29 March 2009

Power List 2009 from India Today

ISSUE DATED
March 16, 2009
India TodayArchivesMarch 16, 2009

Cover Story

The highest circle

S. Prasannarajan

The new club of the country's power elite, still dominated by moguls and mavens, is a celebration of India’s creative brio as well.

From India Today Archives

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It is as if only irony alone can bring some cheer to these bleak times. The most feted millionaire today in India and elsewhere is a slumdog. Maybe, as in the movie, only wit and perseverance can keep you on top of the game at a time when the lights are going out all over the highest shrines of capitalism.

In the gathering darkness, desperate invocations have a socialist resonance. And suddenly, the cold breeze of mortality is wafting across the pinstriped republic of plutocrats, that sovereign state within the state that looked infallible till the other day.

The unthinkable is upon us. The masters of the universe have feet of clay. Still, despite all the news of Apocalypse Tomorrow, let’s not be fooled. The traditional relationship between wealth and power remains intact.

The front row of the power elite— the Establishment—is reserved for people who know how to create wealth and play with it, no matter even if they are poorer by a few billions in the wake of the economic downturn.

The sweep of their power, though, is not directly proportional to the size of their wealth; and that is why the richest is not necessarily the most powerful.

Power is all about the ideas and attitude of the one who wields it. The business class that still dominates the Higher Circle tells more than a story of survival; it essays the boldness and ingenuity of a few who still make a difference to the lives of the rest—for better or worse.

Today, in the age of bail-outs and stimulus plans, they may have realised the uses of governments but their power is not subordinate to the rulers of the day. That said, the India Today Power List 2009 shows a shift in hierarchy, a shift that reflects an India where the money is matched by the mind.

India is the stage on which some of the most exuberant shows on earth are mounted. India is the page on which some of the finest words are written.

And we won’t be surprised if Jai Ho becomes a global ring tone. Call it the reach of India’s soft power. As the bad news from the free market multiplies, there is at least something to be happy about: the cultural capital is not melting down.

And this list, though mostly populated by the usual suspects of moguls and mavens, is a celebration of India’s creative brio as well.

The classical architecture of the Establishment—built on the triangular structure of government, the military, and business—hardly exists in democracies. Usurpers and innovators continue to shatter its cosy equilibrium. The rustle of the following pages carries the power of the few whose privilege may be exclusive but not eternal.

1. RATAN TATA, 71, INDUSTRIALIST
NEVER SAY DIE

Ratan Tata
Ratan Tata
Because
in India’s hour of terror, he acted more statesmanlike than any politician.

Because he spoke for the nation in every crisis, whether at Singur or when The Taj was being attacked in Mumbai, personifying India’s fighting spirit by ensuring the hotel reopened within a month.

Because he embodies ethical entrepreneurship even when being challenged with dire circumstances and notwithstanding Mamata Banerjee’s opposition, will roll out the Nano at the promised price this year.

Because despite the recession, his group’s turnover will touch $100 billion this year, and he has not yielded to pessimism, whether on Corus or on the Jaguar Land Rover deal.

The big number: A valuation of $10 billion for the telecom business when the Japanese major DoCoMo paid $2.7 billion for a 26 per cent stake.

Quotable quote: “Some Ms are good and some are bad.”

Y2K: Most of the cars that he drives have the number 2000.

Hot wheels: A Metallic Blue Maserati.

Is known to: Take the controls of his private jets.

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2. MUKESH AMBANI, 51, INDUSTRIALIST
WEALTH CREATOR

Because he did not succumb to either corporate fad or government pressure, staying away from investing in overseas acquisitions and sticking to building greenfield assets that deliver 20 per cent returns on investment.

Mukesh Ambani
Mukesh Ambani
Because RIL is likely to end the year with a growth of over 20 per cent with income rising to over Rs 1,60,000 crore from Rs 1,39,269 crore last year, and at a time when everyone is strapped for money, he is swimming in nearly Rs 30,000 crore of cash.

Agenda 2009: Supporting wife Nita in her quest to help Mumbai Indians win IPL Season 2 and shifting into their new home on Altamount Road before the new year.

Is proud that: Low cost gas from KG-D6 will bring down subsidies on power, fertiliser and LPG costs, therefore the fiscal deficit.

Current obsession: Preparing twins Akash and Isha who are leaving to study in the US.

Power moment: First Indian to meet US President Barack Obama within a month of his taking office.

He believes: His dream of farm-tofork revolution will happen next.

3. ANIL AMBANI, 48, INDUSTRIALIST
MR Big

Anil Ambani
Anil Ambani
Because he is Mr Big in every segment he has a presence in, from power to entertainment, from roads to coalfields.

Because his influence across the country’s political spectrum is unmatched and he bagged three big ticket power projects even with an unfriendly government.

Because by 2015, he could be the biggest infrastructure player in India.

Because he is setting up 32,000 MW of generating capacity, building 500 km of roads, the Delhi Airport Express Metro line as well as the Mumbai Metro project.

Because even as many are downsizing, he will be adding 16,000 employees this year.

Because his tie-up with Steven Spielberg and movie production alliances with Hollywood stars from George Clooney to Nicolas Cage make him a formidable name on the entertainment marquee.

Idea of a binge: Kesar pista ice cream on Wednesday nights at India Gate on the way to the airport to fly back to Mumbai on his Global Express.

Image makeover: Has now switched from flashy Armani to conservative suits.

Is proud about: The 700-bed super specialty hospital which has been set up by wife Tina.

Is happy about: Having improved his mileage. He now runs 18 km every day.

4. SUNIL MITTAL, 51, INDUSTRIALIST
RING KING

Sunil Mittal
Sunil Mittal
Because in a business where he is competing with Tata, Birla, Ambani and Vodafone, he is the biggest, and in an era of gloom, has proved to be an island of boom.

Because given the lead of 25 million, even if Airtel stood still, it would take the nearest competitor nearly 12 months to catch up.

Because with annualised revenues of Rs 38,000 crore for 2008-09 and profit before tax of Rs 15,000 crore, Airtel is among the most efficient money machines and by 2013, Bharti will be a trillion-rupee group.

Because he is engaged in the transformation of telecom into a lifestyle business, ranging from calls to games, from movies to music, making a big play for the Indian mind-share with Bharti Airtel Triple Play, Telephone, Broadband and TV, on a single line.

Because Best Price, his tie-up with Walmart, will take off by June. Because without doubt, he is the face of the new Indian entrepreneur.

Little known fact: Airtel has over one million outlets and recharge stores.

Is looking forward to:
His daughter Eiesha’s wedding this summer.

Fitness is:
Walking for an hour in Lodhi Gardens.


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5. SHAH RUKH KHAN, 43, ACTOR
YES HE KHAN

Because he is everywhere, at once, as a movie actor, cricket team owner, television producer, sometime television host and ambassador of 10 brands, who was the most visible celebrity on TV in 2008.

Shah Rukh Khan
Shah Rukh Khan
Because everything he does makes headline news, from a tiff with Salman Khan to a patch-up with Amitabh Bachchan and his film, Rab Ne Bana Di Jodi, almost salvaged a studio, Yash Raj Films.

Because he is emerging as a spokesman for Islam at a time when the religion is under global attack and though Pepsi may have dropped him as their brand ambassador, young people see him as a Bollywood outsider who made it to the top through sheer grit.

Because whether it is anchoring a film awards night or promoting his movie in a reality show, he can be counted on to perform.

Funniest thing anyone ever said to him: Nice try, sir. An SMS from someone after one of his movies.

Biggest joy: Sleeping in bed between his children Aryan and Suhana and constantly being kicked by them. And watching them ski in Austria.

Latest reads: The Yuck Book. “My daughter made me read it.” Artemis Fowl’s The Time Paradox and Daniel Suarez’s Daemon.

6. AMAR SINGH, 54, POLITICIAN
HEAVY METAL

Amar Singh
Amar Singh
Because in a year when the economy is in a state of shock, the group is set to double its revenues from last year and with new businesses, expansion in steel as also the refinery going on-stream, their revenues will touch a trillion rupees by 2011.

Because while other companies are talking about shelving plans, the brothers are investing over Rs 15,000 crore in steel alone, taking their production capacity to 14 metric tonnes per annum, and pledging over half-a-billion dollars to telecom operations in Africa.

Because their businesses span sectors, from 1,500 gas stations through which they will retail petroleum products across India to Aegis, their BPO operations with 35,000 employees.

Recession mantra: Keep your head down, believe in yourself and your people during tough times.

Little known fact: With 10,000 employees in the US, Essar Group is the largest Indian employer there.

Smart strategy: With a majority of group companies privatelyheld, the Ruias are insulated from the vagaries of the stock market.

7. SHASHIKANT & RAVI RUIA, 65 and 59, INDUSTRIALISTS
MAN IN THE MIDDLE

Shashikant & Ravi Ruia
Shashikant & Ravi Ruia
Because his support to the government makes it compliant to his demands and the moment he criticised the then finance minister P. Chidambaram for inflation and Petroleum Minister Murli Deora for his ‘anti-people’ (read anti-Anil Ambani) policies, the media assumed there would be a reshuffle.

Because when the Congress dithered over seat sharing in Uttar Pradesh, he worked out a political realignment with Sharad Pawar over dinner that brought the Congress to the negotiating table.

Exchange programme: Substituted Prakash Karat for the Gandhis as his new best friends. Says he sees “a ray of hope” in Sonia and Rahul.

The rethink: “I have already said that 1999 was a mistake,” he says, explaining Samajwadi Party’s decision not to support a Congress government at the Centre then.

And finally: Has stopped wearing his 10-carat diamond ring because “people said I was wearing it for my Venus angle but the real reason is that my wife gave it to me”.

8. SAMIR & VINEET JAIN, 54 and 42, MEDIA BARONS
NEWS WORTHIES

Samir & Vineet Jain
Samir & Vineet Jain
Because not only do they have the largest selling English language daily in the country at 32 lakh copies a day, and the largest English language financial daily selling seven lakh copies every day, but also their television news channel has become the highest rated in that genre.

Because they are the largest private players in radio, with 32 stations across India, to which they have added a foreign acquisition, Virgin Radio, as well.

Because they are the only ones brave enough to launch a business channel slam bang in the middle of a recession.

Because with cash reserves of Rs 3,400 crore, they are best equipped to ride the economic storm.

The big divide: The Vice-Chairman now looks after print and the Managing Director after everything else.

Big change: Mother Indu Jain no longer visits the office.

The big acquisition: Of the soon-to-be-husband of back-from-Stanford daughter Trishala who has been ensconced in the fourth floor of Times House.

Facing the axe: The Times of India’s edit page.

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9. KUMAR MANGALAM BIRLA, 41, INDUSTRIALIST
HEIR RISING

Because despite the economic downturn, the consolidated revenues of the Aditya Birla Group are still $28 billion and he has a footprint that straddles 25 countries.

Kumar Mangalam Birla
Kumar Mangalam Birla
Because his companies have attained global leadership and are among the world’s most costefficient copper and aluminum producers.

Because a year of quiet consolidation has seen the Group’s retail operations touch 615 supermarkets and two hypermarkets.

Because thanks to a new will by grandfather B.K. Birla, a large part of the Rs 5,000-crore empire will be inherited by him.

Biggest stress buster: Shooting with his Morini pistol at the Maharashtra Rifle Association’s shooting range in Worli, Mumbai.

Recession mantra: Consistent cost management is holding the group in good stead today.

Road ahead: Wants to make the Aditya Birla Group a part of the Fortune 150 club by 2014.

10. G.M. RAO, 58, INDUSTRIALIST
MASTER OF ALL TRADES

G.M. Rao
G.M. Rao
Because he is steering the makeover of the eponymous GMR Group from a domestic player in the infrastructure business to a global player with a
presence in seven countries.

Because with the Rajiv Gandhi International Airport in Hyderabad, completed in a record 30 months in March last year, he proved India can have world class facilities.

Because even as the Group builds the new terminal at the Delhi airport, it has ensured an enduring connect with the Delhi Daredevils in the IPL contest.

Big buy: Acquisition of 50 per cent stake in Intergen, a leading global power generation company, at a cost of approximately $1 billion, making the Group the largest private power generation company in India.

Little known fact: A mechanical engineer by training, he was employed in the Public Works Department of Andhra Pradesh before he resigned to turn a jute trader.

Should be embarrassed about: The foray into insurance, creating ING Vysya and finally pulling out of it.

11. A.R. RAHMAN, 43, MUSIC DIRECTOR
THE MAESTRO

A.R. Rahman
A.R. Rahman
Because his recently-acquired hardware underlines India’s growing soft power and his twin Oscar wins have made him the country’s golden boy.

Because he is every international artist’s first choice for collaboration in India, whether it is Kylie Minogue or Akon.

Because he is an amazing amalgam of Indian multiculturalism: born a Hindu, he converted to Islam at his mother’s behest and gave his first public performance in a church as an 11-year-old.

Because his music, a blend of raga and reggae, jazz and hip-hop, has opened the world’s eyes to the dazzling possibilities of Indian film sound.

Time out: None. While the rest of the world is celebrating his win, he has got back to work, completing his pending projects in India for “furious directors”.

Loves to: Surf the Internet on his MacBook and ensures that everyone in his team uses the same too.

First stop anywhere: Mosque and then an electronics shop. Currently devoted to the Continuum fingerboard.

12. ANAND MAHINDRA, 52, INDUSTRIALIST
MADE IN BHARAT

Anand Mahindra
Anand Mahindra
Because by launching the Xylo, a multi-utility vehicle, at the gloomiest point for the automobile industry, he has displayed entrepreneurial courage.

Because with market leadership in tractors, utility vehicles, farm equipment, a finance company that lends to rural households, an SEZ and a realty division, he is all set to bring Bharat back to India.

Because his joint venture with BAE Systems sets him up to be one of the biggest players in India’s emerging defence sector.

Because he is one of the most articulate Indian voices at various international fora, from Aspen to Davos.

Is proud that: Mahindra Realty is a debt-free company. And that one in two tractors in the country carries the Mahindra badge.

Little known fact: The 155 mm howitzer, known to Indians as the Bofors gun, is now in the Mahindra-BAE stable.

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13. AZIM HASHAM PREMJI, 62, BUSINESSMAN
THE FRUGAL BILLIONAIRE

Because he steers India’s No. 3 software services exporter without worrying about the high volatility of the IT industry.

Azim Hasham Premji
Azim Hasham Premji
Because with a cash chest of $500 million, he is looking for acquisitions abroad and plans to beef up his company’s position in France and Germany.

Because in keeping with deep personal values of corporate governance, he approached the Madras High Court to stop the proposed reverse merger between Subhiksha and Blue Green Constructions and Investments, even though his investment firm, PremjiInvest, had bought a 10 per cent stake in the retail chain from ICICI Ventures for around $150 million last year.

Management mantra: When you over-pay people based on their results, it can generate very distorted behaviours.

Little known fact: He fulfilled his teenage wish, 33 years on, by completing his electrical engineering at Stanford, in 1999.

14. DEEPAK PAREKH, 64,BANKER
MR SOLUTION

Deepak Parekh
Deepak Parekh
Because he is the go-to guy for government and business, whether it is Satyam or the troubled US-64.

Because in a year of edifices turning to dust, HDFC will close with an estimated growth of 19 per cent.

Because he brings credibility to whatever he does, whether it is putting the nuts and bolts of the new pension policy in place or advising the Government on providing affordable housing to the masses in the country.

Because the rumour is that he knows someone on a first name basis on the board of every Fortune 500 company.

Recession mantra: Be cautious and conservative in such times. Don’t focus on market share, instead concentrate on the bottom line.

Road Ahead: Officially it’s his last year in office and July onwards he’ll be busy planning his exit from the company.

Favourite getaways: London and New York, where he enjoys a game of cricket or tennis during the season.

15. RAGHAV BAHL, 49, MEDIA BARON
THE COLORS OF MONEY

Raghav Bahl
Raghav Bahl
Because from measuring the heartbeat of the Bombay Stock Exchange, his network now increases the pulse rate of prime time viewers, with his new channel Colors within striking distance of the nine-year-long No. 1, Star Plus.

Because
three of the biggest hits of last year, Singh is Kinng, Golmaal Returns and Ghajini, were owned or distributed by The Indian Film Company.

Because while his two business channels continue to dominate their spaces, he is expanding into new media, with Homeshopping18 a Rs 200-crore property in its second year, and in.com becoming the second largest Indian general interest portal within six months of its launch.

The big discovery: That he likes watching soaps, especially of his own channel. “Balika Vadhu for sure, and occasionally, Jaane Kya Baat Hui, Uttaran and Jeevan Saathi”.

Wish he could have: Kept some extra cash to buy media assets which are currently available at such mouth-watering discounts.

16. AAMIR KHAN, 43, ACTOR
IN HIS OWN LEAGUE

Aamir Khan
Aamir Khan
Because Jaane Tu…Ya Jaane Na, which he produced, and Ghajini, which he starred in, were two of the biggest hits of last year, grossing over Rs 350 crore at the box office.

Because he is the Establishment’s first choice, be it endorsing the Ministry of Tourism’s Incredible India campaign or lecturing at the Lal Bahadur Shastri Academy of Administration in Mussoorie.

Because he is the face of six brands—his last deal with Tata Sky wrapped at Rs 14 crore a year.

Because he acquired the best body in Khandom and made the eight-pack part of public discourse.

Currently negotiating: The purchase of a housing society in Santa Cruz, Mumbai.

Big surprise: That he hasn’t signed on anything after Raju Hirani’s forthcoming film 3 Idiots and has only a cameo as a painter in wife Kiran Rao’s experimental film Dhobi Ghat.

Idea of extravagance: Gifting a 7-Series BMW to his nephew after the release of his movie and hiring a helicopter to make it to his wedding anniversary.

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17. J.P. GAUR, 78, INDUSTRIALIST
BUSINESS AS UNUSUAL

Because the Jaypee Group’s ambitious Ganga Express-way project across 14 districts of Uttar Pradesh will benefit at least 20 million people.

Because it became India’s largest private hydropower producer with the commissioning of the 400 MW Vishnu Prayag station and doubled its cement production capacity from nine million tonnes to 18 million tonnes per year.

J.P. Gaur
J.P. Gaur
Because with power, cement, infrastructure, hospitality, real estate and education, the Rs 5,500-crore Jaypee Associates has a foothold in 14 states and is the only group in the country that successfully completed two power projects in Jammu & Kashmir in the last decade—Dulhasti and Baglihar.

Because he has a great equation with the chief minister of Uttar Pradesh.

The turning point: The death of his elder brother in 1946 in an accident. Gaur says it changed his life, making him a man of steel. He says he has not cried since.

Real estate watch: A township developed by the Group at Patiali in Etah district, Uttar Pradesh, over a 12-year period, at an investment of Rs 25,000 crore. Says it will be bigger than Chandigarh city.

18. HARISH SALVE, 53,
THE ARGUMENTATIVE INDIAN

Harish Salve
Harish Salve
Because everyone who is in trouble or who believes he could be in trouble wants him in their corner, whether it is arch-rivals Mulayam Singh Yadav and Mayawati or longtime foes Lalit Modi and Subhash Chandra.

Because there is hardly any corporate case that he is not arguing and hardly any politician who hasn’t sought his advice.

Because he usually wins the cases he fights.

What excites him: Taking on a former Pakistani minister in a television debate or arguing against OBC reservation in Central government educational institutions. When Salve talks, people usually listen.

Big acquisition: A 7-series BMW, breaking his promise to himself that he would “behave”.

Nice guy move: Every evening he helps his wife Meenakshi set up a stained-glass showroom by typing emails and suggesting marketing strategies. As he quips, “it’s from maximum wages to minimum in the evenings”.

19. AMITABH BACHCHAN, 66, ACTOR
I AM LEGEND

Amitabh Bachchan
Amitabh Bachchan
Because a chance remark from him on his blog about Slumdog Millionaire can set off a global controversy.

Because he is an easy target for marginal politicians like Raj Thackeray, looking to establish his political party.

Because after 40 years in the profession, he still remains at the top of the game, and is head of a family that includes an articulate Rajya Sabha MP, an actor who works with the best directors in the business, and another actor who is India’s best-known international beauty.

Because the family endorses as many as 10 brands combined and whatever he does sets off a trend, whether it is blogging or walking the red carpet to support his children, be it for Pink Panther 2 or Delhi-6.

Favourite pastime: Posting blogs that he discusses at times with his family.

Embarrassing moment: Walking away from Rekha at an awards show when it looked like she was going to kiss him next.

20. RONNIE SCREWVALA, 51, MEDIA BARON
ALL THE RIGHT MOVES

Ronnie Screwvala
Ronnie Screwvala
Because he is now Disney’s point man in India, with one of the world’s most powerful empires acquiring a 60 per cent stake in UTV Software and 37.29 per cent in UTV Group.

Because UTV’s presence now spans a world movies channel to a business news network, gaming to the Internet, and the group has emerged as a global business, with 200 of its 1,000 employees based overseas.

Because UTV has shown an unusual flourish in backing sensible cinema, from the edgy terror thriller A Wednesday to the cult youth film Dev D.

Acquisition: A third gaming company and a dream home in Breach Candy that he and his wife worked on for five years.

Is reading: Billion-Dollar Lessons by Paul B. Carroll and a lot of scripts.

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Source: Indiatoday



27 March 2009

Reliance arm to reap big gains from biodiesel

Reliance arm to reap big gains from biodiesel


Mukesh Ambani’s privately held biotech research company, Reliance Life Sciences (RLS), will soon diversify to take up biofuel production in a major way.

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RLS, which currently produces 6,500 tonnes a year of biodiesel from non-edible crops at a pilot project at Kakinada in Andhra Pradesh, plans to set up crushing and extraction facilities for producing over one lakh tonnes of biofuels a year.

“Biofuels will contribute a significant share of Reliance Life Sciences’ revenues in future. We are working on the business plan,” said KV Subramaniam, president of RLS. He said it was too early to comment on the investment needed for the proposed facilities.

Industry sources said the facilities might require an investment of Rs 150-200 crore. One hectare of land yields about a tonne of crop, so RLS will need to cultivate about one lakh hectares of land, they say. The majority of investments go into sourcing raw material, they say.

RLS plans to rope in over 50,000 farmers in Maharashtra, Gujarat, Chhattisgarh and Andhra Pradesh. It is currently carrying out a similar plan to feed the pilot plant at Kakinada. The company had tested intercropping of non-edible fuel crops such as jatropha and pongamia with food crops like corn. Farmers currently get an average Rs 5 a kg for their yield, in addition to the income from their existing crops, according to Subramaniam.

“We will use available cultivable waste lands for intercropping and this will benefit numerous farmers in over five states get an assured additional income,” said Subramaniam.

Started seven years ago, RLS is mainly into biotech drug research, stem cell therapies, cord blood banking and clinical research.

Biofuels is an emerging business opportunity in India, thanks to the initiative taken to use ethanol as an automotive fuel. Tata Chemicals is also testing the waters for a biofuel foray, through a pilot manufacturing unit at Nanded, Maharashtra. It is setting up a bioethanol plant with a capacity of 30 kilolitres a day which will use sweet sorghum as raw material for making bioethanol.

Adjacent to RLS’ Kakinada facility, Naturol Bioenergy Ltd set up an integrated oleochemical complex last year to process biodiesel and allied products with a capacity of one lakh tonnes a year (one of the largest such in the world).

Biotech experts at RLS have also developed tissue-cultured composite varieties of Jatropha through metabolic engineering. They were also working on developing second-generation Jatropha plants, which would improve yield, said Subramaniam.


Reliance arm to reap big gains from biodiesel

Mumbai: Mukesh Ambani’s privately held biotech research company, Reliance Life Sciences (RLS), will soon diversify to take up biofuel production in a major way.

RLS, which currently produces 6,500 tonnes a year of biodiesel from non-edible crops at a pilot project at Kakinada in Andhra Pradesh, plans to set up crushing and extraction facilities for producing over one lakh tonnes of biofuels a year.

“Biofuels will contribute a significant share of Reliance Life Sciences’ revenues in future. We are working on the business plan,” said KV Subramaniam, president of RLS. He said it was too early to comment on the investment needed for the proposed facilities.

Industry sources said the facilities might require an investment of Rs 150-200 crore. One hectare of land yields about a tonne of crop, so RLS will need to cultivate about one lakh hectares of land, they say. The majority of investments go into sourcing raw material, they say.

RLS plans to rope in over 50,000 farmers in Maharashtra, Gujarat, Chhattisgarh and Andhra Pradesh. It is currently carrying out a similar plan to feed the pilot plant at Kakinada. The company had tested intercropping of non-edible fuel crops such as jatropha and pongamia with food crops like corn. Farmers currently get an average Rs 5 a kg for their yield, in addition to the income from their existing crops, according to Subramaniam.

“We will use available cultivable waste lands for intercropping and this will benefit numerous farmers in over five states get an assured additional income,” said Subramaniam.

Started seven years ago, RLS is mainly into biotech drug research, stem cell therapies, cord blood banking and clinical research.

Biofuels is an emerging business opportunity in India, thanks to the initiative taken to use ethanol as an automotive fuel. Tata Chemicals is also testing the waters for a biofuel foray, through a pilot manufacturing unit at Nanded, Maharashtra. It is setting up a bioethanol plant with a capacity of 30 kilolitres a day which will use sweet sorghum as raw material for making bioethanol.

Adjacent to RLS’ Kakinada facility, Naturol Bioenergy Ltd set up an integrated oleochemical complex last year to process biodiesel and allied products with a capacity of one lakh tonnes a year (one of the largest such in the world).

Biotech experts at RLS have also developed tissue-cultured composite varieties of Jatropha through metabolic engineering. They were also working on developing second-generation Jatropha plants, which would improve yield, said Subramaniam.

Source: Business Standard

Reliance arm to reap big gains from biodiesel

22 March 2009

Market skeptical of exotic derivatives

Market skeptical of exotic derivatives

Market participants appeared comfortable with the introduction of equity-linked exchange traded derivatives, but are skeptical about the ability to deal with exotic credit derivatives.

In addition, they said that the Securities and Exchange Board of India (Sebi) may need to upgrade its risk management and settlement systems to introduce trading in a host of new derivative instruments.

They said that the rules should be formulated in such a way that there was no room for manipulation in settlement of contracts and the margining system would need to be toned up.

On Friday evening, a committee on derivatives market review headed by Rammohan Rao, which had suggested at least 11 new instruments could be made available in the Indian market, also said that Sebi needed to ensure that systems were improved. For instance, entities trading in over-the-counter (OTC) contracts should have a net worth of at least Rs 500 crore.

“These products will pick up pace over a period of time if we launch them now. The crisis in the West was essentially created by the quality of credits and not because of these derivative products. In India, all such products are centrally traded on the exchanges, and the margins comfortably take care of related risks. We just have to ensure that no one should be able to manipulate settlements in such products,” an ICICI Prudential AMC executive said.

In fact, others such as Ambit Capital CEO-Equities Andrew Holland too said that the experience with the credit derivatives in developed markets like the United States should not act as a deterrent. “Sebi is considering many products which are equity-linked and that should not be a problem as it would be at a small level and can be controlled with proper risk management,” he said.

“Exotic derivative products will interest many foreign players and will also add depth to the Indian derivatives market. However, ensuring adequate risk mitigation and strengthening surveillance mechanisms will be one of the big challenges for the regulator as exotic derivative products have played a major role in worsening financial crises in US and Europe,” added Manish Sonthalia, V-P, equity strategy, Motilal Oswal Financial Services.

Market players said one of the first products which could enter India would be mini-contracts, which would be one-fifth or one-tenth in size compared with normal futures and options (F&O) contracts based on single stock or sectoral indices, comprising at least 15 scrips. At present, only Nifty and Sensex-based F&Os are traded. To facilitate higher appreciation in derivatives trading, the panel recommended F&Os of tenures up to five years, as against three years at present.

“Products like mini-contracts on single stocks will allow retail investors to participate in the F&O market. So far, many of them are unable to invest in these products due to a large contract size,” Reliance Money CEO Sudip Bandyopadhyay said, while adding that if the committee’s recommendations were accepted, it would help boost the options market that has been dormant so far.

Besides, there are suggestions to allow F&Os based on volatility index, and derivatives based on bond indices. The committee said a start could be made with a sovereign bond index for government securities, and a corporate bond index.

On the exotic products front, one recommendation was to allow exchange-traded cross-currency F&O contracts. These products are aimed at mitigating risks due to exchange rate fluctuations.

In addition, the committee proposed the launch of credit derivatives based on insurance against credit risks. The panel said that this will eventually help in better price discovery of corporate bonds and reduce counter-party risks taken through OTC credit derivative contracts.

“Exchange-traded products are more manageable than OTC products and these instruments take care of liquidity risks,” said Bandyopadhyay.

OTC products such as currency swaps, interest rate swaps, and structured notes, which are mostly traded among two entities without going through exchanges or intermediaries, were also recommended to provide a wide array of investment options. To begin with, the panel suggested that Sebi permit OTCs based on indexes and index-based F&Os. While equity-related derivatives might sound fine, the industry was skeptical of the impact of these products.

THE NEW PRODUCT PROFILE
What's proposed What does it mean
Mini-contracts on single stock, sectoral scrips Low contract size, a boon for retail investors
Longer tenure options of up to 5 years Higher appreciation due to high price swings of underlying stock
F&O based on volatility index To improve liquidity
Options on currency, commodity, interest rate futures To improve liquidity in the market
Derivatives based on bond indices To improve liquidity in the market
Exchange-traded cross-currency F&Os To mitigate risk of exchange rate fluctuations, will help in hedging cross-currency deals
Credit derivatives based on insruance against credit risk Will result in better price discovery of corporate bonds, help hedge counter-party risk
OTC currency, forward rate swaps Will result in wider investment choices
Exchange-traded third-party structured products like calls and structured warrants Will improve liquidity of securities held by non-promoters

“India is not mature enough for these type of products,” said JSW Steel Director Seshagiri Rao MVS. “The intention is to reduce the risk, but if the complexity is not understood, then it would be more dangerous,” he added.


Source:Business Standard


12 March 2009

India hottest start-ups and Winners in Downturn

India's hottest start-ups


India's hottest start-ups This is Business Today’s Third Annual Listing of hottest start-ups and, pretty much like the two previous lists in 2007 and 2008, this listing is also completely subjective.

This is Business Today’s Third Annual Listing of hottest start-ups and, pretty much like the two previous lists in 2007 and 2008, this listing is also completely subjective. But we did not put the names of the companies—drawn by a host of venture capitalists, consultants and even our reporters—on a board and throw darts at them. Nope, we took a long hard look at all the names we got— and we got a lot—and we looked at how viable these businesses would be. So, while a company might have some great guys working for it and a solid idea, we looked at whether it would still be around by the time Business Today’s 20th annual list of Hottest Start-Ups comes about.

Did we have any criteria? Yes, we did. All companies, save one, on our list are around three years old or younger. Though MeritNation is rather old, the company changed totally in 2007, keeping the old name but little else. The second is that the company has to be an “Indian” company: some nominations were great and did all their business in India but were registered abroad.

The third criterion, as we explained, is survivability and that involves doing something new in India. Not reinventing the wheel by creating “India’s Facebook” or “Twitter for India”— those services already exist and are called Facebook and Twitter, respectively, and the lack of borders on the Internet mean that Indians use them far more than local social networking sites. All our companies are doing products—in hardware, software, services or healthcare— uniquely honed for India.

We are pragmatic enough to realise that we might get some wrong. Our companies in the 2008 list (page 106) have had to change their plans, because the world has changed (and how!) since this time last year. But we are sure that our class of 2009 will not just survive the slowdown but are going to be the standardbearers of India Inc. in the future.

Inbiopro
Money from Molecules
Bio-blockbusters: Chatterjee (L) and Iyer Rodrigues
Bio-blockbusters: Chatterjee (L) and Iyer Rodrigues
Inbiopro, set up with the aim of taking potential blockbuster molecules from biotech firms and building them up to the preclinical and clinical trials stage, broke even within a year and has already delivered three molecules for trials. Two founders—Chief Executive Sohang Chatterjee and Chief of Operations Kavitha Iyer Rodrigues—have worked together in biotech, while a third, Aditya Julka, had worked with them at consultants McKinsey & Co. and then at Millipore and Avesthagen, both lifesciences and biotech firms.

“We are focussed on capability rather than products,” says Chatterjee, “we provide a sizeable difference in time-to-market and costs to our customers.” Inbiopro works for the emerging markets, touted as the next big thing in pharma.

It has attracted two rounds of venture capital investment from Accel India and is using some of the money to upgrade and expand its labs in Bangalore, but it is in no hurry to expand—its two-floor office in the industrial suburb of Peenya houses fewer than 20 people. The focus: executing complicated projects.

“All three founders have the required skill and experience,” says Prashanth Prakash of Accel India. Inbiopro has never missed a trick when it came to cutting costs and hitting break-even: it began life in an apartment owned by Iyer Rodrigues’ parents and tapped them (both are IIM professors) for their business plan. Today, it is located in a nondescript office building, not in Bangalore’s expensive central business district. “We’re not a page 3 company,” says Chatterjee, “we’re happy flying under the radar and focussing on the bottomline.”

Location: Bangalore

Year of founding: 2007

Founders: Sohang Chatterjee, Masters in Microbiology from National Centre for Biological Sciences, which is part of Tata Institute of Fundamental Research and Ph.D from Cornell, Kavitha Iyer Rodrigues, Masters in Clinical Microbiology from Kidwai Institute of Medical Sciences, Manipal and Working MBA from IIM Bangalore & Aditya Julka, M.Tech in Bioprocess Engineering, IIT Delhi and completing MBA from Harvard Business School this year

Nature of business: Bioscience

Funding:
Accel Partners ($3 million)

Will make money by: Already profitable

Number of employees: 19

Revenue: Not disclosed

Size of target market: $70 billion

Key competitors: Companies like Gala Scientific, Charles River and BioReliance in the US. Claims no major home-grown competitor

Biggest threat: Slow pace of regulatory approvals in the US and European operations for generic biotech drugs



— Rahul Sachitanand

Carnation
Motor Mechanic
Jagdish Khattar
Jagdish Khattar
A Start-up after retirement? Trust Jagdish Khattar to do it. The man who became synonymous with the Maruti Suzuki success story decided to change the way Indians maintain their cars. Just weeks after stepping down from Maruti Suzuki, in December 2007, he set up Carnation, which is to be a chain of service centres that can handle 80 per cent of the models and makes on Indian roads. “In developed markets the concept of a branded service player is well-established. In India, other than Maruti and Tata Motors, manufacturers do not give their owners much choice but to go to dealerships to get their vehicles serviced… owners end up with unlicensed neighbourhood mechanics,” explains Khattar.

Carnation’s first outlet is in Noida and Khattar plans to have a nationwide presence by the middle of next year. “Insurance companies and large car fleet operators have come to us as we can save them massive amounts of money,” Khattar says. Carnation isn’t going to be only about service: Khattar plans to foray into car sales and mechanic training schools. Sometimes, with start-ups, no matter how good the idea, experience matters. And Khattar has plenty. Little wonder, then, that the name Carnation has the tag, “A Jagdish Khattar Initiative”.

Location: Noida, NCR

Year of founding: 2008

Founder: Jagdish Khattar

Nature of business: Multibrand Auto Sales Maintenance and Allied Services

Funding: Rs 80 crore from Premji Invest, Rs 28 crore from IFCI ventures

Will make money by: The 2nd full year of operations (2010-11)

Number of employees: 500 by March 2009, 5,000 by 2012

Revenue projection for 2009: The rollout commences from fiscal year 2009 and the revenue ending 2009-10 is projected at Rs 300 crore

Size of target market: The auto service industry is estimated at Rs 2,500 crore

Key competitors:
Mahindra First Choice operates in the branded used car market

Biggest threat: Extremely dependent on Khattar’s personality to drive marketing and sales; Khattar is already 66 years old



— Kushan Mitra



nvention Labs Engg Products
Inventing for India
Tinkerers in their garage: (clockwise from top left) Ibrahim, Chandrasekaran, Shivanna and Narayanan
Tinkerers in their garage: (clockwise from top left) Ibrahim, Chandrasekaran, Shivanna and Narayanan
They have a common passion: developing engineering products. They share a common aspiration, too: give Indian engineering an identity like the way German engineering is known for precision and durability and Japan for micro and nano technology. To achieve this, Ajit Narayanan (27), Adib Ibrahim (28), Aswin Chandrasekaran (27) and Preetham K. Shivanna (26)—all from IIT Madras—have set up Invention Labs. “Indian conditions are unique. Using a foreign technology or retrofitting has not worked. We want to invent India-specific products,” they say. Set up in June 2007 with an initial capital of Rs 15 lakh and a seed capital of Rs 5 lakh from IIT Madras, Invention Labs currently has 11 employees (including the founders). It has developed a few products: Kavi—a handheld communication device for children afflicted with cerebral palsy and machine vision systems for quality control (the current downturn has affected sale of this product). It is betting big on retail vending machines—prototypes of which are under development. Meanwhile, its servicing business—designing of sub-components and parts for various industries—ensures adequate cash flow for this start-up to keep its activities going.

Location: Chennai

Year of founding: 2007-08

Nature of business: Engineering products development

Funding: Promoters’ equity (Rs 15 lakh) and seed funding (Rs 5 lakh)

Will make money by: Already cash flow positive

Number of employees: 11

Revenue: Not disclosed

Size of target market: Rs 1,000 crore

Key competitors: Vending machine suppliers, Netbooks, Soliton & Cognex

Biggest threat: At the moment, product failure



N. Madhavan

flipkart.com
Indian Amazon
N. Madhavan

Bookmarked: Sachin (L) and Binny
Sachin (L) and Binny
Sachin and Binny Bansal (no, they are not related) found themselves in boring technology jobs after doing their computer science from IIT Delhi in 2005 and got their creative spark only when their career paths converged at Amazon India, the world’s largest online retailer. Amazon has only development centres in India—and the two figured they could very well replicate its online retail model. “Initially, we thought of opening a comparison shopping engine. But after studying the e-commerce space we realised there were no good players in India,” explains Binny. “We thought of books, as online sales for books is good, there is no touch and feel factor and the suppliers are also e-enabled,” explains Sachin. In September 2007, they quit their jobs to set up the company and had the site up and running in a month. “It was an enormous task to get tie-ups with the major book vendors, as we didn’t have an off-line book store. … Another major challenge was to get the approval for the credit card payment gateway. …we had to convince Axis Bank for the payment gateway and that wasn’t easy,” says Binny. Against the Rs 4,000-crore books market, online business is a measly Rs 25 crore. “We want to be number one in online book sales,” says Binny. The company is growing at 35 per cent per month.

Location: Bangalore

Year of founding: October 2007

Founders: Sachin Bansal & Binny Bansal

Nature of business: Online retail

Funding: Self-funded, invested Rs 4 lakh

Will make money by: 2011

Revenue: 2008-Rs 4-5 crore; 2009 (Projected)-Rs 20 crore

Number of employees: 20

Biggest threat: Other online retailers which sell books, such as Indiatimes and Rediff



Tejaswi Shekhawat


3 4 5 6 Next

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Source:Business Today




03 March 2009

RIL-RPL Mega Merger

Board approves RIL-RPL merger; swap-ratio at 1:16
RPL shareholders will get one RIL share for 16 shares as part of merger. Why RIL wants to merge with RPL I How investors can benefit from the merger
RIL to become world's 13th largest refinery
RIL will issue one share for every 16 held in RPL, giving it direct control of the world's largest refinery complex.
Current RIL valuations show limited upside: BRICS
Current valuations of RIL show limited upside, said BRICS Securities following the company's announcement that it will merge with its subsidiary, Reliance Petroleum.
Chevron to get Rs 1,350 cr for offloading stake in RPL
Reliance Industries said that it will buy back US energy major Chevron's five per cent stake in Reliance Petroleum for Rs 1,350 crore at Rs 60 a share.
RIL-RPL merger valuation a challenge
The two major factors that were considered included the financial performance of the cos and the future potential. Gainers: BSE ( A, B ) NSE Losers: BSE ( A, B ) NSE
RIL-RPL merger to create largest refining capacity
Merger between RIL and RPL will give benefit of combined operating profitability to the merged entity. Why RIL wants to merge RPL I How investors can benefit
Reliance says amalgamation to be tax neutral
Reliance Industries said that its absorption of its Reliance Petroleum unit will be tax neutral for both the entities.
RIL-RPL swap ratio evokes mixed response
The merger ratio of Reliance Petroleum with parent Reliance Industries has drawn mixed reactions from the stock market.
RIL sees break-even in KG basin gas ops in 2009-10
RIL is expected to start production of gas in March and the company is likely to log bumper profits in the subsequent years.
How investors can benefit from RIL, RPL merger
If the equation between RIL and RPL shares moves above 1:15 in stock mkt, RPL shareholders would do better by switching to RIL.
RIL-RPL merger makes perfect sense
The RPL-RIL merger would create truly global-scale operations, and more.
RIL-RPL swap to keep market buzzing
Shareholders of RIL and RPL are likely to wait for the merger-swap ratio announcement before deciding on the next course of action.
RIL expects profits from KG basin gas in 2009-10
Reliance Industries may incur a projected loss of Rs 4,005 crore from the sale of gas from its D-6 block in the Krishna Godavari (KG) basin in the 2009 fiscal.
Why RIL wants to merge RPL with itself
There is speculation that RPL is sitting on inventory losses and may need balance sheet support from RIL. Factors for successful M&As Formula for successful biz
Chevron to exit RPL; sell 5% to RIL
RIL's holding in RPL will increase from 70.38% to 75.38% after the purchase. Globe's biggest M&A dealmakers Top 10 oil producers Largest refining companies

02 March 2009

RIL-RPL MEGA merger;Swap-ratio at 1:16; RIL to become worlds 13th largest refiner

RIL to become world's 13th largest refiner
Board approves RIL-RPL merger; swap-ratio at 1:16

MUMBAI: The Board of Directors of Reliance Industries has approved a scheme of amalgamation of its subsidiary Reliance Petroleum with the parent company under the provisions of Sections 391 to 394 of the Companies Act, 1956. The scheme will be subject to necessary approvals of shareholders and creditors and sanctions of the High Court of Judicature at Bombay and the High Court of Gujarat at Ahmedabad. The Board of Directors amalgamation is effective from April 01, 2008. Upon completion of the amalgamation, shareholders of RPL will receive 1 fully paid equity share of Rs 10 each of the company for every 16 fully paid equity shares
of Rs 10 each of RPL held by them on the record date to be fixed by the transferee company. On Friday, shares of Reliance Industries closed at Rs 1,265.05, down 1.97 per cent on the BSE and RPL settled at Rs 76.20, 1.23 per cent in the red. Key Points
▪ RIL-RPL Merger: Swap ratio at 1:16
▪ Mukesh Ambani: Merger follows enduring philosophy of creating shareholder value.
▪ Equity capacity of RIL to go up to Rs 1643 cr
▪ Merger will result in the world's largest refining capacity at any single location
▪ RIL will become world's 5th largest polypropelyne manufacturer
▪ Promoter holding in RIL will come down to 47% from 49%
▪ RPL shareholders to get 1 RIL share for every 16 held
▪ RIL to extinguish Treasury Stock, merger to be effective from April 1 2008
▪ RIL to issue 6.92 cr shares to RPL shareholders
▪ Merger to give no tax relief for RIL
▪ Merger to be EPS positive.
▪ Valuation advisor to merger were Ernst & Young and Morgan Stanley and tax advisor for merger is PwC
▪ RIL to issue 6.92 cr shares to RPL shareholder
********************************************
Reliance Industries will displace US energy major Chevron Corp to become the 13th largest oil refining company in the world after its
board approved plans to absorb its Reliance Petroleum unit. RIL, the nation's largest listed firm, will issue one share for every 16 held in RPL, giving it direct control of the world's largest refinery complex. The company's 33 million tons only-for-export refinery at Jamnagar together with adjacent 29 million tons SEZ refinery of RPL would make it the largest refining company in India. It displaced state-owned Indian Oil Corp (IOC) with 50.7 million tons refining capacity. IOC was ranked 18th on the world list. The 1.24 million barrels per day refining capacity made the port city of Jamnagar in Gujarat the single largest refining hub in the world. In the list of world's largest refining companies, RIL would replace Chevron to become the 13th largest firm. Chevron has refining capacity of just over 61 million tons. The list is lead by Exxon Mobil with a massive 268 million tons of refining capacity followed by Sinopec of China with 210 million tons of refining capacity. PetroChina with 130 million tons a year capacity is at 7th position. Prior to the merger, RIL will also buyout Chevron's five per cent holding in RPL at Rs 60 a share. Chevron had invested in RPL in April 2006 to have a refining base in South Asia. Before the merger, RIL did not find a mention in the list of the world's top 25 companies by refining capacity. IOC was the only Indian firm in the list and after the entry of RIL, the state-run company would drop one position to the 19th. Iranian national oil firm National Iranian Oil Company is a step ahead of RIL on the world list with 83 million tons a year refining capacity. Royal Dutch Shell (199.25 million tons) is ranked third in the world, followed by BP (161.6 million tons) and ConocoPhilips (140 million tons). Saudi Aramco of Saudi Arabia is ranked at 9th position with just over 100 million tons a year of refining capacity. Total of France is at 10th position with 85.3 million tons capacity. RPL commissioned the world-class refinery in the Special Economic Zone (SEZ) in late December and is targeting markets in the US and North America besides western Europe for the Euro-IV and V grade gasoline and diesel it would produce. The merged company would benefit from lower operating costs, Reliance said.

***************
RIL-RPL merger to create largest refining capacity
RIL-RPL merger to create largest refining capacity: Ambani
Reliance says amalgamation to be tax neutral
Board approves RIL-RPL merger; swap-ratio at 1:16
RIL will issue one share for every 16 held in RPL, giving it direct control of the world's largest refinery complex. Why RIL wants to merge RPL I How investors can benefit

RIL-RPL merger approved; swap-ratio at 16:1
RIL-RPL merged: Swap ratio fixed at 1:16
11:41 - Highlights of RIL-RPL merger
RIL Sees Synergy SP Tulsian View
RIL-RPL swap ratio evokes mixed response from market
Reliance announces share swap ratio of 16:1

Source:ET,MC,Rediff etc

28 February 2009

RIL shareholders may gain more from merger

RIL shareholders may gain more from merger

MUMBAI: Should one take a long-term bet on Reliance Industries shares or punt on Reliance Petroleum shares for arbitrage opportunities that may
be available till the record date is announced? That is the question that Dalal Street players were asking each other after the two companies informed the stock exchanges, post market hours, that they were considering a merger proposal.

While the swap ratio is yet to be announced, it is widely felt that the ratio will be in favour of RIL shareholders. This is based on the simple arithmetic that there are more minority shareholders in RIL than in Reliance Petroleum.
Independent investment advisor SP Tulsian feels the merger is “slightly negative” for RPL while only “mildly positive” for Reliance Industries.

“I think the swap ratio would be around 20:1 or 24:1,” he adds. Mr Tulsian expects RPL shares to drop to around Rs 70 on Monday. On Friday, RPL shares closed 1.2% lower at Rs 76.20. The shares have fallen 5% over the past one month. Some brokers say the timing of the proposal also indicates that RIL shareholders’ interests have been given priority.

“Had the merger been proposed when RPL shares were near their record highs, the merger ratio would have been 10:1 or 12:1,” (RIL share price was around 10 times the RPL share price at that point) said a fund manager who did not wish to be named.

Life Insurance Corporation and Fidelity Shares are the major institutional investors in Reliance Petroleum, holding 2.06% and 1.67%, respectively.

In a similar context, KRIS director Arun Kejriwal says that RIL would “benefit more” from the swap ratio as it is a “longstanding company and has large reserves.”

“One needs to keep in mind that RIL is also the holding company for other Mukesh Ambani entities,” he adds.
Some analysts feel the merger proposal may be the first of a series of restructuring moves likely in the Reliance group.


“Going ahead, we expect the company to be demerged into two separate businesses — one that has exploration and oil & gas business and the other that runs refining business. We are expecting a total restructuring of Reliance’s business,” said Networth Stock Broking’s research head Deepak Sawhney.

However, there are some who feel that it is difficult to conclude whether RIL or RPL shareholders would benefit more from the merger. “In case of the RIL-RPL merger (in 2002), RIL shareholders benefited, while in RIL-IPCL merger, IPCL shareholders got a better deal,” says Antique Stock Broking oil analyst Amit Rustagi. “But, given that RPL’s shares have fallen sharper than RIL in the past 12 months, we feel that RPL shareholders could get a better ratio than the one based on today’s (Friday) closing price (16.7:1),” he adds.

A few analysts had come out with bearish recommendations on the Reliance Petroleum stock recently. “We have a ‘sell’ rating on pure refiner RPL, owing to our negative outlook on refining margins in the medium term and on gasoline spreads in the near term. We believe the rally in the stock on the back of recent strength of gasoline spreads offers an opportunity to take profits,” brokerage house Goldman Sachs said in its report last week.

But the buzz in the market that RIL stands to gain from the tax exemption that RPL enjoys for the next 10 years. “The tax breaks enjoyed by any subsidiary would get transferred to the parent once the books are consolidated,” said another analyst who wished not to be named.



RIL to consider merger with RPL on March 2

Tips to trade RIL-RPL on Monday
Highlights of RIL-RPL merger
Biz consolidation behind RIL-RLP merger: BMR Advisors
Reliance, RPL set to merge
Analysts see big benefits for RIL


Source:ET,BS etc

27 February 2009

Update: RIL mulls merger with Reliance Petroleum

Update: RIL mulls merger with Reliance Petroleum

Mukesh AmbaniIn an action replay after seven years, Mukesh Ambani-promoted Reliance Industries (RIL), the country's largest company by market capitalization, today unveiled its plans to merge its group firm Reliance Petroleum (RPL) with itself.

RIL as well as RPL informed the Bombay Stock Exchange today that it would hold separate board meetings on March 2 to consider the merger.

RIL’s existing refinery was earlier in a separate company also named Reliance Petroleum. This company, which started operations in FY01, was merged with RIL with effect from March 2002.

If the latest merger is approved by the boards, the market capitalization of the combined entity will be Rs 2,33,000 crore at today’s closing price on the BSE. RIL’s market cap now is Rs 1,99,093 crore.

s on December 2008, promoters hold 49 per cent stake in RIL and 70.38 per cent stake in RPL. US major Chevron, which holds 5 per cent stake in RPL, has got an option to raise it by 24 per cent by July 2009. But analysts said this was unlikely now, and Chevron will exit the company at Rs 60 a share.

Analysts said RPL shareholders would benefit in the long term from the merger with RIL as they could gain from RIL’s other diversified businesses. Reacting to the announcement, the government said it did not see any immediate issues with the merger proposal. "There should be no legal issues," Petroleum Minister Murli Deora said in New Delhi.

"The merger will not affect the export-oriented unit status of Reliance Petroleum," Commerce Secretary G K Pillai added.

RPL has claimed an annual crude processing capacity of 5,80,000 barrels per day, making it the sixth largest refinery in the world.

Sources close to the company said that the deal was mainly to enhance RIL’s position as an integrated energy major. The markets generally ascribed higher valuation to integrated energy companies compared to standalone refineries due to better competitive position and reduced earnings volatility, they added.

The sources said the merger would catapult RIL among the world’s 50 most profitable companies; top 10 non-state owned refining companies; top 15 independent upstream companies and the fifth largest producer of poly-propylene.

With the merger, RIL will have enhanced weightage in domestic indices. RIL will also gain significantly from higher financial strength and flexibility from the merger, which is likely to be earnings accretive for RIL from the first year itself.

Analysts were not surprised with the latest move as all of RIL’s subsidiaries involved in refining or petrochemicals in the past had eventually been merged with RIL.

Back in 2002, when RPL was merged with RIL, the swap ratio was fixed at 1:11 that is for every one share of RIL, 11 RPL shares.

SP Tulsian, independent equity advisor, said RIL shares could even cross Rs 1,300 next week, while RPL's price can correct to about Rs 70, as ultimately everything depends on the conversion ratio, which was likely to be in the range of 1: 18 to 1;24.

If RIL extinguishes its stake of 70 per cent in RPL, the merger ratio could be 18:1; otherwise it would be be 24:1.


Reliance Industries, Reliance Petroleum mull merger



Other articles:
Economy grows by dismal 5.3% in Q3
Tata Steel Q3 cons net dips 44% at Rs 732 cr
Sensex cuts losses on late buying; Tata Steel, HDFC rally
Tata Steel Q3 net dips 44%
Farm growth declines by 2.2 pc in Q3


Source:ET,BS etc