 4ercentages of e<uity disinvested worked out by author based on paid up e<uity. Amount realised from divestment in &%%. D %/ FM !" #$ ROU%&IV %a'e )(
5hus a total of &%&..3& crore was realised during &%%.=%/ against the target of s .3'' crore.
DISINVESTMENT IN (''5>'6A
5he target during this fiscal year was kept at s /3'' crore but the government could not go in for further sale of shares due to unfavourable stock market conditions through &%%/=%2.
DISINVESTMENT IN (''6>'7A
@o divestment of 4#? shares took place during &%%/=%2 due to adverse market conditions. In spite of this an advertisement for sale of shares in some 4#?7s was released in +arch &%%2. Actual realisation of funds took place from this round of divestment took place in &%%2=%3. ;hanges effected in the procedure to encourage divestment areI
A+
s &,'',''' to
;onsidering the stock market conditions, !overnment evaluating the recommendations of two merchant bankers D Industrial ;redit and Investment ;orporation of India, and Industrial Aevelopment Bank of India fi6ed the minimum price to off=load shares of ( 4#? in +arch &%%2.>ut of these ( 4#?, only & 4#? was not sold as no bid had been received. 4#? Aivested in +archMApril, &%%2
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Tot " ((.5(@ 44*4.(7? #ourceI Aetails of total number of shares sold and amount realised as per 4ublic ?nterprises #urvey, &%%3=%E, ">-=I 4ercentage of e<uity disinvested worked out by author based on paid=up e<uity.
B+
@otice inviting tenders was issued in >ctober &%%2 for sale of shares in seven 4#?7s. #hares were not sold for +5@- as there was no bid. @on= esident Indians $@ Is) and >verseas ;orporate Bodies $>;Bs) were permitted to bid for the shares for the first time. 4#? Aivested in >ctober, &%%2
No o. 2h re2 2o"d &i/ -rore+ &..%% &.22/ '.''( '.E,E './(. './,( F o. tot " /o o. 2h re2 o. the PSE .'.'' /.(( '.'& ..'' '.2& &./( Amou/t o. 2 "e &i/ -rore+ %%.(& &'.,.&& '.., &'3&.3. ...EE .,.',
N me o. the E/ter;ri2e ;ontainer ;orporation of India Indian >il ;orporation @ational Gertilizers -td. >il and @atural !as ;o -td #teel Authority of India #hipping ;orporation of India -td.
Tot " 6.('6 445).5? #ourceI Aetails of total number of shares sold and amount realised as per 4ublic ?nterprise #urvey, &%%3=%E, ">-=I. 4ercentage of e<uity disinvested worked out by author based on paid up e<uity.
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No o. PSE2 Di2i/$e2ted E E 3 (@
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In addition, shares of Industrial Aevelopment Bank of India $IABI) were disinvested during the year and an amount of s &%/ crore was realised. Although 4ublic ?nterprises #urvey does not reflect this amount but +inistry of Ginance takes this into account. #o the total disinvestment receipts for the year was s /E. crore $ s. &E,.2, crore from disinvestment in 2 4#?s plus s &%/ crore from disinvestment in IABI).
5o select the financial advisors for specified 4#Cs to facilitate the disinvestment process. 5o monitor the progress of disinvestment process and take necessary measures and report periodically to the !overnment. 5he 9core: group industries=telecommunications, power, petroleum etc that are capital=intensive and where the market structure could be an oligopoly.
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Pub"i- Ser$i-e E/ter;ri2e2 Bongaigaon efineries and 4etro ;hemicals -td $B 4-) IB4 -td #ponge Irol India $#II-) ashtriya Ispat @igam -td $ I@-) *industan Jinc -td $*J-) *industan ;opper -td $*;-) Bharat Aluminium ;o $BA-;>) 1udremukh Iron >re ;o -td $1I>;-) +anganese >re India -td $+>I-) 4awan *ans *elicopters -td $4*-) #hipping ;orporation of India $#;I) ?ngineers India -td $?I-) ?ngineering 4rojects $I) -td $?4I-) +etallurgical and ?ngg ;onsultants $India) -td. $+?;>@) Indian 4etrochemicals ;orp -td $I4;-) *industan Insecticides $*I-) *industan >rganic ;hemicals -td $*>;-) Gertilizers and ;hemicals $5ravancore) -td $GA;5) @ational Gertilizers -td $@G-) +adras Gertilizers -td $+G-) 4yrites, 4hosphates and ;hemicals -td $44;-) ashtriya ;hemicals and Gertilizers -td $ ;G-) 4aradeep 4hosphates -td $44-)
5ransportation services
Gertilizer
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5ourist #ervices
;onsumer goods
Aisinvestment +odalities ecommended by the Aisinvestment ;ommission Mod "itie2 o. Di2i/$e2tme/t No o. PSE2 N me o. PSE2
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I5A;, +GI-, *;I-, =Ashok C=Ashok, 4*-, #II-, +#5; 5rade sale ,
Involving no change in ownershipMmanagement >ffer of shares E , 2 & 7* !AI-, ;>@;> , +5@-, @A-;>, @+A;, I5?# >I-, >@!;, @54;, @*4;, 4>W? ! IA, #AI-, ;?-, +?;?4I-, ?5&5, *">;, I;4?;
@o change disinvestment deferred ;losureMsale of assets +anagement employee buyoutMstrategic saleMclosure Tot "
DISINVESTMENT IN (''?>'@
In &%%E=%( a target of s. 3''' crore was fi6ed for mobilization of resources through disinvestment of 4#? shares. In order to do this, companies from petroleum and communication sectors were chosen namely I>; and "#@-. But due to unfavourable market conditions the !A of only "#@- could be issued. In the !A , /% lakh shares of "#@were disinvested resulting in an amount of s /,' crore.
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2.',2' 2.',2'
;ross holding by >@!; ;ross holding by I>; ;ross holding by !AI!A issue
@oteI All these 4#?s were partially disinvested earlier also #ourceI 4ublic ?nterprises #urvey, &%%, D %%, ">-=I gives total amount realised as s 3,/(& crore. ?nterprise=wise details are obtained from +inistry of Aisinvestment
disinvestment. 5he government disinvested from +odern Goods India -td and did a strategic sale to their strategic partner D *-- for s &'3, 23 crore for a (2 O e<uity stake. 5his was the first time government had sold more than 3' O holding. Gurther government adopted the following ways to raise money through disinvestmentI Aisinvestment in &%%% =.'''
N me o. the e/ter;ri2e !AII>; Mode o. di2i/$e2tme/t No o. 2h re2 2o"d &i/ -rore+ !A issue ;ross holding by >@!; &/.3''' '.2.&. Re-ei;t2 &i/ -rore+ %23.'' &E..(%
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@oteI >ther than +GI-, all other enterprises were partially disinvested earlier also. #ourceI ?nterprise D wise details obtained from +inistry of Aisinvestment.
@oteI >ther than BA-;>, all other enterprises were partially disinvested earlier also. #ourceI +inistry of Aisinvestment
#trategic sale of //.3, O #trategic sale of .3 O #trategic sale of (2 O #ale of , hotels and long term lease of one hotel
@oteI >ut of these si6 4#?s, three D ;+;, "#@- and I5A; were partially disinvested earlier also. #ourceI +inistry of Aisinvestment website
highlight was the two=stage sell off in +aruti Cdyog -td with a s 2'' crore right issue at a price of s /.,' per share of s &'' each in which the government renounced whole of its rights share $E,'E,3,3) to #uzuki, for a control premium of s &''' crore. elative share holding of #uzuki and government after completion of the rights issue was 32..' O and 23.32 O respectively. 5he second stage government offloaded its holding in two tranches D first where government sold .(.3 O of its e<uity through I4> in 0une .''/. 5he issue was oversubscribed by over &' times. -ater keeping in view the overwhelming response from sale of +aruti, government sold its remaining shares in the privatised companies of "#@-, ;+;, I4;-, BA-;> and IB4 to public through I4>7s. #trategic sale of I4;- was also finalised in +ay .''.. 5he decision to disinvest I4;- was although taken in Aecember &%%,, it took three and half years to finalise the deal. sale in I4;-. 5he details of the disinvestment during .''. D .''/ areI
Aisinvestment in .''. D .''/ N me o. the E/ter;ri2e Mode o. Di2i/$e2tme/t #trategic sale of .E O &.2E O e<uity disinvested in favour of employees Re-ei;t2 &i/ -rore+ 223.'' E.&, &'''.'' %a'e **
eliance
4etro industries -td $ eliance group) was finally inducted as a strategic partner with a .E O
#trategic sale of .E O #ale of &' properties esidual sale of .E O e<uity E.'E O e<uity disinvested in favour of employees
@oteI >ther than +aruti Cdyog -td, other 4#?s were partially disinvested earlier. #ourceI +inistry of Aisinvestment reply to -ok #abha. Cnstarred <uestion no. &/3& answered on .E Geb .''/.
Grom a summary of the Aisinvestment from &%%&=%. to .''.=.''/ we can know what targets were set by the government and how much was realised. Also the various companies from which the government has disinvested are mentioned.
>@!; spillovers and I4;- shares to employees pushed the total receipts to
crore. In the other / years of this phase D from .''3 D 'E till .''( D .'', the government fi6ed no targets and the total receipts were very less to with the year .''E D '( yielding no receipts at all.
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yield ade<uate returns in order to enlarge their capital base to finance e6pansionM diversification.
CORPUS O, NI,A
5he corpus of the Gund is 4ower !rid ;orporation and s.&,&2.23 crore being the proceeds from the disinvestment in ural ?lectrification ;orporation. 5he pay out on @IG was s..'%..2
s.,2.,& crores in the first year. 5he payout received in the second year was &'.'.O. 5hus, the average income was %..23O against the hurdle rate of %..3O.
crores. Average income of first year was ,.2(O. Average income of second year was
RESTRUCTURIN# O, NI,A
In view of the deceleration of !A4 growth due to global economic downturn coupled with unprecedented drought this summer, we are facing a reduced budgetary resource generation possibility. 5o ensure that this does not negatively impact the growth of economyK !overnment has approved $on 3th @ovember, .''%) one=time e6emption permitting full utilization of disinvestment proceeds deposited in the @ational Investment Gund, over this and the ne6t two Ginancial Fears, in meeting the capital e6penditure re<uirements of selected social sector programmes decided by the 4lanning ;ommissionMAepartment of ?6penditure. 5he status quo ante will be restored from April .'&..
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It i2 Guite -"e r th t the #o$er/me/t doe2 h $e di$e2tme/t o. it2 2t 3e2 i/ PSU2 hi0h o/ it2 0e/d .or the /e r .uture. Chi-h -om; /ie2 re "i3e"y - /did te2H 1ereI2 "i/e>u;A
5he I4>s that may flag off the divestment process may well be @*4;, I5?# and >il India, which have already filed their respective draft prospectuses with #?BI over the past two years. N1PCA @*4; is the country7s largest hydro power generator, engaged in planning, development and implementation of hydro=electric projects. Based on the offer document, the government stake will come down to ,E./ per cent post=issue. 5he earnings per share $?4#) for the GF'% is s &.'&.
RITESA
consultancy, engineering and project management services. 5he 4#C plans a fresh issue, bundled with an offer for sale that may bring down the !overnment7s stake to (. per cent. 5he book valueMshare and ?4# for the year ended GF'( were s &// and s /' respectively.
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Co " I/di is among the largest coal=producing companies in the world and is the only un=
listed navaratna 4#C $e6cept for *A-, which comes under strategic area). ;I- had a turnover of s /,E/& crore in .''(=',. It is e6pected to hit the I4> market in near future. 5elecom major, B#@- and steel maker, I@- $"izag steel), ;ochin #hipyard,
5elecommunications ;onsultants India and +anganese >re are the other likely candidates that may tap the market. 5hese entities have been on the divestment shortlist for <uite a while.
Pub"i- 2e-tor b /32 that have a high proportion of government holdings are ripe for a
dilution of stake, given their capital needs. While the stake dilution in 4#Bs will not help the government in terms of receipts, as fresh issues may be needed to bolster the banks7 capital ade<uacy re<uirements, it will save the government e<uity infusion from time to time.
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ii+SJVN Limited &S t"u% J " Vidyut Ni0 m Limited+ >!overnment on &%th
>ctober .''% approved disinvestment of &'O e<uity of the company out of !overnment shareholding through 4ublic >ffering in the domestic market.
iii+ Rur " E"e-tri.i- tio/ Cor;or tio/ Limited &REC+ > !overnment on .%th
>ctober .''%, approved disinvestment of 3O e<uity of the company out of !overnment shareholding in conjunction with the issue of fresh e<uity of &3O by the company
/' $/')
+inority shares sold by auction method in bundles of Lvery good7, Lgood7, and Laverage7 companies. Bundling of shares abandoned. #hares sold separately for each company by auction method. ?<uity of ( companies sold by open auction but proceeds received in &%%2 D %a'e +/
&%%. D %/
..3''
&%&..3&
&E $.)
&%%/ D %2
/.3''
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&%%3 D %E
(,'''
/E..''
2 $=)
&%%% D ''
&','''
&3(/.(,
3 $&)
&',''' &.,'''
&,E,.(/ /&/'.%2
/ $&) E $/)
.''. D '/
&.,'''
/.E3.&2
3 $&)
.''/ = '2
&2,3''
&3,32(
&'
.''2 = '3
2,'''
.,(E2.,(
.''3 = 'E
@o target fi6ed
&,3E%.E,
&
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@oteI S?nterprises disinvested for the first time given in brackets. S >ut of s.3/(&.&&, s. 2&,2 crore constitute receipts from cross purchase of shares of >@!;, !AI- and I>;. SS >ut of s.&2(%..(, s.23%..( crore constitutes receipts from cross purchase of shares of >@!;, !AI- and I>;.
;A#? #5CAI?#
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Auring &%%3=%E to &%%(=%, +GI- recorded profits as wheat was provided to it at a subsidised rate but once that was withdrawn it started making losses as the increased costs could not be passed on the consumers. Also the high overhead cost of s &.%' per loaf against the industry norm of s.'.%' per loaf added to the problem. In #eptember, &%%( the government approved 3'O disinvestment of +GI- to strategic partner through competitive global bidding. In >ctober &%%,, A@J investment Bank was appointed as the global advisor for assisting in disinvestment. In 0anuary, &%%% the government decided to raise the disinvestment level to (2 O and an advertisement inviting e6pression of interest from perspective strategic partners was issued in April, &%%%.
DISINVESTMENT PROCESSA
In a response to the advertisement &' parties submitted ?6pressions of Interest. >ut of these, 2 conducted the due diligence of the company, which included visits to Aata oom, interaction with the management of the +GI-, and site visits. In >ctober, &%%% post due diligence, . parties remained in the field, and on the last day for submission of the financial bid $&3.&'.%%), the only bid received was that from *industan -ever -imited $*--). Ginally in 0anuary, .''', the !overnment approved the selection of *-- as the strategic partner in and the deal was closed on /&.&..'''.
VALUATION O, M,ILA
5he &''O value of +GI- by different methodologies is give belowI +GI-I "aluation under different +ethods
V "u tio/ Di2-ou/ted C 2h ,"o! Key A22um;tio/ 9As is Where is:& V "ue &i/ R2 -rore+ @egligible
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#ales realization for (2O e<uity was s. &'3.23 crore. 5his corresponds to s. &2..3' crore for sale of &''O e<uity. 5he agreement with *-- provided for post=closing adjustments D difference between net working capital as on /&st, +arch, &%%% and net working capital on closing date /&st 0anuary, &%%% and increase in debt amount on closing date /&st, 0anuary, &%%%. Aue to reduced working capital and increase in debt amount, the government paid back s. &'.%2 crore. 5hu the net realisation was s. %2.3& crore for (2O e<uity.
POST>DISINVESTMENT PROCESSA
+GI-I 4ost Aisinvestment 4erformance Aetails Fear #ales =Bread ?nergy Good 5otal @et 4rofit M -oss 4re= Aisinvestment &%%,=&%%% ,% (& &E' $() &%%%=.''' (, (& &2% $2,) 4ost=Aisinvestment .'''=.''& &'. EE &E, $.')
5he decline in the sales of +odern Bread, which continued till the beginning of .''', was arrested. Weekly sales in Aecember .''' were around 22 lakh #-, which is a &''O increase over the figure of April .'''.
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#teps were taken to improve the <uality of bread, its packaging and marketing with trade=promotion activities, and to train the manpower in <uality control systems. In @ovember, .''. wages have increased by an average of /' crore was spent for " #. Again purposes at various manufacturing locations s.&,'' per employee. s. s. ( crore were infused for safety & hygiene
The #o$er/me/t ! 2 "2o e/tit"ed to LPutI it2 2h re o. rem i/i/0 eGuity o. 4? F t , ir M r3et V "ue .or 4 ye r2 .rom 5(2t J /u ry )( to 5)th J /u ry )5. The #o$er/me/t e8er-i2ed thi2 o;tio/ /d thereby re-ei$ed R2. 66.)@ -rore o/ 4*th No$ember )4.
T1E ,AILUREA
Aespite *C-7s best efforts +GI- continued to make losses, *C- had invested &3( crore in +GI-7s e<uity. In .''3, its losses were s &3 crore and accumulated losses were s (% crore. At the operating profit level, before interest and depreciation, it did make a profit though of s .. crore compared to a loss of s ( crore in the previous year. Bread sales grew by about (O. 5he company suffered as it lost some lucrative government contracts and changed its operational structure. *ence overall sales declined by /3O to s %3 crore. *owever, *C- did enjoy ta6 benefits as +GI- was a sick industrial unit. 5he company put +GI- on the block in .''E but failed to clinch a deal *owever, *C- still was unsuccessful in turning around the business and due to high employment costs and low margins. As per the company, the culture of +GI- was a complete misfit with its own. 5he company has committed a mistake while conducting the due diligence process.
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(''* > '' ,('.%' E,.,2 %/%.,' (3,..2 &,&.3E &2'.E2 &/2./2 (E./. ./.''
(''' = 4))) ,%E.E2 ('.', %EE.(. ,'E.., &E'.22 &...'& &&E.&% 33.,% &,.''
S "e2 Other i/-ome Tot " i/-ome &(M4+ Tot " e8;e/diture Pro.it be.ore de;re-i tio/9 i/tere2t K t 8e2 &PBDIT+ Pro.it be.ore i/tere2t K t 8e2 &PBIT+ Pro.it be.ore t 8 &PBT+ Pro.it .ter t 8 &PAT+ Di$ide/d
#ourceI 4ublic ?nterprises #urvey, &%%% D .'''
5he valuation was applied by the official valuer 0 4 +organ. 5he reserve price of s 3&2.2' crore was reached by marking up the valuation, arrived at by using the discounted cash flow $A;G) techni<ue, by .3 per cent, used as the control premium.
@o sooner was the BA-;> deal announced than it created a furore within and outside 4arliament. 5he opposition raised eyebrows. 5here was distrust from state government and the workers of BA-;> went on a E( days strike. It seemed as if the #terlite management had to sweat a lot before it actually got the right over the catch it craved for. 5his finally came to an end when the new management stroke a deal with the employees. #everal new steps were undertaken, some of which areI
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In spite of losses of s. .'' crore due to the strike, an e6gratia payment of s. 3''' was made to all employees. -ong=term wage agreement for a period of 3 years was entered intoM Workmen get a guaranteed benefit U .'O of basic pay. An Increase in allowances was also announcedI @ight shift allowanceI s.&' to s..' per shift. ;anteen allowanceI s.2'' p.m. $instead of subsidised canteen facilities) ?ducation allowanceI s. 3' to s. (3 per month *ostel allowanceI s.&3' to s..'' per month #cholarship amount to meritorious children doubled. -eave 5ravel Assistance of around s. E''' as cash every year. ;onveyance allowanceI #cooter users s. 2'' to s. 3'' pm, +oped users s. .2' to s. /3' pm, others users s. &3' to s. .E' pm.
#everal new practices introduced. Gew wereI 0ob rotation Appraisal system
The new management is proposing an investment of Rs. 6000 crore which will increase production 2 times.
Grom a market share of around &( per cent in &%%3=%E in the primary aluminum business, BA-;>7s share had dropped to &2 per cent in &%%,=%%. #everal reasons were mentioned that were responsible for hindering its growth. 5hey wereI -ack of economies of scale
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;ro-edur " bott"e/e-32 /d " -3 o. m / 0eri " uto/omy. The CRM ;ro%e-t t Korb .ter ei0ht ye r2 !ith /e r>doub"i/0 o. the - ;it " out" y. The re2u"t9 the -om; /y h d to de;e/d o/ hi0h -o2t ;o!er -om; /y ! 2 /ot b"e to 0et -"e r /-e .rom the 0o$er/me/t .or 2etti/0 u; ())F - ;ti$e ;o!er 0e/er tio/. A2 .rom the St te E"e-tri-ity Bo rd !hi-h re2u"ted i/ $oid b"e -o2t i/-re 2e2. The de" y2 /d the " -3 o. uto/omy h $e -ert i/"y ..e-ted it2 o;er ti/0 ;ro.it2 !hi-h !ou"d h $e bee/ mu-h hi0her h d it bee/ b"e to im;"eme/t the2e ;ro%e-t2 e r"ier.: 5hus even the Aisinvestment ;ommissionTs recommendation that the government should resort to a strategic sale of 2' per cent of BA-;> e<uity can be seen as misplaced. What was re<uired instead was a reorganisation aimed at allowing BA-;> the freedom to use its own capacity to mobilise resources to modernise, e6pand its captive power facility and raise its profitability. In practice, as a prelude to the privatisation process, in +arch .''' the subscribed share capital of BA-;> was brought down to s..22 crore from s.2,, crore, by
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BALCO9
thro! ! y ;ri-eA
C 2h ."o!2 determi/ed by u/dermi/i/0 ;ro.it bi"ityA 5his also implies that BA-;>Ts profitability has been undermined by the governmentTs own role in stalling modernization and e6pansion at 1orba. *ence, the then profit performance of the unit cannot be the basis on which the future profile of profits could be estimated. *owever, the tendency for Arun #hourie, the +inister for Aisinvestment, to emphasize repeatedly that profits earned by BA-;> had fallen from s.&E/ crore in &%%E=%( to s..3 crore in .'''='& suggests that this stream of profits has entered into assessments of the future profile of profits that have been discounted to value the worth of the company. 5his amounts to s<ueezing the profits of a public sector unit and then using that to undervalue the firm, consciously or otherwise. BALCOI2 22et2 !ere u/der$ "uedA It is still being argued that a direct valuation of BA-;>7s assets was worth around &' times the value paid by #terlite. In fact, officials from the power sector have argued that the captive power plant alone would cost more than the sum being paid by #terlite. According to reports, a senior official held that if #terlite were to invest in a captive power plant of the kind owned by BA-;>, it could cost s.&, .&3 crore and this figure matters, for the value of the plant at 1orba $set up in &%,,=,%) is still substantial, since a thermal power plant has a lifespan of around /3 years.
TO CONCLUDEA
A combination of inappropriate procedure, undue haste and unwarranted secrecy had created a veritable mess. 5his was followed by a roar and strike amongst the company workers. 5here was an opposition from the state government to the e6tent of throwing an offer to buy the ;entre7s 3& O stake at continued till date. As stated by 5he 5imes of India, Aecember .,, .''%, in response to an 5I <uery filed by advocate Arjun *arkauli, the ;entral Information ;ommission $;I;) observed that the tender documents and minutes pertaining to the the ministries concerned. BA-;> marks the first ever disinvestment deal in the history of India and is stained with several <uestion marks and pointing fingers. 5he deal certainly did not occur the way it was meant to, did not bring the profits to the e6tent possible, nor was it intended towards any
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;ompany $BA-;>) in ;hhattisgarh7s 1orba district eight years ago could not be traced by
#ENESIS
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!overnmentK in &%%3=%E, the #tate subsidy payable had gone into arrears totaling
Aue to >#?B7s overall pathetic performance, the !overnment of >rissa commenced, in &%%/, an e6tensive reform programme of the electricity sector. 5he reform programme was intended at improving the <uality of electricity supply and stimulates economic growth in the region.
5o give the power sector autonomy by keeping it away from governmental control.
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5o attract large amounts of private finance into the power sector. 5o introduce competition in the power sector.
TO
5o establish a separate act $5he >rissa ?lectricity eform Act) 5o un=bundle and corporatize >#?B 5o develop an autonomous power sector regulatory body 5o privatise the generation and distribution businesses
PROCESSA
5he reforms process started with the enactment of 5he >rissa ?lectricity eform Act in &%%3. 5he Act was designed to address the fundamental issues responsible for the poor performance of the power sector in the #tate. 5he new legislation was aimed at restructuring the electricity industry, taking measures conducive to increasing the efficiency of generation, transmission, and distribution of electricity, opening avenues for private participation, and establishing a egulatory ;ommission. 5he Act allowed for transfer of the assets, liabilities, staff, and statutory obligations of the >#?B to successor companies. ;hart=. below gives a pictorial representation of the change in the structure of the industry.
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#ome of the important steps taken after the enactment of the >? Act are as followsI
T1E
PREPARATORB
STA#E
,OR
5o ensure that privatisation leads to efficiency gains, !ridco had to bring changes in the internal environment variables like management, labour relations, and communication and
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+aintenance, and other technical activities. ;oupled with the bifurcation, commercial procedures were implemented. 5his small intervention improved the business environment at the division level. 4. INTRODUCTION O, PRO,IT CENTRE ACCOUNTIN# !ridco was divided into ;ost ;entres and 4rofit ;entres. 5ransmission divisions were treated as cost centres and distribution divisions as profit centres. 5o ensure proper control and reporting system, the entire distribution business was divided as shown belowI Ch rt
r id c o T r a n s m W e s t Z o n e N is s io n o r t h C 4 3 S D E D a s t I is t r ib u t io n Z o n eS o u t h C D ir c le Z o n e I I C C D e n t r a l ir c le Z o n e
ir c le
I I I
iv is io n s
iv is io n s
iv is io n s
u b d iv is io n s
?ach distribution division was managed by a divisional manager $?6ecutive ?ngineer) who reported to the circle manager $#uperintending ?ngineer). 5he latter, in turn, reported to the
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5his finding of high 5&A losses against the reported .. per cent figure in various forums and published sources was an eye opener to both the shareholders and the management. 5he programme established that, though the reduction of technical losses re<uires huge capital
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'nerg( Deliver(
)eter Reading
*ill
*ill Distribution
,ollection
+reparation
,redit ,ontrol
In the process, even before the privatisation, !ridco improved its performance in the following areasI $&) egularisation of un=authorised connections, $.) Increase in bills based on actual meter reading, $/) Increase in billing as a percentage of input, $2) Increase in collection as a percentage of billing, and $3) Improvement in customer relationship. *owever, IA4 could not be e6tended to all the divisions of !ridco. As a result, the financial and operational performance of most of the divisions could not be improved.
#OVERNMENT
!overnment is major winner in this reform, which allowed it to reduce its e6posure to this volatile sector at a time when its financial position was precarious. It realized s.&3% crore by divesting 3& per cent of its stake in the distribution companies and around s.E'' crore by divesting its stake in >4!;. It also got s./3E crore by selling 554# $5alcher 5hermal 4ower #tation) to @54;, which was adjusted against erstwhile >#?B7s overdue payments to @54;. But, more important, the !overnment has already saved more than s.&.'' till now by stopping subsidy to the electricity sector.
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INVESTORS
5able below shows the parties who have ac<uired stakes in the newly formed distribution companies. Ne! I/$e2tor Ce2-o Ce2-o Ne2-o South-o A?# B#?# B#?# B#?# St 3e -Guired 3&O 3&O 3&O 3&O Mo/ey ; id &R2. i/ -rore+ 2..'' ,,.&% .,.,'
5he balance=sheets of !ridco $which remained as a transmission company) and the four distribution companies highlight the benefit that has been e6tended to the investors. ;ommon size balance sheet of these companies is as follows.
#rid-o Ce2-o Ce2-o Tot " ,u/d2 C ;it " /d .'O &/ &, Re2er$e2 A--umu" ted Pro.it =.EO ' ' &> .or Lo22+ Lo/0 Term Lo /2 E%O 2,O 3'O Curre/t Li bi"itie2 /(O 2'O //O Tot " A22et2 ,i8ed A22et2 E&O E'O E(O Curre/t A22et2 /%O 2'O //O #ourceI Based on the !overnment of >rissa !azette. Ne2-o &/O ' 3'O /(O E/O /(O South-o &/O ' 3(O /'O ('O /'O
It is interesting to note that the entire loss of transmission and distribution business was retained in the balance=sheet of !ridco, resulting in a negative book net=worth of !ridcoK the distribution companies were not re<uired to share it. +oreover, the capital structure of
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CONSUMERS
;onsumers can be divided into three broad categories, namely, -5, *5, and ?*5. As the reforms endeavour to reduce the cross=subsidization there is every possibility of the large consumers to benefit from the process. ;onsumers, irrespective of the category, benefit if the tariff reduces and the service improves. But, the tariff has already been revised four times. And, what is more important, the increase in tariff has far surpassed the rate of inflation, as depicted by Gigure=2 below. +oreover, though the overall power available has increased over the years, the <uality of service has not improved to the e6tent it was e6pected. #ince the distribution companies have decided not to make any capital e6penditure, the <uality of the service that was offered by them has been affected. ;onsumers clearly have, so far, borne the brunt of the reforms and privatisation.
1.
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VSNL TRA,,IC
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#ourceI "#@- annual reports 5he ratio of inbound to outbound calls had been 2I& in .''&. >ne important reason for this is the discriminatory pricing by "#@-. Another factor is that India is a much poorer than the typical countries to which it connects $C.#., ?urope and !ulf), so that inbound calls are bound to be more than outbound calls. Gor the year .'''=&, the total revenue for "#@- was stood at s E,2/'.( crore. 5he profit after ta6 s E..2& out of which s
3'.'' was declared as the dividend per share. "#@- had no debt. Its 4M? ratio of each "#@share was 2.E,.It is seen that a large part of the costs is the network and transmission charge. +uch of this was charges paid out to the A>5 as traffic costs. In this fi6ed revenue agreement, "#@- paid s .,(/2 crore to A>5 and s &,/,E crore to foreign operators during .'''=& V"#@- Annual eport, .'''=&H.
share holding of 3..%(O in "idesh #anchar @igam -imited $"#@-) on 3.'...''.. 5he total paid=up capital of "#@- is s..,3 crore, the !ovt. holding being s.&3&crore. s.(&..3crore of this e<uity is being sold to +Ms 4anatone $5ata !roup) at a price of s. &2/% crore.. .. !overnment had decided to disinvest in "#@- in 0anuary .''& and the advertisement for inviting ?6pression of Interest was issued in Gebruary .''&. #everal interested parties had submitted their ?6pression of Interest. After the process of due diligence was completed and the transaction documents frozen, financial bids were invited from the bidders on &....''.. 5wo bids were received. /. #BI ;apital +arkets -td. and ;#GB were appointed as the advisors at a fee of '.&%O of the transaction value. +Ms ;rawford Bayley & ;o. is the legal advisor and the asset valuer is 4rice Waterhouse ;oopers -td. After considering the AdvisorTs report, the ?valuation ;ommitteeMI+!M;!A submitted their recommendations regarding acceptance of the higher bid to the ;;A. 2. 5he !overnment has in the process of disinvestment in "#@- received appro6imately s. /E,% crore, s. &2/% crore as the bid price, s. &,,( crore as dividend and s. /E/ crore as dividend ta6 $table attached). 5hus, the !overnment has sold its shares at a price of s. .'. per share, taken additional amount as dividend, special dividend and dividend ta6. Besides the !overnment has also taken measures to take out surplus, yet very valuable land $value s. ((, crore) from "#@-, and also restrict useMsale of land through provisions in transaction documents. 3. 5he market price of "#@- shares as on &....''. was earned s.&3,M=. 5he !overnment had
s.&'.2 crore per year on .3O of its e<uity in the last eight years. 5his year the
!overnment has earned s. /E,% crore from sale of "#@- and if this money is kept in the bank it would earn an interest of /E,.% crore, i.e. the !overnment would gain more than s. /3' crore every year. E. 5he strategic partner has been provided a call option for the 3th year subject to the condition that the !overnment would be retaining at least one share and hence one vote
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PRIOR TO DIVESTMENTA
When the privatization process of "#@- began in &%%&=., there was no blueprint for the same. In retrospect, there have been three phases. 5he offloading of shares to domestic investorsK 5he offloading of shares in the international marketK #trategic sale. s. &. crore in favour of various
financial institutions, mutual funds and banks. As of +arch &%%/, out of a paid up e<uity s ,' crore, the !overnment of India $!oI) held ,3O and financial institutions, banks and the public held another &3O. 5he shares were listed in the stock e6changes of +umbai, 1olkata, Aelhi and ;hennai. As of &%%3, the share of the !>I had come down to
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#DR ISSUES
5he !lobal Aepository eceipt $!A ) issue for "#@- was the first of its kind by the !>I . It helped "#@- to raise a substantial surplus that was earmarked for investments for its growth. 5he first !A issue $listed on the -ondon #tock ?6change) was offered in &%%E=%(. It fetched C#R 3.E.E million in the market. At that time, it was the largest !A issue from India. 5he offer was oversubscribed, drawing EE. investors from ., countries. 5he second !A issue was completed in Gebruary &%%%. It involved a divestment of &'
million shares by the government of India to international investors. 4riced at C#R %..3 it was at a &3O premium on the last closing domestic price of s. E,. and a &'O discount to the ten=day average !A price of C#R &'..(3. 5he government realized C#R &,3 million from the sale of .' million !A s with each !A being e<uivalent to half a share. 5he organizational problems in "#@- around the time of the second !A issue could have been one of the factors that led to lower valuations. Auring the process of the second !A issue, the "#@- staff had threatened a walkout owing to the pending issue of allotting shares to employees. Aue to delays in the government processes, "#@- did not have a chief e6ecutive and many other crucial director level posts were vacant. 5he first !A 7s investment promises were not fulfilled and a promised domestic offering had not been made. 5he sanctions against India also created an environment of high perceived country risk, which lowered "#@-Ts valuation.
T1E VALUATION
5he government had fi6ed a reserve price of s &,.&,./(3 crore for its .3O stake in "#@-. In an effort to bolster the "#@- valuation, the !>I intended to compensate the loss of monopoly through special concessions. 5he government owned +5@- and B#@- would have to use "#@- as their I-A carrier for two years on the condition that it would offer the most competitive terms in the market. "#@- would also get a free license to provide @-A,
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CONCLUSIONA
5he privatisation of "#@- is seen as leading to public e6penditure accountability through a realisation of higher return on the government7s asset formation. It also leads to an appreciation of the remaining shares that are held by the government. 5o the citizen, the process is a step towards the provision of better <uality communication services at the most competitive prices. 4ublic flotation of stock might have led to better values for "#@-Ts stock, had the company been correctly WpreparedT for privatisation. 5hus, disinvestment of "#@- was clouded with controversies and speculations and this fact further indicates the failure of the disinvestment policy adopted in the case of "#@-, and also highlights the wrong reasons for which the disinvestment of "#@- took place and its ultimate failure to match the re<uired e6pectation of such a step. 5his case on "#@- further corroborates to the fact, that the disinvestment policies adopted in India have been a failure so far.
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CIT1
In +ay .''., a two=stage sell off began in +aruti Cdyog -td $+C-) with a s 2'' crore $2 billion) rights issue at a price of s /,.,' per share of s &'' each $&.,&%,3&. shares) in which the government renounced whole of its rights share $E,'E,3,3) to #uzuki, for a control premium of s &''' crore. elative share holding of #uzuki and government after completion of the rights issue was 32..' O and 23.32 O respectively. 5he second stage government offloaded its holding in two tranches D first where government sold /E lakh shares out of then e6isting E3.,' lakh shares in +arch .''/. After the public offer, governments share had been down to .3O.
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control premium and &2.2 additional tranche undertaking) was a value more than .2.2 crore than the initial .&3, crore.
government to get ma6imum receipt it should sell to public in such a manner that they can get
5he significant aspect of the +aruti divestiture plan is the prima facie decision of the government to e6it from +aruti completely by +arch .''2. >ther than hotel properties, +aruti was the first enterprise where government had completely e6ited.
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5he government decided in 0uly &%%( to disinvest (2 O of the e<uity of -0+;. +Ms A. G. Gerguson & ;o were appointed in +ay &%%, as advisors to e6ecute the transaction. Accordingly, the advertisements inviting ?>5s were issued in 0anuary &%%% and financial bids were invited in +ay &%%%. 5he cabinet approval the disinvestment in Aecember &%%% and e6ecution of the transaction documents and receipt of final payment was effected in +ay
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5here was no retrenchment of employees but there was reduction due to resignationMnatural separation. *owever, change in employee service condition was made by rolling back retirement age from E' to 3, years.
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;ritical Analysis
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@onetheless, there are series of allegations of corruption and malpractice in many of these deals that have been widely discussed in the press and the parliament. Instances of under pricing of assets, favouring preferred buyers, non=compliance of agreement with respect to employment and retrenchment, and many incomplete contracts with respect to sale of land, and assets have been widely reported. 5hus, during the last &/ years s. .%,3.' crore were realized by sale of e<uity in selected central government 4#?s, $in some cases) relin<uishing managerial control as well.
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5his formed less than one per cent of central government7s cumulative fiscal deficit in this period.
ASSESSIN#
PROCESSA
Instead of seeking the reasons for privatization, one could instead ask why a certain firm should remain in public sector. #ome would contend that with rapid technological change, natural monopoly, as a powerful argument for public ownership has simply disappeared. #uch an argument would surely hold for telecommunications, not but for the rest of public monopolies. Based on studies of privatization of natural monopolies, some important implications that can be carried out areI
#ectors such as railways, however, are h rder to re0u" te .ter ;ri$ tiN tio/. 5he regulatory task can be especially difficult in sectors such as highways, or water or sewage, where competition is weak or totally absent, investments are lumpier, e6ternalities are much more important, and pay back periods run ,=&' years or more, thereby increasing uncertainty and risk for contracting parties. opportunism on the part of investors or governments. enegotiations are likely to be the rule, brought on by unanticipated developments or simply
But in the twentieth century, with the separation of ownership from control in modern industry, there is a serious 0e/-y ;rob"em regardless of its ownership. 5he view that the secondary capital market and the market for managers provide ade<uate discipline on a firm7s performance is at variance with evidence.
C1AT
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IS 1I#1LB
In fact, one of the authors of the study, 4ankaj 5andon, in an independent paper was more categorical in rejecting the hypothesis of efficiency gains from privatization in less developed
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Csing a widely accepted a methodology that 4#?s7 .i/ /-i " "o22e2 !ere /ot the ;ri/-i; " - u2e o. the 0ro!i/0 .i2- " de.i-it in the &%,'s, and in fact 4#?s7 share in the fiscal deficit had steadily declined in the decade. In other words, the 0o$er/me/t ;er 2e ! 2 " r0e"y re2;o/2ib"e .or the 0ro!i/0 .i2- " de.i-it, not the enterprises owned by it.
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Cpdating these estimates for the &%%'s using a more refined method, the estimated deficits of the general government confirmed our previous findings. &E !overnment7s share $in terms of e<uity and debt) as a proportion of 4#?s7 total fi6ed investment shows a steady decline since the mid=&%('s, suggesting a gradual tightening of their budget constraint. 5he decline in government7s contribution is being met increasingly by a rise in internal resources.
5hese long=term trends indicate, contrary to the widely held views, the growing fiscal deficit since the &%,'s is not on account of financial losses of the enterprises. 5he above evidence suggests that the popularly used indicator of net profit as a proportion of total e<uity does not ade<uately reflect 4#?s7 financial performance. While such a measure may be useful for a private shareholder, it has many shortcomings to gauge the return on public investment. Gor many reasons, 4#?s tend to be over capitalized. While these enterprises are e6pected to develop infrastructure on their own using budgetary resources, state government agencies usually vie with each other to provide larger and better infrastructure for private firms, thus reducing their capital cost. 5herefore, depreciation charges for 4#?s tend to be much larger.
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It is widely believed that 4#?s7 respectable profitability ratio $gross profits to capital employed) is mainly on account of the surpluses of the petroleum sector enterprises whose pricing includes an element of ta6ation. Interestingly, as shown in Gigure, the profitability ratio has improved since the &%,'s even e6cluding the petroleum sector enterprises D clear evidence on improvements in 4#?s financial performance. But could it be merely due a faster rise in administered prices of 4#?s7 output8 5his is not so, as evident from the fact that the ratio of deflators of public sector output and !A4 has declined since the mid=&%,'s. 4ublic sector !A4 deflator, relative to !A4 deflator, &%,.=%E
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5he problem seems to lay in poor financial returns in electricity boards, road transport corporations and railways, which are probably not ade<uately reflected in the above measures. Gor instance, revenue=to=cost ratio in #?Bs has remained less than one for much of the &%%'s, a decade of much talked about reforms, despite a steady rise in physical efficiency of thermal power plants.
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#ource IAisinvetment +inistery eport
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COMPARATIVE EEPERIENCEA
?6perience of the last century shows how different economic systems have sought to solve this problem in a variety of ways with varying degrees of success. 5he #oviet system was perhaps <uite capable of solving the problem in the initial phases of Le6tensive growth7 with a clear objective of ma6imization of national output. *owever the system began to falter, as the economy got more comple6, in the phase of Lintensive growth7 when objective was to increase productivity of resources. 5he command economy was unable to resolve the agency and incentive problems at the micro level because of the soft budget constraint. As noted earlier, in the Anglo #a6on economies, the secondary stock market acted as the disciplining device on corporate performance and as market for managers. In principle, stock prices that summarize all publicly available information on the firm performance should provide ade<uate signals for managers to act optimally. 5he system is also seems capable of providing risk capital to spur rapid technological progress, as witnessed in the role that venture capital funds played in promoting the Internet revolution. *owever, given the agency problem, there is enormous scope for abuse of the system, adversely affecting the shareholders7 interests and possibly hurting economic efficiency in the aggregate. *ostile takeovers and leveraged buyouts have e6posed the inefficiency of such a disciplining mechanism. 5he recent implosion of some of the world7s biggest companies, astronomical rise in managerial remuneration disproportionate to performance of firms, and widespread abuse of stock options by top managements in firms like ?nron and 5yco by the turn of the last century have seriously dented the credibility of the stock market based principles of corporate governance.
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SOME ,ACTS
E out of 5op &' companies in India are 4ublic #ector ;ompanies. >f the 3' companies which make up the @IG5F, &' companies are 4#Cs. In many businesses 4#Cs are virtual monopolies. 5op &, 4#C companies $called L@avratnas7) total income is e<ual to &3O of India7s !A4. In .'',, 4ublic #ector ;ompanies paid over //.3O of their net profits as dividends.
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diversified public shareholdings. 5his re<uirement should be uniformly applied to the private sector as well as listed public sector companies. I propose to raise, in a phased manner, the
threshold for non=promoter public shareholding for all listed companies.: -ooking at the growth story of India and the optimism of future growth as well, the govt. of India has already planned and finalized its e6pansion projects. It has planned to come out in a big way in infrastructure development projects.
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,andidates for $nd round of divestment Source : Bloomberg; Prowess. BSE India ; Data as on 31/0 /!00"
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X A portfolio of these &' stocks $e<ual weighted) has outperformed the @ifty in the last & year, by generating returns of 46.5?F vis=Y=vis @ifty return of ?.*'F X B#? 4#C Inde6 $an aggregate of 2( 4#C companies) has appreciated by 46.)'F over the last & year, as against B#? #ense67s return of @.74F
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mutually complementary firms by creating 0apanese style, tied around a public sector bank or financial institution. Gor instance, interlocking of e<uity holding among steel, coal and electricity firms or petroleum e6ploration, refining and petrochemical comple6es. #uch a measure would eliminate the procedural audit as well as political interference on the day=to= day operational matters. *owever, to ensure public accountability managers may be asked to make presentations to the parliamentary sub=committees on efficiency of resource use. At the same time, managers
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BIBLIO#RAP1B
RESEARC1 PAPERS
Aisinvestment and 4rivatisation in India Assessment and >ptionsZByI Aisinvestment in India, I lose and you gain...ByI 4radip Baijal 4ublic #ector performance since &%3', a fresh look... ByI . @agaraj
@agaraj
4 I"A5IJA5I>@ I@ IndiaI 5*? I+4? A5I"?# A@A ;>@#?NC?@;?# >G ! AACA-I#+ byI Aevesh 1apur and avi amamurti World ?conomic GorumI India ?;>@>+I; #C++I5 Indian ?conomic eformsI A #tocktaking ByI 5. @. #rinivasan 4lanning ;ommssion eport Aisinvestment ;ommission eport, &%%% 4ublic enterprise #urvey eport &%%E=&%%(,.''.=.''2 "ol=&. Annual eport of "#@!" #$ ROU%&IV %a'e !!/
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BOOKS
INTERNET
www.divest.nic.in !!!.i/di .gov.inMsectorsMfinanceMdi2i/$e2tme/t www.ircc.iitb.ac.in www.livemint.com www. e-o/omi-time2.indiatime2.com www.indiastat.com Aepartment of disinvestment, +inistry of Ginance , www.divest.nic.in www.cmie.com www.planningcommission.nic.in httpIMMindia.gov.inMsectorsMagricultureMinde6.php
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