case studies of companies reported to the...

CHAPTER 6

CASE STUDIES OF COMPANIES REPORTED TO THE BIFR

6.1 Introduction

As on 31 July 2000, the BIFR had registered 31 10 references of which

rehabilitation schemes were sanctioned in 708 companies. The Board rejected

1532 references, recommending winding up in 960 cases and dismissing 572

references as non-maintainable. There were 870 references pending with the BIFR

at various stages. Among the companies for which rehabilitation schemes were

sanctioned, only 277 companies were declared no longer sick. This shows that the

success rate is only 8.9 percent of the total number of cases registered by the

BIFR. The low success rate may be due to various factors like changes in

economic policies, defects in the rehabilitation schemes or their implementation.

The study revealed that the major factors responsible for the success of

the rehabilitation schemes are government policy, One Time Settlement (OTS) of

dues, support of the participating agencies, increase in sales and scale of

operation1. In order to test the relevance of these factors in the success of the

rehabilitation schemes, detailed studies have been conducted in eight companies.

he Multiple Regressions test conducted by taking 23 variables responsible for the success of the rehabilitation schemes revealed that the impact of 5 variables is relevant. See page no. I 1 7.

Chapter 6 158

These companies were selected on convenience basis from 45 companies reported

to the BIFR in Kerala state2. Three public sector companies and five private sector

companies are selected for the study.

The public sectors companies are

The Transformers and Electricals Kerala Ltd

The Steel and Industrial Forgings Ltd and

The Keraia Minerals and Metals Ltd.

The private sector companies include

The Elcera Substrates Ltd

The Pigments India Ltd

The Aluminium Industries Ltd

The Travancore Rayons Ltd and

The South India Wire Ropes Ltd.

6.2 Transformers and Ekctricals Kerala Limited

The Transformers and Electricals Kerala Limited (TELK) was

incorporated on 9'h December 1963. The Registered Office of the Company and

the Factory is situated at Angamaly South, Erndcularn District, Kerala State. The

company was promoted by the Government of Kerala and the Kerala State

Industrial Development Corporation (KSIDC) with technical and financial

collaboration with Hitachi Limited, Japan. The company is engaged in the

manufacture of power transformers, transformer components and gas circuit

breakers.

The company started commercial production in 1966 and the initial

activity was confined to the manufacture of 66 MVA transformers for the Kerala

State Electricity Board. Later, production range was extended to almost all EHV

2 Up to 3 1-07-2000, 45 companies were reported to the BiFR from Kerala state. Rehabilitation schemes were implemented in 23 cases and among them seven companies were declared no longer sick.

Chapter 6

(Extra High Voltage) equipment like Power Transformers (4500 MVA), Gas

Circuit Breakers, Reactors Isolated Phase Bus Duct, Instrument Transformers and

On-load Tap Changers.

Ever since the commencement of production in 1966, the company had

been working satisfactorily for the first fifteen years. An expansion and

diversification programme implemented in 1981-82 did not bring about the desired

result and the performance of the company started deteriorating since 1982-83.

Mounting losses, high debt and depleted working capital were the result. A

rehabilitation scheme was implemented in 1985-86 but its impact was minimal

and the performance of the company continued to languish. As on 3 1 March 1 990

the accumulated losses stood at Rs.4443 labs indicating a negative networth of

b.3456 lakhs.

The company implemented a new rehabilitation scheme in 1990 with

relief and concessions from Banks/Financial Institutions and fund support from the

Government of Kerala. Thereafter the company showed signs of recovery and

started generating profits continuously since 199 1-92. However, the amendment

made to the BIFR Rules in 1993 confined the company within the definition of a

'Sick Industrial Company' under Section 3(1) (o) of SICA, 1985, since the

networth of the company remained negative at Rs.1946 lakhs as on 31 March

1995. The Board of Directors reported the matter to the BIFR in May 1995.

The BIFR declared TELK as a 'Sick Industrial Company' in August 1995

and the Industrial Development Bank of India (IDBI) was appointed as the

Operating Agency to formulate a rehabilitation scheme for the company. The

IDBI identified the causes of sickness in TELK and suggested suitable revival

proposals. However, the sanctioning of the rehabilitation scheme was delayed till

31 December 1997 due to the delay in arriving at a consensus among the

pmicipating agencies. The operating results of TELK horn 1988-89 to 1994-95

are given in Table 6.1 .

Table 6.1 :- Operating Results of TELK (Rs. in lakhsl

Year

1988-89

1989-90

1990-9 1

199 1-92

1992-93

1 993-94

1994-95

Source: Ann1

The table shows that the amount of accumulated losses as on 31 March

1995 stood at Rs.3313 lakhs indicating a negative networth of Rs.1946 lakhs.

7-

Sales

I 3316

3969

5208

5714

7069

7212

9437

6.2.1 Causes of Sickness

The main reasons for sickness in TELK had been identified as recession

in the industry and liquidity crunch caused by

Reports.

i. non-sanction of additional working capital limits by banks to meet higher levels of operat ions

Networth

-3546

-3456

-3352

-3 168

-2900

-2614

Net Profit (Loss)

(379)

(56)

(35)

56

264

276

ii. delay in the col1ection of receivables due from various Electricity Boards, the major customers

Accumulated Loss

4447

4443

4578

4522

4258

3982

iii. decline in the level of advance payments from the buyers and

669 3313 1 -1946 1

iv. heavy debt servicing obligation.

6.2.2 Revival Proposals

The long-term viability of TELK depended on the reduction in interest on

term liabilities. The revival scheme, therefore, included proposals for One Time

Settlement: (OTS) of dues to Financial Institutions. As per the OTS proposal the

entire amount of dues to Financial Institutions were agreed to be settled for

Rs. 1262 lakhs waiving all liquidated damages, compound interest and 50 percent

of the simple interest due amounting to Rs.335 lakhs. As per the agreement 50

percent of the settled amount shall be payable upfront (within one month of

sanction of the scheme by the BIFR) and the balance amount in four quarterly

instalments within one year thereafter.

6.2.3 Cost and Means of Finance

The total cost of the rehabilitation scheme was Rs.1714 lakhs. The

scheme proposed a capital expenditure3 of Rs.211 lakhs to take care of normal

replacement of obsoletelworn-out items of machinery. It made a provision of

Rs. 1262 lakhs to arrange OTS of dues to Financial Institutions, Rs.101 lakhs to

settle pressing creditors and Rs. 140 iakhs to pay off statutory liabilities. The cost

of the scheme and the means of finance are given in Table 6.2

3The scheme envisaged a capital expenditure of Rs.569 lakhs to take care of normal replacement of obsoIete/worn-out items of machinery for the next six years. However, capital expenditure required for the first two years was estimated at Rs.211 lakhs and has been considered under the rehabilitation scheme.

Table 6.2:- Cost of the Scheme and Means of Finance (Rs. in lakhs)

Statutory Liabilities

OTS of dues

Capital Expenditure

Pressing Creditors

Means of Finance I Rs. Cost of the Scheme

Total 1

Rs.

2 1 1

101

140

1262

Total I 1111

Cash accruals

Source: Rehabilitation scheme.

Loan from the Government of Kerala

The Government of Kerala has agreed to provide Rs.1262 lakhs to

arrange One Time Settlement (OTS) of dues to Financial Institutions. Cash

accruals amounting to Rs.452 lakhs were the source of finance to meet other costs.

-

1262

6.2,4 Relief and Concessions

6.2.4.1 Institutions (IDBI, IFCI, ICICI, UTI and LIC)

To accept One Time Settlement (OTS) of dues outstanding as on 31

December 1996 on the following basis.

i . To waive penal charges, compound interest and 50 percent of simple interest accrued on 31-12-1996.

ii. To accept payment of the balance amount of 50 percent simple interest and

the entire amount of funded interest and the principal amount of term loans outstanding as on 3 1 - 1 2-1 996 on the following terms.

iii. Upfront payment of Rs.631 lakhs ie,, 50 percent of the settled amount within one month from the date of sanction of the scheme by the BIFR.

iv. The balance 50 percent of the settled amount shall be paid in four quarterly instalments commencing three months after the date of down payment.

Chapter 6 163

v. The settled amount shall carry interest @ 16 percent per annum with effect from 0 1-0 1 - 1997 till the date of final payment.

6.2.4.2Banks (SBT, FB, SIB)

i . To sanction additional working capital of Rs.560 I&s immediately inl997-98.

ii. SBT to convert core irregularity of Rs.500 lakhs as on 3 1-03-1997 into working capital term loan to be repayable in quarterly instalments in seven years commencing from 1997-98 carrying interest @ PLR.

6.2.4.3 Government of Kerala

i. To defer sales tax liability of Rs.1220 lakhs and make it repayable without interest after the completion of the rehabilitation period.

ii. To defer accrued guarantee commission of Rs.405 lakhs due from the company without interest. Also guarantee commission accruing during the period of rehabilitation shall be deferred.

iii. To provide interest free funds (Rs.1262 lakhs) including the amount already deposited with the IDBl for financing the rehabilitation scheme including payment under OTS.

iv. To allow the company to clear the Industrial Development Fund (IDF) loan outstanding together with interest due and accrued as on 3 1 - 1 2- 1996 in three equated annual instalments commencing from the year 2002-02 carrying simple interest at document rate.

v. To furnish guarantee for the assistance to be provided by banks.

vi. To accord its consent to the company for the appointment of a professional as whole time Finance Director of the company immediately.

6.2.4.4 SIDCO

i. To allow the company to clear Industrial Development Fund loan outstanding together with interest due and accrued as on 3 1-12-1996 in three equated annual instalments commencing from the year 2001 -02 carrying simple interest at document rate.

ii, To waive all penal charges.

6.2.4.5 Workers

To enter into a supplementary agreement with the company assuring that they would extend their whole hearted co-operation in the implementation of the rehabilitation scheme.

6.2.4.6 Company

i. To repay the existing term loan of Rs. 1 15 I f i s to SBT as per the original agreed schedule carrying document rate of interest.

ii. To mange for mobilisation of unsecured loans from Government of Kerala for repayments to Financial Institutions under OTS.

6.2.5 Projected Operating Results and Financial Position

The rehabilitation scheme aimed at making the operations of the company

profitable by increasing sales and enhancing its profitability by reducing interest.

The scheme projected the financial position and operating results of the company

for a period of eight years from 1996-97 to 2003-04. To make the operations of the

company viable the scheme projected a sdes target of b.87 19 I d s in 1996-97

and to improve it gradually to Rs. 14043 lakhs by 2002-03 and thereafter to

maintain the same level. The rehabilitation scheme also made proposals for the

financial restructuring of the company by arranging One Time Settlement (OTS)

of dues to Financial Institutions to reduce the interest charges &om Rs.685 lakhs in

1996-97 to Rs.483 lakhs by 2003-04. The financial position and operating results

of TELK projected in the rehabilitation scheme are given in Table 6.3.

Chapter 6 165

The table points out that the increase in sales and reduction in interest

Table 6.3:- Projected Financial Position and Operating Resuits of TELK

would help the company to attain a net profit of Rs.3 ! a s in 1996-97 and to

improve it gradually to Rs.803 lakhs by 2003-04. This would help the company to

make its networth positive in 2000-01 and to wipe off the entire mount of

(Rs.

2002

372 11567 4922

167 3093 3260 1358

10 267

1101

13059 11780

516 763

763

in lakhs) 1

2003

340 12792 5218

83 3320 3403 1358

10

2045

14043 12597

50 1 945 945

accumulated losses by 2002-03.

2004

293 13659 5308

3336 3336 1358

10

2848

14043

12757 483 803 803

6.2-6 Level of Implementation of the Rehabilitation Scheme

2000

364 9534

4373

333 2683 3016 1358

10 1649 -281

11347 10285

476

586

586

1999

354 8639 4121

417 2505 2922 1358

10 2234 -866

10591 9636

517 438 43 8

In TELK all major proposals of the rehabilitation scheme were timely

2001

368 10442 4610

250 2848 3098 1358

10

1030 338

12016 10908

490 618

618

1998

33 1 7309 3895

63 1 500

1830 2 1 1358

10 2672

-1304

10000 9077

535 388 388

Particulars

Financial Pmltion: (as on 31 March)

Fixed Assets (net) Current Assets Current Liabilities Term Liabilities:

Financial Institutions Banks Working Capital

Share Capital Reserves & Surplus Accumulated Loss Networth Operating Rmults: @ar ended 31 March} S.V.P Operating Expenses Finance Charges Operating Profit Net Profit c/f

Source: Rehabilitation

implemented and all participating agencies fulfilled their promises in time. The

1997

308 6786 3632

1262 170

2260 3692 1358

10 3061

-1693

8719 7909 685 125

3

scheme.

Promoters, Government of Kerala had provided interest free loans amounting to

Rs.1262 lakhs to arrange OTS of dues to financial institutions. However, on

Chapter 6 1 66

account of the liquidity problems the company diverted Rs.162 lakhs for other

purposes. As a result dues to Financial Institutions amounting to Rs.530 lakhs

(Rs.162 lakhs principal and Rs.368 lakhs interest) remained pending as on 31-03-

2000~. Similarly the company could not mobilise Rs.2 1 I lakhs for the replacement

of obsoletelworn out items of machinery.

6.2.7 Operating Results of TELK

The rehabilitation scheme projected the operating results and fmancial

position of TELK for a period of eight years from 1996-97 onwards. But the

rehabilitation scheme was implemented only w.e.f., 1'' January 1998, after a delay

of nearly two years. During this period the performance of the company was

satisfactory. The sales of the company were Rs.8235 lakhs in 1996-97 and

Rs.8779 lakhs in 1997-98 and it earned a total profit of Rs.337 lakhs during the

same period.

The performance of the company was not satisfactory after implementing

the rehabilitation scheme. The sales of the company were much lower at Rs.6969

Iolkhs in 1998-99 and Rs.5205 lakhs in 1999-00 as against the projected sales

targets of Rs.10591 lakhs and Rs.11347 lakhs respectively during the same period.

Poor sales and heavy operating expenses incurred resulted in a huge loss of

Rs.1090 lakhs in 1998-99 and Rs.1883 lakhs in 1999-00. Figure 6.1 is the

graphical representation of the projected and actual sales and profit/loss of TELK.

Draft Modified Rehabilitation Plan for TELK. P24.

Fig: 6.1 :- Projected and Actual Sates and ProfitlLoss of TELK

Year

- Projected Sales - Projected Profrt - Actual Sales - Actual Profit

Figure 6.1 exhibits an increasing trend in sales and a profitable operating

performance of the company only during 1996-97 and 1997-98. The downward

slopping of the graphs during 1998-99 and 1999-00 reflect the sharp decline in

sales and losses incurred.

The huge losses incurred and the increase in term liabilities made the

BTFR to come to the conclusion that financial restructuring and infusion of funds

could not revive TELK. The Board directed the Operating Agency, the IDBI to

submit a modified rehabilitation scheme with new proposals treating the original

scheme as cancelled. The operating results and financial position of TELK after

reporting to the BlFR are given in Table 6.4.

Table 6.4:- Operating Results and Financial Position of TELK (Rs. in Lakhs)

Particulars ( 19961 19971 19981 19991 2000

Financial Position: (as on 31 March)

Fixed Assets (net) Current Assets

Current Liabilities Current Ratio

Tenn Liabilities: Financial Institutions Others

Share Capital Reserves & Surplus Debit-Equity Ratio Accumulated Loss Networth

Operating Rmults: (year ended 31 March)

S.V.P Other lncome

Operating Expenses Operating Cost Ratio (%)

Operating Profit Finance Charges Net Profit (Loss) c/f

1 Source: Annual Reports.

Poor sales and huge losses incurred put the company in severe financial

constraints. To tide over the situation the company borrowed heavily fiom banks

and financial institutions. As on 31 March 2000, term liabilities stood at Rs.6388

lakhs as against Rs.3016 lakhs projected in the rehabilitation scheme. Due to the

increase in borrowed funds the company incurred Rs.959 lakhs in 1998-99 and

Rs.904 lakhs in 1999-00 as interest against Rs.517 lakhs and Rs.476 lakhs

projected in the rehabilitation scheme.

6.2.8 Reasons for the Failure of the Rehabilitation Scheme

The rehabilitation scheme implemented in TELK failed within two years

of its implementation. Poor sales, high cost of raw materials, excess personnel,

low productivity, heavy burden of interest, frequent changes in top management

leading to managerial ineffectiveness and a more competitive scenario with the

entry of multinational companies in the liberdised economy caused the failure of

the schemes.

TELK was established to supply transformers and transformer

components mainly to the State Electricity Boards. It provided a protected market

to the company and hence not much attention was given to modernisation and

diversification. The emergence of free market economy and the entry of

multinational companies like ABB, Siemens, GEC etc, with better technology,

product range, price, service and delivery de-lodged the company from the market.

The rehabilitation scheme also did not pay much attention to the modernisation

and diversification of the company. To survive in the market, the company

accepted tenders at unremunerative rates in line with other successful bidders,

which resulted in huge losses. The financial restructuring and the consequent

reduction in interest charges were not sufficient enough to bring about the desired

improvement in the operating efficiency of the company.

In TELK the cost of production of transformers remained high mainly

due to the increased material cost and employee related expenses. The

rehabilitation scheme projected the material cost at 63.5 percent of sales on an

average. But the actual material cost was 90 percent of sales in 1998-99 and 1999-

00. The management attributed price variance as the main reason for the material

cost variance. The inability of the company to avail of cheap direct import of

materials through duty fiee licence scheme due to scarcity of funds increased the

Draft Modified Rehabilitation Scheme for TELK, P29.

Chapter 6 170

procurement cost of materials considerably6. Local agents of foreign suppliers

supplied materials ofien. The bargaining position of the company was also weak

since suppliers were not paid in time7.

The manpower requirement in TELK was not pruned with the

quantitative and qualitative organisational needs. The creation of too many levels

and designations out of political considerations made TELK overstaffedB. The

value addition per employee as well as production per employee was observed to

be below industry average9. Hence labour cost, as a percentage to total cost

remained high. The rehabilitation scheme projected the employee related

expenses at 17.5 percent of sales on an average whereas the actual expenses were

35 percent of sales in 1998-99 and 1999-00.

The heavy burden of interest on borrowed funds also affected the

performance of the company adversely. In order to ensure the long term viability of

the company the rehabilitation scheme arranged OTS of dues to Financial

Institutions and thereby to reduce the interest charges from Rs.685 lakhs to Rs.483

lakhs between 1996 -97 and 2003-04. But the huge losses of Rs.1090 lakhs and

Rs. 1 883 lakhs incurred in 1998-99 and 1999-00 necessitated huge borrowings

offsetting the benefits of OTS of dues arranged.

Above all TELK being a government company political interference ofien

resulted in delay and bias in decision-making. The management had to take

Drafi Modified Rehabilitation Scheme for TELK, P6. 7 Pressing creditors as on 3 1103/2000amounted to Rs.200 crores.

MIS Jampani and Kotela in their organisational study reported that TELK required only 744 personnel to attain a sales turnover of Rs.100 crwes and 838 personnel for Rs. 140 crores. But 1533 personnel were employed in TELK.

9~odi f ied Rehabilitation Scheme reveals that the labour utilisation in TELK was only 33 percent as against the requirement of 65 percent.

decisions according to the whims and fancies of the changing political set up in

the state. This is evident from the fact that Managing Directors were replaced four

times since the company was reported to the BIFR in 1995.

Thus, it is clear that the major weaknesses of TELK lies in managerial

ineffectiveness due to unstable top management, low productivity, high finance

charges and lack of modernisation and diversification to compete with rnulti-

national companies in a liberalised economy. These need to be properly addressed

if the company is to be revived.

6.3 The Steel and Industrial Forgings Limited The Steel and Industrial Forgings Ltd (SIFL), promoted by the

Government of Kerala as a subsidiary of Steel Industrials (Kerala) Ltd (SILK) is

engaged in the manufacture of quality industrial forgings. The Registered Office

of the Company and the Factory are located at Athani in Trissur District, Kerala

State. The project was completed and commissioned for commercial production in

January 1986 at a cost of Rs.675 lakhs after a time overrun of three years and a

cost overrun of Rs. 122 lakhs. The installed capacity of the factory was 7500

tonnes of steel forgings per annum. SIFL manufactures forged steel parts as per

specific drawings and designs to suit the various needs of industrial units in

Automobiles, Engineering, Heavy Electricals and Textile Machinery. SlFL is an

IS0 9002 company and is best known for its quality products. The main customers

include HAL Bangalore, DCM Patyda and BHEL Bhopal.

SIFL started commercial production in January 1986 and the performance

of the company was not encouraging right from its inception. The inability of the

company to stabilise production due to power shortage and load shedding, labour

problems and marketing constraints resulted in poor operating results and

repetitive losses incurred. The networth of the company was eroded within the

Chapter 6 172

first 1 5 months of its operations. The company made a report to the BIFR in June

1992.

The BIFR declared the SIFL as a 'Sick Industrial Company' within the

meaning of Section 3(I)(o) of SICA, 1985 on 14 October 1992. The Industrial

Development Bank of India (IDBI) was appointed as the Operating Agency to

formulate a rehabilitation scheme for the company. The operating results of the

SIFL from its inception up to 3 1 March 1 992 are given in Table 6.5.

Table 6.5:- Operating Results of SIFL from 1985-86 to 1991-92

source: Annual Reports.

SIFL could not earn profit in any financial year in spite of the increase in

sales from Rs.73 lakhs in 1985-86 to Rs.955.20 lakhs in 1991 -92. The sustained

losses incurred put the company in deep financial crisis and the company

borrowed heavily from Banks and Financial Institutions. The amount of term

liabilities increased more than three times between 1985-86 and 1991-92. This

adversely affected the profitability of the company. As on 31-03-1992 the

accumulated losses stood at Rs.968.01 lakhs as against the share capital and free

reserves of Rs.460 lakhs indicating a negative networth of Rs.526.28 I&s.

(Rs, in lakhs) Year Sales Net Profit

(Loss) Accumulated

Loss Networth Term

Loans

Chapter 6 173

The IDBI submitted a draft rehabilitation scheme to the BIFR in

~ovkmber 1992. But it could not be adopted since the proposal for the fresh

infusion of Rs. 590 lakhs by the promoters was not acceptable to the Government

of Kerala. But it welcomed the induction of private promoters by disinvesting its

shareholdings in full or in part. As nobody came forward to takeover SIFL, the

BIFR directed the Operating Agency to prepare a fresh rehabilitation scheme for

the company. The revised rehabilitation scheme was sanctioned by the BIFR in

October 1995 after necessary approval from the Government of Kerala. Thus it

took more than three years to formulate a rehabilitation scheme in the case of the

SIFL.

6.3.1 Rehabilitation Scheme

The rehabilitation scheme sanctioned aimed at making the operations of

the SIFL viable by adopting a two-pronged approach; by increasing sales and by

reducing the burden of interest. In order to increase sales the scheme proposed a

capacity utilisation of 60 percent from 1995-96 and to reduce frnance charges, One

Time Settlement (OTS) of dues to Financial Institutions was twanged. The wst of

the scheme and the means of financing are given in Table 6.6.

Table 6.6:- Cost of the Scheme and Means of Financing

OTS of dues Internal a c c d s 350.00

(Rs. in lakhs)

Total 1 850.03 1 Total 1 850.03 1 I I I I


Cost of the scheme

Capital expenditure

Means of financing

Loans from Government

Amount

350.00

Amount

500.03

In order to increase the scale of operation and sales, the scheme proposed

a capital expenditure of Rs.350 lakhs in plant and machinery and the cost of OTS

of dues to the financial institutions were estimated at Rs. 500.03 lakhs. OTS of

dues was arranged with fund support from the Government of Kerala and internal

accruals were the source of finance for the capital expenditure.

6.3.2 Relief and Concessions

6.3.2.1 IDBI and ICICI

To accept principal amount of term loans amounting to Rs.500.03 lakhs

from Govenunent of Kerala, waiving interest accrued including funded interest

term loans as on 3 1-03-1995 (cut off date) estimated to be Rs.634 lakhs.

6.3.2.2 IFCI

To waive all penal charges and liquidated damages as on 3 1-03-1 995 and

to accept principal term loan of Rs.177 lakhs in 16 quarterly instalments

commencing from April 1998 after amortisation of three years bearing interest two

percent below the document rate. To fund interest accrued and due up to 31-03-

1996. This amount (Rs.264 lakhs) together with existing Funded Interest Term

Loans (Rs.94 lakhs) aggregating to Rs.358 Iakhs to be accepted for payment in 26

quarterly instalments commencing from April 1998 after amortisation of three

years bearing interest @ 13 -50 percent per annum.

6.3.2.3 SBT

To accept repayment of medium term loan of Rs.48 lakhs during a period

of five years (Rs. 9 lakhs each in 1994-95 and 1995-96, Rs. 10 lakhs in 1996-97,

1997-98 and 1998-99) at interest rate of 15 percent per m u m . To provide need

based working capital on the guarantee of Government of Kerala @ 15 percent per

m u m from time to time.


Cash infusion of Rs. 100 lakhs for holding on operation as interest free

unsecured loan/equity and Rs.500.03 lakhs by way of interest free unsecured

loadequity to pay off dues to the IDBI and the ICICI. The Industrial Development

Chapter 6 175

Fund (IDF) loan of Rs.50 lakhs and interest thereon to be converted into equity.

~uakntee commission to be waived fully. Sales tax up to 3 1-03-1995 to be deferred and funded without interest, to be repaid in 36 instalments fkom 01-04-

1996. Exemption on electricity duty (10 Ps. per unit) for five years and exemption

from power cut during the rehabilitation period.

6.3.2.5 General Conditions

The company shall constitute a management committee to monitor the working of the rehabilitation scheme and to review it on a monthly basis. The committee shall exclusively monitor all operations of the company and the

implementation of the rehabilitation scheme. The BIFR Special Director,

representatives from the IFCI and the Bank shall be included in the committee. To

appoint a Chartered Accountant as concurrent auditor who shall report to the

Government of Kerala, management, IFCI and the Bank.

6.3.3 Projected Financial Position and Operating Results The rehabilitation scheme envisaged making the operations of the

company viable by increasing sales and reducing the burden of interest. To

increase sales the scheme projected a production target of 4500 tons per amurn

with a capacity utilisation of 60 percent from 1995-96 onwards. For reducing the

interest burden the scheme proposed One Time Settlement (OTS) of dues to the

IDBI and the ICICI amounting to Rs985 lakhs by paying Rs.500.03 lakhs with

fund support from the Government of Kerala. It aimed at reducing the amount of

term loans nearly to one third &om Rs. 1549 lakhs as on 3 1 March 1994 to Rs.554

lakhs as on 3 1 March 1995 and to reduce the interest charges proportionately. The

scheme also proposed to reschedule the dues to the IFCI after funding of interest

so as to pay them off fully by 200 1-02.

The rehabilitation scheme projected the fmancial position and operating

results of the SIFL for a period of eight years from 1994-95 to 2001-02 after

incorporating the financial restructuring pattern. The scheme projected a sales

target of Rs, 1443 lakhs in 1994-95, Rs. 1800 lakhs in 1995-96, Rs. 1 890 lakhs in

Chapter 6 1 76

1996-97 and thereafter to remain at the same level up to 2001-02. The financial

position and operating results of SIFL projected in the rehabilitation scheme are

given in Table 6.7.

Table 6.7:- Projected Financial Position and Operating Results of SIFL

/ ~articulars I I994 1 1995 1 Financial Position:

(asml lMorch) 1 1 1 1 Fixed Assets (net) / 8 1 7 7751

Current Assets 756 915

Current Liabilities 679 725

Current Ratio 1 . 1 1 1.26

Term Liabilities / 1549 1 554 1 ( Share Capital ( 450 ( 542 1

Reserves & Surplus 10 10

Debit-Equity Ratio 3.37 1.00

Accumulated Loss 1429 942

Operating R ~ u l t s : (year ended

3 1 March)

Capacity Utilisation

Production (MT)

[ sales (net) 1 1 1443 1 Operating Profit

Interest

Depreciation

/ Nn Profit (Loss) 1 1 (8) 1 I i

Source: Rehabilitation Scheme.

Table 6.7 exhibits that the rehabilitation scheme aimed at making the

operations of the company profitable in 1995-96 and the networth positive in

1998-99.

Chupter 6

6.3.4 Level of Implementation of the Rehabilitation Scheme

SIFL being a Government company, the Government of Kerala took

active interest in reviving the company. It made available Rs.450 lakhs in March

1995 to arrange OTS of dues to the IDBI and the ICICI. Though not provided in

the rehabilitation scheme, the company also manged OTS of dues to the IFCI for

which the Government additionally provided Rs.177 lakhs in March 1997. This

helped the company to redeem the entire amount of term loans and to relieve the

company from the burden of interest.

All relief and concessions envisaged from the Financial Institutions,

SBT, KSEB and the Government of Kerala were sanctioned in time and was

incorporated in the accounts to set' off the amount of loss accumulated.

Accordingly Rs.670.08 lakhs ' O and Rs.226.14 lakfis were incorporated in the

accounts of 1995-96 and 1996-97.

The implementation of the rehabilitation scheme was not without defects.

A capital investment of Rs.350 lakhs in plant and machinery was not made.

Similarly the Government could not exempt the company from power cut due to

the acute shortage of power in the state in mid 90s.

' O Rehabilitation Package Account 1 995-96: Interest and Funded Interest to Financial Institutions: IDBI, ICICI (up to 31 -03.95) Rs. 588.09 lakhs lFCI (up to 3 1.03.1996) Rs. 26.02 Iakhs Interest SET (1 995-96) Rs 4.86 lakhs Electricity duty (KSEB 1995-96) Rs. 3.54 lakhs Guarantee commission (up to 3 1 .03.1992) Rs. 47.57 Iakhs

Total Us. 670.08 lakhs

11 Rehabilitation Package and OTS with IFCf adj. Account 1996-97: IFCI (up to 3 1.03.1996) Rs. 226.14 lakhs

Chapter 6

6.3.5 Financial Position and Operating Results of SIFL

In the case of SIFL it took more than thee years to evolve a consensus on

the rehabilitation scheme. Due to this delay the performance of the company

continued to be poor in 1992-93 and 1993-94, which resulted in losses of Rs.2 12

lakhs and Rs.295 lakhs respectively during the same periods. The company earned

a nominal profit of Rs.9 lakhs in 1994-95. The financial position and operating

results of the SIFL since 1992-93 are given in Table 6.8.

Table 6.8:- Financial Position and Operating Results of SIFL

Particulars

Financial Position: (as on 3 1 March)

Fixed Assets (Net) Current Assets Current Liabilities Current Ratio Shareholders' funds:

Share Capital Reserves & Surplus

Term Liabilities Debit-Equity Ratio Accumulated Loss Networth

Operating Results: (year ended 3 1 March)

S.V.P Other Income Total Income Operating Expenses Operating Cost Ratio (%)

Operating Profit Finance Charges Net Profit (Loss) clf

Source: Rehabilitation scheme,

Chapter 6

The table shows that the implementatidn of the rehabilitation scheme

helped to improve the performance of the company substantially. Though the

company could not achieve the projected sates target of Rs. 1890 lakhs from 1996-

97 onwards, the actual profits earned exceeded the projected targets. The

company earned net profits of Rs.98 lakhs Rs. 194 lakhs, Rs.184 lakhs and Rs.131

lakhs during 1995-96, 1996-97, 1 997-98 and 1 998-99 against the projected profit

targets of Rs.90 lakhs, Rs. 157 lakhs, Rs. 132 lakhs and Rs. 1 23 Iakhs respectively

during the same period. Figure 6.2 is the graphical representation of the projected

and actual sales and profit earned by the SIFL.

Fig: 6.2:- Projected and Actual sales and Profit of SIFL

Year I

The graphs in the Fig. 6.2 exhibit that the actual profit earned by SIFL

was higher than the projected profit targets even though the actual sales were less

than the sales targets projected in the rehabilitation scheme.

Chaprer 6

The sharp reduction in finance charges and operating expenses helped the

company to attain better profitability. One Time Settlement (OTS) of dues to the

IDBI, XFCI and the ICICl helped the company reduce the finance charges ftorn

Rs.296 lakhs in 1993-94 to Rs.48 laws in 1 998-99. The Operating Cost ~ a t i o ' ~

also declined sharply from 101.17 percent to 90.09 percent during the same

period.

In SIFL the rehabilitation scheme implemented delivered fruitful results

and the company earned profits continuously since 1995-96. The networth of the

company became positive in 1996-97 two years ahead of the schedule and the

amount of accumulated losses which stood at Rs.149 1 lakhs as on 3 1 March 1995

got reduced to Rs.20 lakhs as on 3 1 March 1999. The BIFR by an order in August

2000 put the company out of the purview of the BIFR.

In SIFL the heavy burden of interest on borrowed h d s was the main

reason for the poor operating results. One Time Settlement (OTS) of dues to the

IDBI, ICICI and the TFCI helped the company to redeem the entire amount of term

liabilities and to relieve the company from the heavy burden of interest. SIFL

being a government company, the Government of Kerala took active interest in

rehabilitating the company and provided the required finance to arrange OTS of

dues to the financial institutions. But for the whole hearted support of the

Government the rehabilitation scheme in SIFL would not have become a success.

Reduction in operating expenses and improvement in sales also helped the

company to improve its profitability to a great extent.

''operating Cost Ratio = Cost of Goods Sold + Opemting Expenses I Net Sales 100

Chapter 6

6.4 The Keraia Minerals and Metals Limited The Kera3a Minerals and Metals Limited (formerly M/S F.X Perira and

Sons (P) Ltd) is considered as the pioneers in mineral separation industry in

Kerala. The company is engaged in mining and separating the mineral sand into

various constituents. It is manufacturing titanium dioxide pigments and titanium

sponge metal using Ilmenite and Rutile separated from beach sand. In 1972 M/S

F.X Perira and Sons (P) Ltd) was taken over by the Government of Kerala and

renamed it as the Kerala Minerals and Metals Ltd (KMML).

KMML is wholly owned by the Government of Kerala and it has

facilities at Chavara, Kollam District for separating minerals such as Ilmenite

(2200 tpa) and Rutile (2000 tpa) from beach sand and for manufacturing 22000 tpa

of rutile grade titanium dioxide pigment. The company has two plants viz.,

Titanium Pigmentation Plant and Mineral Separation Plant for the purpose. The

construction of the Titanium Pigmentation Plant was started in 1979 at an

estimated cost of Rs.65 crores. The implementation of the project was delayed for

more than three yem which resulted in the increase of the total cost of the project

to Rs.105 crores. Though the new project started commercial production in

January 1985, the operation could not be stabilised for over next five years on

account of a host of problems relating to technology assimilation, management

and organisational deficiencies. As a result till August 1988, the KMML was

operating at below 15 percent of its installed capacity and incurred huge losses

continuously from 1981-82. On account of the KMML's importance to the

economy in general and its huge size Institutions and Banks sanctioned a package

of relief and concessions in July 1984, but it did not improve the operating results

of the company. Consequently, the revival scheme was modified in October 1989.

The modified scheme rescheduled the term loans after funding of interest up to 3 1

March 1988 so as to be repayable in 24 quarterly instalments from December

1989, waiving penal interest and liquidated damages up to 3 1 March 1988. The

Chapter 6 182

implementation of the modified rehabilitation scheme also could not bring about

the desired results and the performance of the company continued to languish and

was reported to the BIFR in July 1 992. The operating result of KMML from 1982-

83 to 1 99 1-92 is given in Table 6.9.

Table 6.9:- Operating Results of KMML

Net Loss I: (Rs. in Iakhs

Source: Annual Reports.

Table 6.9 points out that even aRer the increase in sales from Rs. 57 lakhs

to Rs. 8322 lalchs between 1982-83 and 1991-92, the company could not make

profit in any financial year. As on 3 1 March 1992 the accumulated losses stood at

Rs.9922 lakhs against the share capital, Rs.3093 lakhs and fiee reserves, Rs.106

lakhs indicating a negative networth of Rs.6726 lakhs.

The BIFR in its hearing held on 8 February 1993 declared KMML as a

'Sick Industrial Company' within the meaning of section 3(1)(o) of SICA, 1985

after taking into account the past accumulated losses- and other factors. The

Industrial Development Bank of India (IDBI) was appointed as the Operating

Chapter 6 183

Agency to formulate a rehabilitation scheme based on techno-economic study.

IDBI formulated a rehabilitation scheme with 3 1 March 1994 as the cut off date

for its implementation. The BIFR sanctioned the rehabilitation scheme on 1" June

1994 after arriving at a consensus among the Participating Agencies.

6.4.1 Reba bilitation Scheme


viable by increasing sales, reducing operating expenses and interest cost. To

reduce interest, the scheme proposed reduction in debt with a financial

restructuring of the company by including waiver of dues, conversion of debt into

equity and reduction in interest rates. The scheme envisaged a sacrifice of Rs. 1 246

lakhs from Institutions and Banks and Rs.542 lakhs from the Government of

Kerala. The scheme proposed the appointment of a full time Managing Director

and professionally qualified personnel in key managerial positions. The scheme

suggested for the stability in management and setting up of an audit committee.



i. To waive guarantee commission due and forego the same in future.

ii. To waive interest accrued on its unsecured loans and accept repayment of the latter on an interest free basis after repayment of dues to hstitutionslBanks.

iii. To defer sales tax for five years from the F.Y 1994-95 on an interest free basis, repayable over a period of three years from the F.Y 2000-0 1 onwards.

iv. To ensure the appointment of a full time Managing Director with a minimum tenure of two years.

v. To induct independent professionals with a track record in financelmarketing on the KMML's Board of Directors and not to withdraw/terminate the tenure of any director on company's Board without the prior concurrence of the BIFWIDBI during rehabilitation period.

vi. To reconstitute the Board of Directors of the company by inducting nominees of the TDBIIIFCIISBIILIC and the BIFR. The total strength of the Board of

Directors including the Managing Director would be restricted to twelve only.

vii. To persuade Government of India to put titanium dioxide in the negativelrestricted list for imports, highlighting the company's capacity to meet the entire demand for titanium dioxide in India both quantitatively and qualitatively.

viii. To reconstitute the management committee by inducting the nominees of the IDBIlSBIlSpecial Director, the BIFR and the Managing Director of the company. Similarly audit committee would be reconstituted to the satisfaction of the financial institutionshmks.

6.4.2.2 Financial Institutions

i. To waive penal interest and liquidated damages up to 3 1 March 1993.

ii. To fund compound interest accrued up to 31 March 1993 for a period of five

years from cut off date on an interest free basis. The said funded interest to carry interest 01 7.5 percent per m u m from 1 April 1998 and to be repaid in eight quarterly instalments thereafter.

iii. To fund remaining overdue interest at 13.5 percent per annurn w.e.f., lStApril 1993.

iv. To reduce interest on principal outstanding by two percent from the existing document rate subject to floor rate at 13.5 percent per annum w.e.f., 1 April 1993 repayable in 28 quarterly instalments from 1 Apri 1 1993.

v. Existing funded interest to be rescheduled and repayable concurrently with principal in 28 quarterly instslments form 1'' April 1993 carrying existing interest rate.

i. To waive penal interest and liquidated damages up to 3 1 March 1993

ii. To fund overdue compound interest, if any for a period of five years from cut off date on an interest free basis. The said funded interest to carry interest B17.5 percent per annum from 1" April 1998 &d to be repaid in eight quarterly instalments thereafter.

iii. To fund remaining overdue interest at 6.5 percent below prevailing minimum lending rate w.e.f., 1 April 1993 strictly as per existing RBI guidelines.

iv. To reduce interest on principal outstanding by two percent from the existing

document rate fiom w.e.f., 1'' April 1993 strictly as per existing RBI

guidelines.

v. Existing funded interest if any to be rescheduled and repayable in 28 quarterly

instalments from 1 April 1993 carrying prevailing interest rates.

vi. To grant need based working capital facilities at minimum lending rate

prescribed by the RBI.

6.4.2.4 Workers

i. To enter into a fresh long-term agreement with management for a period of

eight years in accordance with the package evolved by the Government of

KeraIa for wage increase.

ii, To desist from going on strikejgo-slow etc during the entire rehabilitation

period.

iii. To co-operate with the management in all reasonable measures for effecting

economy in day-to day running of the plant.

6.4.3 Projected Financial Position and Operating Results of KMML


viable by increasing sales and reducing the operating expenses and interest cost.

The scheme projected an annual sales target of Rs. 10290 lakhs in 1993-94 and to

remain at the same level till 2002-03. The rehabilitation scheme also envisaged

gradual repayment of the entire amount of term liabilities by 1999-00 so as to

reduce the burden of inertest and enhance the profitability of the company.

The scheme projected the operating results and financial position of

KMML for a period of 10 years from 1993-94 to 2002-03 and they are given in

Table 6.10

Table 6.10:- Projected Operating Results and Financial Position of KMML (Rs. in Iakhs)

Particulars 1 1993

Financial Position: (as on 31 Marc&

Fixed Assets (net) Current Assets Current Liabilities S k Capital Reserves & Surplus

1 Term Liabilities Accumulated Losses Networt h

Operating resub: (year ended 3 1 Adarch)

S v P. Operating Expenses Operating Profit (Loss) finance Charges Net Profit (Loss)


Chapter 6 187

Table 6.10 shows that the successful implementation of the rehabilitation

scheme aimed at making the operations of the company profitable in 1993-94, the

networth positive in 1996-97 and to wipe off the entire amount of accumulated

losses by 1 997-98.


In KMML the rehabilitation scheme was successfully implemented with

the co-operation of the financial institutions, banks and the Government of Kerala.

The financial institutions and banks provided a concession of Rs.335 lakhs by

waiving penal interest and liquidated damages and arranged interest free funding

of compound interest amounting to Rs.911 lakhs. The Government of Kerala

provided concessions amounting to Rs. 5 42 lakhs waiving guarantee commission

and interest. The company incorporated relieE/concessions amounting to Rs.877

lakhs in the books of account in 1992-93. The Government of Kerala succeeded in

persuading the Central Government to include titanium dioxide in the

negativelrestricted list of imports and it helped the KMML to enjoy a protected

domestic market for the titanium dioxide.

6.4.5 Financial Position and Operating Results of KMML

The BIFR sanctioned the rehabilitation scheme of KMML on IS' June

I994 and it was implemented with immediate effect. The decision of the Union

Government to include titanium dioxide in the restricted list of import in February

1993 resulted in a spurt in its demand in the domestic market and it helped KMML

to increase sales and to make its operations profitable in 1993-94 itself. During

1993-94 sales increased nearly by 31 percent to Rs.12400 lakhs compared to

Rs.9548 lakhs in 1992-93 and the company earned a net profit of Rs.2014 lakhs.

The financial position and operating results of KMML after its reference to the

BIFR are given in Table 6.1 1 .

Chapter 6

Table 6.1 1 :- Financial Positic

Particulars


Fixed Assets(net) Current Assets Current Liabilities Current Ratio Loan Funds Shareholders' funds:


Debit-Equity Ratio Accumulated Losses Networth

Operating Rmults: ( year ended 3 1 March)

S.V.P Other Income

Operating Expenses Operating Cost Ratio (%) Operating Profit (Loss) Finance Charges Operating Profi t(Loss) Net Profit (Loss) c/f

I 1


n and Operating Results of KMML Rs. in lakhs

The sustained demand for titanium dioxide in the domestic market

continued in the subsequent years also. This helped KMML to attain a better

performance than the one projected in the rehabilitation scheme. The company

attained a sales turnover of Rs.16337 lakhs in 1994-95 and Rs.17377 lakhs in

1995-96 and earned a net profit of Rs.4216 l&s and Rs.6230 lakhs respectively

during the same period. Figure 6.3 is the graphical representation of the projected

and actual sales and profitlloss of KMML.

Fig: 6.3:- Projected and ~ c t u a l 'Sales and Profit of KMML 20000

Year I - Projected Sales - Projected Profit -Actual Sales -Actual profit1

The graphs in the Fig. 6.3 exhibit that the actua! sales and profit of

KMML between 1993-94 and 1995-96 was much higher than the projected sales

and profit.

The rapid increase in sales turnover after the inclusion of titanium dioxide

in the restricted list of imports helped the KMML to earn profit continuously from

1993-94 and to wipe off the entire amount of accumulated losses by 1995-96, three

years ahead of the schedule specified in the rehabilitation scheme. The company was

taken out of the purview of the BlFR in December 1996.

The significant reduction in operating expenses and interest charges also

helped the KMML to improve its operating efficiency and profitability. The

decline in Operating Cost ~ a t i o " fiom 85.88 percent in 1992-93 to 69.05 percent

in 1995-96 and the sharp reduction in finance charges fi-om Rs.2235 lakhs to

13@erating Cost FWio = Cost of Goods Sold + Operating Expenses / Net Sales * 100.

Chapter 6 1 90

Rs.579 lakhs during the same period helped to improve the operating efficiency

and profitability of the company. In order to reduce interest charges the company

redeemed loan funds amounting to Rs. 1 5 14 1 lakhs between 1993-94 and 1995-96.

Consequently the Debt-Equity ~ a t i o l ~ declined sharply from 4.80 to 0.04 during

the same period.

In KMML the rehabilitation scheme was implemented w.e.f., 1'' June

1994. But the operations of the company became profitable in 1993-94 itself. This

was because of the policy decision of the Central Government to include titanium

dioxide in the restricted list of imports in February 1993. It resulted in a sudden

spurt in the demand of titanium dioxide in the domestic market, which helped

KMML to increase sales and make its operations profitable. The actual sales of the

company exceeded the sales targets envisaged in the rehabilitation scheme. It

enabled the company to wipe off the entire amount of accumulated losses three

years ahead of the schedule specified in the rehabilitation scheme. The

implementation of the rehabilitation scheme and the role of the Operating Agency

had only a limited role in making the working of the company successful.

14 Debt Equity Ratio = Long Term Debt I Shareholders' Funds.

Chapter 6

6.5 The Elcera Substrates Limited The Elcera Substrates Ltd (ESL) was promoted in 1985 in the joint sector

by a group of non-resident Indians led by Sqn. Ldr. K Ramakrishnan, an ex-

serviceman and technocrat and the Kerala State Electronics Development

Corporation (KELTRON) in technical and fmmcial collaboration with Y.S Inc;

Japan. The Registered Office of the Company is situated at Palakkad and the

Factory at Perinthalmanna in Malappuram District, Kerala State. The company

manufactures ceramic substrates from carbon and metal film resistors. The

installed capacity of the factory was 2000 million pieces per m u m . The cost of

the project was originally estimated at Rs.250 lakhs, which escalated to Rs.290

lakhs due to appreciation in the value of Yen. The company undertook an

expansion scheme in 1994-95 at a cost of Rs.126 lakhs, which increased the

installed capacity to 5400 million pieces per m u m .

ESL started its commercial production in July 1987 and the company had

to face a number of problems since then. The capacity utilisation in the initial

years remained low, ranging fkom 15 to 30 percent due to the difficulties in

importing raw materials like Aluminium Oxide and Ball Clay fkom Japan. The

initial low level capacity utilisation, high cost of imported raw materials and high

interest burden on account of escalation in rupee equivalent of foreign currency

loan fkom Rs.72 lakhs in 1986 to Rs.320 labs in 1995 (exchange rate of rupee

declined from Re. 1 = 9.67 Yen in 1987 to Re. 1 = 2.81 Yen in 1995), increase in

rupee equivalent of technical know-how fee from Rs.86 takhs in I992 to Rs.113

lakhs in 1994, low export earnings despite high volume of exports, reduction in

selling price to match with the landed cost of imported cores and inadequate

working capital facilities resulted in ESL piling up losses to the tune of Rs.239

lakhs as on 31 March 1994. The Board of Directors made a report to the BIFR in

June 1994. The operating results of the ESL from 1989-90 to 1993-94 are given

in Table 6.12

Chapter 6

Tables 6.12:- Operating Results of ESL

The table shows that the total amount of accumulated losses (including

deferred revenue expenditure of Rs.3 7 lakhs) as on 3 1 March 1994 stood at Rs.276

lakhs as against paid up capital and free reserves of Rs.120 lakhs, making a

negative networth of Rs. 156 lakhs.

The BIFR in its first hearing held on 10 October1 994 declared ESL as a

'Sick Industrial Company' under section 3(1)(0) of SICA, 1985 and directed the

KSIDC to draw up a rehabilitation scheme witb the concurrence of all

Participating Agencies. Since no consensus could be anived at the meeting

convened by the KSIDC the matter was reported to the BIFR. The Board at its

hearing held on 8 February 1995 appointed the Industrial Reconstruction Bank of

India (IRBI) as the Operating Agency to examine the viability of the company and

formulate a rehabilitation scheme for the company.

Year

1989-90

1990-9 1

1 99 1 -92

1992-93

1993-94

'fie IRBI in consultation with other financial institutions and banks

formulated a rehabilitation scheme at a cost of Rs.77 lakhs. To ensure easy


Net Profit (Loss)

(33)

(28)

( 5 1)

(27)

(22)

Sales

69

84

16 1

1 90

206

Accumulated Loss

1 1 1

138

1 90

217

239

Networth

+ 1

-24

- 100

-1 30

-156

(Rs. in lakhs)

Long Term Loan

278

323

518

5 73

637

Interest

29

34

47

54

65

Chapter 6 193

repayment the scheme rescheduled the term loans after funding of interest with

necessary relief and concessions. The BIFR sanctioned the scheme in April 1996.

The cost of the scheme and means of financing envisaged in the rehabilitation

scheme are given in Table 6.13.

Table 6.13:- Cost of the Scheme and Means of Financing

I Capital Expenditure 1 40 1 Additional Equity 1 65

(~5 , - in lakhs)

Total / 77 1 I


Cost of the scheme Means of financing Rs.

Sales Tax Loan I

Rs.

Subsidy for DG set and ~ :::chinev

The rehabilitation scheme envisaged a capital expenditure of Rs. 40 Iakhs

and provided Rs.37 lakhs as margin money. To finance a major portion of the cost,

the scheme proposed to raise Rs.65 lakhs by issuing equity share capital.

6

6

The rehabilitation scheme could not be implemented as per schedule due

to the failure of the promoters to bring additional funds as agreed. Hence the

BIFR directed the Operating Agency in July 1997 to submit revised proposals for

the rehabilitation of the ESL.

The Operating Agency modified the rehabilitation scheme and it

proposed to make the operations of the company profitable by increasing sales and

enhancing the profitability by reducing the interest charges. The modified

rehabilitation scheme proposed the marketing of a new product, 'bio-egg kits' to

Chapter 6 194

be supplied by the Japanese collaborators. The Board sanctioned the modified

rehabilitation scheme in May 1998.

The modified rehabilitation scheme aimed at making the operations of the

company viable by increasing sales and reducing the interest charges. The

rehabilitation scheme projected a sales target of Rs.311 lakhs in 1997-98 and to

increase it gradually to Rs.667 lakhs by 2000-01 and to stay at the same position

up to 2004-05. It also aimed at making the company profitable in 1998-99. The

modified scheme projected the operating results and financial position of the

company for a period of eight years form 1997-98 to 2004-05 and they are given

in Table 6.14.

Table 6.14:- Projected Financial Position and Operating Results of ESt (Rs. in lakhs


Fixed Assets

' Cumnt Assets Current Liabilities

1 Term Liabilities Share Capital Reserves & Surplus Accumulated Loss Networth

Operating Results: (year ended3 1 March)

S.V.P Operating Expenses Operating Profit (Loss) Interest Charges Profit (Loss) for the year Net Profit (Loss) c/f

I I Source: Rehabilitation scheme.

Chapter 6


profitable in 1998-99, the networth positive in 2001 -02 and to wipe off the entire

amount of accumulated losses by 2002-03. To reduce interest charges the scheme

proposed gradual repayment of the entire amount of term liabilities by 2004-05.


The rehabilitation scheme implemented in ESL in April 1996 was

modified in May 1998 by deferring the payment of interest and rescheduling term

loans keeping alive the relief and concessions from fmancial institutions and banks

proposed in the original rehabilitation scheme,

6.5.1.1 KSIDC

i. To waive penal interest (Rs. 12 lakhs) charged above the document rate till 3 2 March 1995.

i i . To reduce the interest rate for the rupee component of the foreign currency loan to 14 percent per annurn.

iii. To charge interest on additional rupee loan @ 10.5 percent only as against 12.5 percent

iv. To treat the interest arrears up to 31.03.1995 (estimated at Rs.101 lakhs after waiving Rs.40.22 lakhs being penal interest) as funded interest-carrying interest at 10 percent per m u m and made payable in 12 quarterly instalrnents beginning in April 1999.

v. To reschedule term loans so as to commence repayments from I April 2000 to be completed by 3 1.03.2005.

vi. To defer payment of interest on term loans from 0 1.04.1995 to 3 1.03.1998 and made payable in 16 quarterly instalments beginning in April 1998.

6.5.1.2 KFC

i. To waive penal interest (estimated at Rs.12 lakhs) charged up to 3 1 March 1995.

Chapter 6 1 96

ii. To reduce the rate of interest on existing term loans of Rs.60 lakhs by two percent fiom the document rate i.e. @ 10.5 percent per annurn.

iii. To treat the interest arrears (estimated at Rs.15 lakhs) up to 31 March 1995 as funded interest carrying interest @ 10 percent per m u m and made payable in 1 2 quarterly instalments beginning in April 1999.

iv. To reschedule term loans so as to commence repayments from 1 April 2002 to be completed by 3 I March 2005.

6.5.1.3 SBI

i. To waive penal interest charged up to 3 1 March 1995 (estimated at Rs.8 lakhs) over and above the document rate of 12.5 percent.

ii. To treat the arrears of interest (estimated at Rs.23 lakhs) as funded interest term loan carrying interest @ 10 percent per annurn to be repaid in 12 quarterly instalments fiom April 1999.

iii. To reduce the interest on normal loan to 10.5 percent.

iv. Defer payment of interest on term loans from 1 April 1995 to 31 March 1998 and made payable in 16 quarterly instalments beginning in April 1998.

v. To reschedule term loans so as to commence repayment from 1 April 2000 to be completed by 3 1 March 2005.

6.5.1.4 IDBI

To waive penal interest (estimated at Rs.29 lakhs) charged over and above the applicable interest rates till 31 March 1995 and adjust the amount against the dues of KSIDC on account of ESL


Defer the sales tax loan for a period of five years at an interest rate of 12.5 percent per m u m and to sanction subsidy of Rs.6 lakhs for D.G Set/Plant and Machinery already acquired.

i. To contribute Rs.65 lakhs as equity within a period of two years (Rs.55 Iakhs during 1995-96 and Rs.10 lakhs during 1996-97). The moditied scheme reduced the promoter's contribution to Rs.50 lakhs.

Chapter 6

ii. Foreign collaborations to agree

for adjustment of the amount of Rs.25 lakhs payable to them by ESL against the dues from ESL on account of deferred payment of credit.

to write off technical know-how fee of 16 000 000 YEN.

to supply raw materials, if needed, at concessional price during rehabilitation period.

to guarantee the projected cash flow and meet the short fall if any in the resources.

6.5.2 Progress in Implementing the Rehabilitation Scheme

In ESL the rehabilitation scheme sanctioned in April 1996 could not be

implemented as scheduled, Consequently, it was modified and implemented in

May 1998. The status of implementation of the original scheme and the modified

proposals as given in the Operating Agency Report submitted to the BIFR in

January 2000 is given in Table 6.15.

Table 6.15:- Status Report of the Rehabilitation Scheme

Technical Know-how Fee Margin Money

Total B. Means of Finance

Additional Equity Subsidy for DG set and Plant and

Machinery Sales Tax Loan

(Rs. in lakhs)

Particulars

Cash Accruals

Total

As per Original Scheme

I

20 76

1

--

I 1.50

As per Modified Scheme

A. Cost of the Scheme: Capital Expenditure

0

12

Source: Operating Agency Report, January 2000.

Incurred up to 30.09.1999

40 50

Chapter 6

Table 6.15 shows that the company could not make much progress in

implementing the modified rehabilitation scheme ,also. A major portion of the

proposals of the scheme remains to be fulfilled. Out of the promoters contribution

of Rs.50 lakhs only Rs. 12 lakhs have been contributed so far. The company

incurred a capital expenditure of only Rs. 1 1.50 lakhs out of Rs.50 lakhs envisaged

in the scheme.

6.5.3 Financial Position and Operating Results of ESL ESL was reported to the BIFR in Jme 1994 and a rehabilitation scheme

was sanctioned in April 1996. The sanctioned rehabilitation scheme could not be

implemented as scheduled and it was modified in May 1998. Even the modified

scheme could not be implemented properly. Due to the delay in implementing the

rehabilitation scheme, the performance of the company continued to languish and

the company incurred sustained losses year after year. Figure 6.4 shows the sales

and profifloss projected in the rehabilitation scheme and the actual sales and

profitlloss earned between 1998-99 and 1 999-00.

800 ,Fig: 6.4:- Projected and Actual Sales and Profit/Loss of ESL

700 - .C 600 -

I

-200 - - Year - -

Chapter 6 199

Sales declined gradually from Rs.225 lakhs to Rs.76 lakhs between 1994-

95 and 1999-00 and the company incurred a huge loss of Rs. 896 lakhs during the

same period. The downward slope of the graphs exhibit the sharp decline in sales

and the increase in operating losses incurred. The operating results and financial

position of the ESL after reporting to the BIFR are given in Table 6.16.

Table 6.16:- Financial Position and Operating Results of ESL

Particulars


Fixed Assets(net)

Current Assets Current Liabilities Current Ratio Shareholders' Funds:


Term Liabilities Debit-Equity Ratio Accumulated Losses Networth

Operating Results: {year ended 3 1 March)

S.V.P Other Income Aggregate Income Operating Expenses Operating Cost Ratio (%)

Operating Profit (Loss) Finance Charges Operating Profit (Loss) Net Profit (Loss) df

Source: Annual reports.

The main reason for the sharp decline in sales was the availability of

imported ceramic cores at a price lower than the domestic price due to the

Chapter 6 200

liberalisation of the economy in the 90s. The sharp increase in the cost of

production due to the increase in the imported cost of raw materials, wage rates,

power tariff and other expenses also affected the performance of the company.

The steep increase in the Operating Cost ~ a t i o ' ~ from 93.3 percent in 1994-95 to

182.9 percent in 1999-00 reflects the rising trend in the cost of production.

The poor operating results and huge losses incurred put the company in

deep financial crisis and to tide over the situation heavy borrowings were made

from banks and financial institutions. The increase in the Debt-Equity ~ a t i o ' ~

from 3.9 in 1994-95 to 6.6 in 1999-00 reflects the trend in the increased use of

borrowed funds. Increased use of borrowed funds increased the amount of interest

charges from h . 6 8 lakhs to Rs.161 lakhs between 1994-95 and 1999-00.

Due to the poor operating results and heavy losses incurred by the ESL

the BIFR in its review meeting held on 12 January 2000 came to the conclusion

that the Rehabilitation scheme sanctioned was not implemented properly and it

directed the Operating Agency to explore the chances of rehabilitation of ESL

with a change in management treating the rehabilitation scheme as failed.


In the case of ESL the rehabilitation scheme sanctioned could not be

implemented as per schedule. It was doubtful whether a proper implementation of

the rehabilitation scheme would have improved the operating performance of the

company.

In order to make the operations of ESL viable the rehabilitation scheme

projected a sales target of Rs.31 I lakhs in 1997-98 and to increase it gradually to

Rs.667 lakhs in 2000-01 and thereafter to remain at the same level till 2004-05.

15 Operating Cost Ratio = Cost of Goods Sold + Operating Expenses / Net Sales'' 100

16 Debt Equity Ratio = Long Term Debt I Shareholders Funds.

Chapter 6 20 1

The rehabilitation scheme failed to ascertain the viability in increasing the sales of

the company in the changed economic scenario aRer the liberalisation of the

economy in the 90s. The reduction in import duty from I45 percent in 1990-91 to

40 percent in 1994-95 and the facilities made available to the importers to restrict

duty to 15 percent by classifying ceramic cores as ceramic baseifomers made

imported cores cheaper for domestic goods.17 Many Taiwan companies took this

privilege to dump goods to the Indian market which took away a sizable segment

of the market share of ESL. The rehabilitation scheme failed to ascertain the

marketing chances of 'bio-egg kits' in the Indian market and to provide adequate

sales promotion measures.

The rehabilitation scheme also failed to consider the impact of

fluctuations in the value of Yen. The appreciation in the value of Yen increased

the import cost of raw materials. It also increased the amount of foreign currency

lorn and interest charges thereon.

The failure of the rehabilitation scheme in ascertaining the economic

viability of the company resulted in its failure. The availability of imported

ceramic cores at a price lower than the domestic price affected the economic

viability of ESL. As long as this situation continues, the revival of ESL is not

possible.

-

17 Operating Agency Report 2000, P 12.

Chapter 6

6.6 The Pigments India Limited

The Pigments India Ltd (PE) was incorporated on 23 December 1982.

The Registered Office of the Company and the Pigments Division are situated at

Thazhekkad, in Thrissur District and the Chemical Division, at Edayar in

Ernakulam District, Kerala State. The company was promoted in the joint sector

by Shri. G.R.Warrier and others in participation with the Kerala State industrial

Development Corporation (KSIDC). The company's product line includes iron

oxide, different types of chromes, Pmssian blue and sodium bi-chromate.

The company started commercial production in January 1986. The

performance of the company was not encouraging in the initial years due to low

capacity utilisation and poor sales. The total amount of sales made by the

company during the first four years remained as low as Rs.202.59 lakhs. The poor

sales resulted in repetitive losses and the networth of the company was totally

eroded within the first 15 months of its operations. The continuous losses incurred

put the company in deep fmancial constraints and the inability of the management

to bring in the required finance to recoup the cash toss incurred resulted in

excessive dependence on borrowed hnds. This increased the interest charges,

which affected the profitability of the company adversely. As on 3 1 March 1990

the amount of loss accumulated stood at Rs.177.12 Iakhs as against the share

capital and free reserves of Rs.61.79 IaWls indicating a negative networth of

Rs. 1 1 5.33 lakhs. The company was reported to BIFR in August 1990.

The BlFR declared the PIL as a 'Sick Industrial Company' within the

meaning of Section 3(I)(o) of SICA, 1985 in November 1990 and the Industrial

Reconstruction Bank of India ( M I ) was appointed as the Operating Agency to

formulate a rehabilitation scheme for the company.

The Operating Agency prepared a rehabilitation scheme with 31

December 1991 as the cut off date. The cost of the scheme was worked out at

Chapter 6

Rs.44 lakhs. The BIFR approved the scheme on 26 March 1992 after arriving at a

consensus among all Participating Agencies. However, due to certain

modifications carried out in the sanctioned scheme as regards shifting the

Chemical Division from Edathala to a more convenient location at Edayar, the

implementation of the scheme could not be implemented as per schedule. The cost

of the modified scheme was estimated at Rs.52 lakhs and it was financed by the

promoters (Rs.14.50 lakhs) and with term loans from the IRBI (Rs.33.50 lakhs)

and the KSIDC (Rs.4 lakhs). The modified scheme was implemented w.e.f., 1

April 1995.

Due to the delay in implementing the rehabilitation scheme the

performance of the company continued to languish worsening its financial position

substantially. The financial position and operating results of the PIL from its

inception up to the implementation of the rehabilitation scheme are given in Table

6.17.

Table 6.17:- Financial Position and Operating Results of PIL

Year

1985-86,

1986-87

1987-88

1988-89

1989-90

1 990-9 1

1991-92

1992-93

1993-94

1994-95

Source: Annual Reports. *During f 985-86 only for 3 months.

S.V.P

.20

30.00

57.12

45.4 1

70.06

141.63

153.15

20 1.54

237.05

332.05

Net Profit/ (Loss)

(2 1 .79)

(30.09)

(35.68)

(48.99)

(40.57)

(24.1 8)

(49.29)

(52.27)

(43.37)

(4 1.72)

(Rs. in labs) Accumulated

Loss

21.79

5 1.88

87.56

136.55

177.12

Networth

21.24

-2.92

-34.60

-75.59

- 1 15.33

201.30 1 -141.20

250.39

302.86

346.23

387.95

-184.15

-229.42

-272.44

-3 12.82

Chapter 6 204

Table 6.17 shows that in spite of the increase in sales from Rs. 30 lakhs in

1986-87 to 332.05 lakhs in 1994-95, the company could not make profit in any

financial year. The amount of loss accumulated stood at Rs.387.95 lakhs as on 31

March 1995 indicating a negative networth of Rs.3 12.82 lakhs. The amount of

loan fiinds increased more than four times fiom Rs. 1 10.37 lakhs to Rs.488.42

lakhs between March 1986 and 1995. This increased the amount of finance

charges from Rs. 19.92 lakhs to Rs.59.17 lakhs between 1986-87 and 1994-95.

6.6.1 Causes of Sickness

The Operating Agency identified the following as the causes of sickness in Pigments India Ltd.

i . Erratic supply of power due to power cut.

ii. Inadequate supply of fresh water for operation.

iii. Disadvantages of location as the Pigment Division and the Chemical Division are located 35 KMs apart.

iv. Inadequacy of open space for eMuent disposal and the cost involved in its

transportation.

v. High interest charges due to uneconomic scale of operation.

vi. Lack of concerted efforts in strengthening the marketing/sales network.


In the case of Pigments India Ltd., the rehabilitation scheme proposed to

tackle the problem of sickness by increasing the scale of operation and

profitability. To enhance profitability the scheme proposed to reduce the amaunt

of interest charges with necessary financial restructuring enjoying relief and

concessions fiom financial institutions and banks. The scheme further envisaged

modification of existing leaching system by installing agitators, insulation of

existing machines and installation of one tube well in the Chemical Plant,

purchase of a piece of land 3 KMs away from the plant for installation of one

Chapter 6 205

pump set of TO HP to get sufficient water during summer and to construct an

Effluent Treatment Plant (ETP) at Edayar. The total cost of the scheme and the

means of finance are given in Table 6.18.

The modified rehabilitation scheme estimated a total cost of Rs.52 lakhs


and it was financed by the promoters (Rs.14.50 lakhs) and with term loans from

Requirement of Funds

Capital Expenditure

Contingenc ies

Total

the IRBI (Rs.33.50 lakhs) and the KSIDC (Rs.4 lakhs).

6.6.3 Remedial Measures


Amount

46.00

6.00

52.00

i. To buy and install a DG set of 160 KVA in the Pigments Division, 1 10 KVA DG set at the Chemical Division and a transformer of 250 KVA to enable the company to draw power from the grid to tackle the problem of power cut.

i i . To activate the production of sodium dichromate, the main raw material used in the Chemical Division both for captive consumption and for sales to

customers.

Means of Finance

Promoter's Contribution

Term Loans from

IRBI

KSIDC

Total

iii. To take care of future water requirements to buy a land 3 KMs away from the company's premises and to construct bore well and transport water from there during summer in tankers.

Amount

14.50

33.50

4.00

52.00 -

iv. To strengthen the commercial wing of the company.

Chapter 6 206

v. Regarding emuent disposal it will be first neutralised at the plant and then transported to ETP at Edayar 35 KMs away the from the Pigment Plant. Company's own tankers should be used for transportation.

vi. Shifting the Chemical Division from Edathala to a convenient location at Edayar and to sell the surplus land at Edathafa at a price of Rs. 15 lakhs.


6.6.4.1 KSIDC

i. To waive penal interest charged in the various accounts up to 30-9-1991.

ii. Convert the entire interest outstanding into Funded Interest Term Loans (FITL) carrying interest @ 10 percent to repay Rs.84.7 1 lakhs over a period of five years commencing from 0 1-07- 1995, the existing term loans aggregating Rs.76.10 lakhs to be repaid over a period of six years commencing from 0 1-0 1 - 1996 at the documented rate of interest and the unpaid interest up to 02-03- 1995 on term loans and FITL amounting to Rs.40.79 lakhs will be repaid in 24 instalments commencing i?om 0 1-07- 1995 @ 12.50 percent per annum.

6.6.4.2 KFC

i. Old FlTL (Rs.12.50 lakhs) will be repaid over a period of five years commencing from 0 1 - 10- 1995 @ 10 percent per m u m .

ii. Existing term loan of Rs.22.46 lakhs to be repaid over a period of six years commencing from 0 1-0 1 - 1996 @ 12.5 percent per annum.

iii. Unpaid interest on loans (1 ) and (2) above up to 3 1-03- 1995 (Rs.8.84 lakhs) to

be funded as FITL and will be repaid in 24 monthly instalments commencing from 01-07-1995 @ 12.5 percent per annum.

i . To convert the entire interest outstanding Rs.37 lakhs in to FITL repayable over a period of five years commencing from 01 -10- 1995 @ 10 percent per annum.

ii. The existing term loan of Rs.35 lakhs to be repaid over a period of six years commencing from 01 -0 1 - 1 996 @ 1 2.50 percent per annum.

Chapter 6 207

iii. Unpaid interest on loans ( 1 ) and (2) above up to 31-03-1995 (Rs.20.27 lakhs) to be funded as FITL which will be repaid in 24 monthly instalments commencing from 0 1-07-1 995 @ 1 2 5 percent per m u m .

6.6.4.4 SBT

i. The outstanding Working Capital Term Loan (WCTL) of Rs.3.70 lakhs will be

repaid in seven quarterly instalments commencing form 0 1-07- 1995 @ 13.5 percent per annum.

ii. To provide need based working capital facilities at interest rate of 15.5 percent per m u m

i . Term loan of Rs.34 lakhs shall be repaid over a period of seven years commencing 6om 0 1-0 1 - 1 996 at the documented interest rate of 14 percent per annum.

ii. Unpaid interest of Rs.6.7 lakhs from 01-01-1994 to 31-03-1995 to be funded as FITL at the rate of interest of 12.5 percent and to be repaid in 24 instalments commencing from 01 -07- 1 995.

i. To sell the idle assets at Edathala and appropriate the proceeds of the sale against the arrear dues to Institutions and KSCB on a pro- rata basis.

ii. To bring in unsecured interest free funds to meet any contingent liability at the time of framing and sanctioning this package.

6.6.4.7 State Government

i. The unpaid sales tax for the period 01-01- 1992 to 3 1-03-1 994 to be considered as deferred sales tax loan carrying interest rate of 12 percent per annum and to

be repaid in 24 monthly instalments commencing from 0 1-04-1 997.

ii. To allow sales tax exemption for the Chemical Division at Edayar.

iii. To grant investment subsidy and power subsidy for Chemical Division as applicable to new units.

Chapter 6

6.6.5 Projected Financial Position and Operating Results of PIL

The rehabilitation scheme implemented in PIL aimed at making the

operations of the company profitable by increasing sales and reducing the interest

charges. To ensure viability in operations the scheme projected a sales target of

Rs.644.16 lakhs during 1995-96 and to remain at the same level up to 2001-02. It

envisaged making the operations of the company profitable in 1995-96, the

networth to become positive in 1997-98 and to wipe off the entire amount of

accumulated losses by 1998-99. The rehabilitation scheme was implemented for a

period of eight years and it projected the operating results and financial position of

the company from 1994-95 to 200 1-02, which are given in Table 6.19.

Table 6.19:- Projected Financial Position and Operating Results of PIL

Particulars


Fixed Assets (net) Current Assets Current Liabilities Current Ratio Shareholders' Funds:


Term Liabilities Debt-Equity Ratio Accumulated Loss Networth

Operating Results: (year ended 3 1 March)

S.V.P Operating Expenses Operating Cost Ratio Operating Profit Finance Charges Profit (Loss) for the year Net Profit (Loss) clf

Source: Rehabilitation

1995

148 128 7 1

1.80

5 1 25

51 1 6.72 388

-312

scheme.

1998

113 282

37 7.62

5 1 3 1 320 3.90

54 27

644 473

73.45 171 55

116 117

1W6

131 234 43

5.44

5 1 3 1

507 6.18 277

-196

644 470

72.98 174 74

100 110

1999

106 314

37 8.49

5 1 73

249 2.01 0

123

644 476

73.91 168 45

123 97

1997

121 244

37 6.59

5 1 3 1

407 4.96 171 -90

644 471

73.14 173 67

106 106

(Rs, 2000

I01 328

37 8.86

5 1 142 189 0.97

0 193

644 479

74.38 165 37

128 69

in lakhs) 2001

97 357 37

9.65

5 1 211 145

0.55 0

262

644 483 75.0 161 33

128 69

2002

94 424

37 11.46

5 1 280 138

0.42 0

332

644 487

75.62 157 28

129 69

Chapter 6 209

Table 6.19 exhibits that to enhance the profitability of the company the

schemes proposed a gradual reduction in term loans from Rs.511 lakhs to Rs.138

lakhs between March 1995 and 2002 and thereby reduce the amount of annual

interest charges from Rs.74 lakhs to Rs.28 Iakhs between 1995-96 and 2001-02.

6,6,6 Level of Implementation of the Rehabilitation Scheme

All major proposals in the modified rehabilitation scheme sanctioned by

the BIFR were implemented except the sale of surplus land and building at

Edathala.

6,6,7 Financial Position and Operating Results of PIL

The rehabilitation scheme implemented in PIL w.e. f., 1 St April 1 995 did

not improve its operating results and financial position. The actual sales remained

less than 50 percent of the projected targets on an average and the company could

not earn profit in any financial year after implementing the rehabilitation scheme.

The average annual sales earned by the company after implementing the

rehabilitation scheme were only Rs.279.20 lakhs as against the projected sales

target of Rs.644.16 lakhs. Poor sales resulted in repetitive losses and the company

incurred a total loss of b . 3 13 lakhs a between I 995-96 and 1999-00.

The operating results and financial position of the PIL after implementing

the rehabilitation scheme are given in Table 6.20 and Figure 6.5 shows the

projected and actual sales and profiVloss of PIL.

Chapter 6

Table 6.20:- Financial Position and Ol~eratin

-100 -

Particulars Financial Position:

(us on 31 March) Fixed Assets (net) Current Assets Current Liabilities Cment Ratio Share Capital Resaves & Surplus Term Liabilities Debt-Equity Ratio Accumulated Loss Networth

Opemtiag Results: (year ended 3 1 March) S.V.P Other Income Aggregate Income Operating Expenses Operating Cost Ratio (%) Operating Profit/Loss Finance Charges

- w Ic. - W B 3 r &

m a Q, b, 0 r

m F

m Q) 7 ry

0 CV

8 CV

3 CI(

Net Profit (Loss) c/f Source: Annual Reports.

-200 Year

I - Projected Sales - Pmjeded Profit - Actual Sales -Actual profit 1 Note: Sales and ProfitrLoss are shown in Rs. in lakhs

Results of PIL (RS. in lakhs)

Chapter 6 21 1

Poor sales and huge losses incurred put the company in deep financial

crisis and all repayment obligations to Banks and Financial Institutions including

interest remained pending. As s result the loan funds increased more than 50

percent from Rs.488.42 la& to Rs.734 lakhs between 31 March 1995 and 2000.

Consequently annual finance charges remained as high as Rs.69.80 lakhs on an

average in spite of the drastic reduction in lending rates by banks.

The heavy losses incurred and the inability of the management to mobilise

the required finance to recoup the cash losses incurred put the company in severe

financial crisis, which resulted in laying off the Chemical Division at Edayar since

1996 and reduction in capacity utilisation in the Pigments Division.

The BIFR in its hearing held in May 2000 directed the Operating Agency

to chalk out a fresh revival package on certain OTS formula of dues to Banks and

Financial Institutions and to fmd out a new promoter who can invest adequate

funds to revive and streamline the operations of the company.


The rehabilitation scheme implemented in PIL failed mainly due to the

inherent weaknesses of the scheme. The scheme envisaged making the operations

of the company viable by increasing sales. But it failed to adopt measures to

increase sales so as to achieve the projected sales targets.

The rehabilitation scheme correctly identified the marketing network in

PIL as weak. There was no separate marketing department in the company. The

Finance Manager looked after the marketing function also. The company had no

retail marketing division though the flooring materials (iron oxides) were

demanded in small lots by customers. The company engaged in bulk sales and the

benefit of retail marketing was enjoyed by the 'repackers' by marketing them in

small quantities in their own names. The rehabilitation scheme failed to include

measures to strengthen the marketing network and to start retail marketing. What

Chapter 6 2 12

the company required was a separate marketing department under a professionally

qualified marketing manager for shaping good marketing strategies in a

competitive market.

The heavy burden of interest on borrowed funds affected the profitability

of the company adversely. The rehabilitation scheme adopted measures for

rescheduling term loans after funding of interest to make their repayment easy.

But this would have been successful only if the company had operated

successfully and was in a position to repay the loan promptly. Reduction in loan

funds was the only remedy available to reduce the burden of interest and to save

the company, especially when the company was facing a dificult situation. One

time settlement (OTS) of dues with own fund availing maximum possible

concessions was the best available alternative to eliminate interest charges.

The rehabilitation scheme implemented in PIL failed even after correctly

identifying the reasons for the sickness of the company. This was mainly due to

the failure of the rehabilitation scheme in providing suitable remedial measures.

If the scheme had included measures to strengthen the marketing network and to

reduce the interest cost by manging OTS of dues to Financial Institutions, the

rehabilitation scheme would have become a success. The BIFR acknowledged this

fact and directed the Operating Agency in May 2000 to submit a fresh revival

package in line with some OTS formula of dues to Financial Institutions and

Banks with own fund.

Chapter 6

6.7 The Aluminium Industries Limited

The Aluminium Industries Limited (ALIM)) was promoted in 1946 by

the Sheshayee group. The Registered Office of the Company is situated at

Kundara in Kollarn District, Kerala State. ALIND is a multi product company

engaged in the manufacture of plain steel covered aluminium conductors for

electrical overhead transmission purposes, conductor accessories and fittings,

insulated aluminium cables, solidal underground cables, general utility aluminium

ware and aluminium alloy castings.

ALIND started commercial production in 1950 with bare conductors.

The manufacture of high tensile galvanised steel wire was started in 1961 and

solidal under ground cables in 1964. The company established a consultancy and

engineering division in 1970-71 and vacuum circuit breaker was introduced in

1984-85, With more than 1100 employees under its fold ALND emerged as one

of the large industrial units in the state.

The performance of the company was satisfactorily during the first 25

years. The entire production was absorbed by the State Electricity Boards. But

the emergence of other units in the field during the late 70s with diversified

product range and better technology eroded the profit margin enjoyed by the

company. The increase in the price of aluminium, the basic raw material and other

incidental expenses affected the profitability of the company. The inability of the

company to transfer the increase in cost of production to its customers due to the

stiff competition in the market resulted in continuous losses to the company since

1982-83. The Board of Directors made a report to the BIFR in August 1987. The

operating results of the ALIND between 1982-83 and 1986-87 are given in Table

6.2 1.

Chapter 6

Table 6.21:- Operating Results of ALIND


The table shows that the accumulated losses of the company as on 31

March 1987 stood at Rs.2565 lakhs as against the share capital and free reserves of

Rs.373 lakhs indicating a negative networth of Rs.22 15 lakhs.

-

(Rs. in lakhs)

The BlFR in its first hearing held in January 1988 declared ALIND as a

'Sick Industrial Company' within the meaning of Section 3(1)(o) of SICA, 1985

and appointed the Industrial Reconstruction Bank of India (IRBI) as the Operating

Agency. The IRBI formulated a rehabilitation scheme fixing 1'' April 1989 as the

cut off date for the implementation of the scheme. On 5' October 1989 the BXFR

sanctioned the scheme after arriving at a consensus among all participating

agencies.


Year

1982-83

1983-84

1984-85

1985-86

1986-87

The rehabilitation scheme envisaged -

i. change in management and . . 11. modernisationlexpmsion of plant.

The Somani Group, Bombay agreed to takeover the management of the

company and agreed to invest Rs.300 lakhs immediately and Rs. 100 lakhs after

Net Profit / (Loss)

(236)

(616)

(733)

(229)

(867)

Sales

-

2340

4235

5537

5 129

Accumulated Loss

500

736

1469

1698

Networth

320

-32 1

-1096

-1325

2565 1 -221 5 1

Chapter 6 215

one year in the form of equity andor unsecured loans. The scheme also

proposed a team of professional managers who would be able to utilise the

existing facilities so as to diversify the product range to improve the profitability

of the organisation. The total cost of the scheme was worked out at Rs.949

lakhs. The total cost of the scheme and the means of finance are given in Table

6.22.

Table 6.22:- Cost of the Scheme and Means of Finance

Cost of the Scheme

Capital Expenditure

Margin Money

Pressing Creditors: Fixed Deposits 72

Interest on FD 24

PF dues 60

Gratuity Premium 60

Superannuation 10

Bonus for1987-88 32

(Rs. in lakhs) I I 1

Promoters

Financial Institutions

Banks

Amount 7°rl

The rehabilitation scheme proposed a capital expenditure of Rs. 126

lakhs. It allocated Rs. 258 lakhs to meet pressing creditors and Rs. 565 lakhs as

margin money. The cost of the scheme was met with promoters' contribution of

Rs. 300 Iakhs and loans from financial institutions and banks, Rs.649 iakhs.

Total


949 Total 949

Chapter 6


The rehabilitation scheme envisaged relief and concessions amounting to

Rs.2002 lakhs from various participating agencies. The relief and concessions

agreed by the individual participating agencies are given as follows:

6.7.2.1 Financial Institutions

i. To reduce the interest on existing debentures to 8.5 percent per m u m w.e. f., I

April 1982 and to write off the excess amount thus worked out.

ii. To reduce the interest on term loans to 6.5 percent per annum from 01-04-1 982

and to write off the excess interest charged.

iii. To provide a new rehabilitation loan amounting to Rs.576 lakhs at an interest

rate of 12.5 percent per annum.

iv. To waive all penal charges, penal interest and liquidated damages up to 3 1-10-

1989.

v. To revise the existing repayment schedule of term Ioans so as to make them repayable in instalments between 1 990-9 1 and 1999-00, along with new term

Ioans.

6.7.2.2 Banks

i. To reduce the interest on existing debentures to 8.5 percent per annum w.e.f.,

0 1-04- 1982 and to write off the excess amount thus worked out.

ii. To reduce the rate of interest on working capital borrowings, funded loans and

demand loans to 8.5 percent per annum from 01-04-1982 and to transfer the

interest thus worked out into a separate interest fiee term loan.

iii. To revise the existing repayment schedule of term loans so as to make them

payable between 1990-91 and 1999-00 along with new term loans.

iv. To provide a new rehabilitation loan of Rs.73 lakhs carrying interest @ 12.5 percent per annum.

Chapter 6

v. To waive all penal interest and penal charges up to 30-10-1989.

6.7.2.3 State Government

The Governments of Kerala, Andhra Pradesh and Orissa agreed to

provide interest free sales tax loans to the company for its present scheme for the

first three years of rehabilitation. This shall be repaid Born the 4' to the @year.

6.7.2.4 Promoters

i. The new promoters shall induct a sum of Rs.300 lakhs as soon as the draft scheme is approved by the BFR and another Rs.lcrore during the year 1990-

9 1 by way of equitylinterest fiee unsecured loans.

ii. The new promoters shall undertake to meet all future cash losses of the

company without recourse to banks/financial institutions.

6.7.3 Viability of the Company


viable by increasing sales and reducing interest charges. To make the operations

of the company profitable the rehabilitation scheme proposed a gradual increase in

its sales from Rs.9120 lakhs in 1990-91 to Rs.12136 lakhs by 1993-94 and to

remain at the same level till 1999-00. The scheme also aimed at gradually

reducing the annual interest charges from Rs.602 lakhs in 1990-91 to Rs. 405

lakhs by 1998-99. To attain this the scheme proposed a reduction in term liabilities

from Rs. 4996 lakhs to Rs. 1057 lakhs during the same period, The scheme

projected the operating results and financial position of the company for a period

of 1 0 years from 1990-9 1 to 1 999-00, which are given in Table 6.23,

Table 6.23:- Projected Financial Position and Operating Results of ALIND

Particulars

Financial Position: (m on 331 M&

Fixed Assets (net) Current Assets Current Liabilities Cment Ratio Term Liabilities Share Capital Reserves S U ~ ~ I U S Networth Debt-Equity Ratio

Operating Results: &em ended 31 March) S V P

Operating Expenses EBIT Interest Profitl(Loss) after tax


1991

382 4388 4056 1.08

4996 270 20

-4551 -4261 17.22

9120 8592 528 602 (74)

1992

288 5440 4761 1.14

4866 270 20

-4168 -3878 16.77

11448 10416 1032 649 383

1993

244 5755 4900 1.17

4510 270 20

-3680 -3390 15.55

11448 10345 1103 615 488

1994

200 5959 4915 1.21

3983 270 20

-3008 -2718 13.73

12136 10973 1163 49 1 672

1995

156 6052 4815 1.26

3417 270 20

-2293 -2003 11.78

12136 10973

1163 448 71 5

-

I996

112 6148 4715 1.30

2839 270 20

-1563 -1273

9.79

12136 10973

1163 433 730 -

1997

68 6272 4640 1.35

2253 270 20

-822 -532 7.77

12136 10973

1163 422 74 1

--

1998

24 6471 4640 1.39 1660 270 20

-74 216 5.72

12136 10973 1163 4 15 740

(Rs. in 1999

24 6670 4640 1.44

1057 270 20

728 1018 3.64

12136 10929 1207 405 802

lakhs) 2000

24 6899 4640 1.49 484 270 20

1530 1820 1.67

12136 10929 1207 405 802

Chapter 6 21 9

The successful implementation of the rehabilitation scheme aimed at

making the operations of the company profitable in 199 1-92, the networth positive

in 1997-98 and to wipe off all carried forward losses by 1998-99.


In ALIND the rehabilitation scheme was properly implemented with the

support of the Participating Agencies. The new promoter MIS Somani Group had

inducted Rs.400 lakhs as agreed; Rs.300 lakhs in November 1989 and Rs.100

I&s in 1 990-9 1. The financial institutions sanctioned loans amounting to Rs.576

lakhs and the bankers made available Rs.73 lakhs in addition to need based

working capital provided. Various participating agencies provided relief and

concessions amounting to Rs. 1953 lakhs, which were incorporated in the accounts

in 1989-90 and 1990-91. But the company could not carry out the repairs and

replacement of plant and machinery as envisaged in the rehabilitation scheme.

Only Rs.78 lakhs were spent for the purpose as against the projected figure of

Rs. 1 26 lakhs.

6.7.5 Operating Results of ALIND

The implementation of the rehabilitation scheme helped ALIND to

increase its sales revenue from Rs.4086 lakhs in 1989-90 to Rs.11876 lakhs in

1993-94. But the company could not earn profit in any financial year mainly due

to the increase in operating expenses. The rise in the prices and the impact

devaluation of rupee in 1991 resulted in escalation in the imported cost of

aluminium, the basic raw material used by the company. The company could not

transfer the increase in cost of production to customers since materials were

procured under special imprest licences against deemed export orders. The

increase in power tariff, wage rates and the huge burden of interest also affected

adversely the profitability of the company. The operating results and financial

Chapter 6 220

position of A L W after implementing the rehabilitation scheme are given in

Table 6.24.

Table 6.24:- Financial Position and Operating Results of ALIND


Fixed Assets (net)

Particulars

Investments

19901

Current Assets

Current Liabilities Current Ratio Term Liabilities Share Capital Reserves & Surplus

Debit-Equity Ratio Accumulated Loss Networth

Operating Results: bear ended 31 March)

S.V.P

Operating Expenses Operating Profit (Loss) Other Income

Interest

Net Profit (Loss) Interest Re1 ief

Profit (toss) clf

Operating Cost Ratio (%)

Rs. in lakhs) *


Table 6.24 shows that ALIND incurred a huge loss of Rs.3887 lakhs"

between 1990-91 and 1993-94. This made the BIFR to come to the conclusion

l 8 The loss is calculated after adjusting the interest relief.

Chapter 6

that the rehabilitation scheme implemented as such could not save the company.

Hence the BIFR in August 1994 directed the Operating Agency to submit new

comprehensive proposals for the rehabilitation of the company with a new

promoter who can takeover the company.

The performance of the ALIND deteriorated further in 1994-95 and 1995-

96. Sales declined to Rs.6446 lakhs and Rs.3299 lakhs and the company incurred

huge losses of Rs.2009 lakhs and Rs.2841 lakhs respectively during the same

period. This resulted in severe working. capital constraints to the company

resulting in suspension of its operations since November 1998. Figure 6.6 is the

graphic representation of the projected and actual sales and profit/loss of ALIND.

I6O0O 1 Fig: 6.6:- Projected and Actual Sales and ProfiULom of ALlND

Year

- Projected Sales - Projected Profit - Actual Sales -Actual Profit

Chapter 6 222

The Operating Agency could not find a new promoter who can takeover

the ALIND even after repeated advertisements in newspapers and the BIFR

decided to issue show cause notice for the winding up of the company.

Meanwhile the Government of Kerala, considering the large employment potential

of the ALIND assured the BIFR that it would find a new promoter who can take

over the company and the BIFR granted time accordingly.

6.7.6 Reasons for the failure of the rehabilitation scheme

In the case of ALIND poor sales, high operating expenses and heavy

burden of interest were the main reasons for the failure of the rehabilitation

scheme. The company could not transfer the increased cost of production to the

customers since materials were procured under special imprest licence against

deemed export orders. The increase in power tariff, wages and other expenses and

the heavy burden of interest affected the performance of ALMD adversely. The

entry of multi national companies in the market with improved technology,

products and service also affected the performance of ALIND.

Chapter 6

6.8 The Travancore Rayons Limited

The Travancore Royons Ltd (TRL) was promoted in 1945 jointly by

Mr.M.Ct.M Chidambaram Chettiar and the then Government of Travancore. The

Government participated in the capital structure to the extent of 20 percent of the

stocks and provided liberal grants by way of lease of land, supply of electrical

energy at concessional tariffs and permitted full and free use of water from the

river Periyar.

The Registered Office and the Factory of the company are situated at

Rayonpuram in Ernakulam District, Kerala State. The main objects and activities

of the company were to manufacture Rayon Yarn, Cellulose Film, Cotton Linter

Pulp, Sulphuric Acid and Cotton di-suiphide. WS Ing.a.Maurer, Berne was the

technical consultants of the company.

TRL started commercial production in 1947 and the performance of the

company was encouraging during the first 25 years. The then policy of the

government to encourage units producing import substitutes helped the company

to make an edge in the market. But the liberalised import of Rayon Yam during

1970s made the indigenous production of Yarn uneconomic, which took the

industry to a crisis and the company, incurred losses continuously since 1979. The

Board of Directors made a report to the BIFR in July 1987 under section 15(1) of

SICA 1985. In September 1988 the BIFR declared TRL as a 'Sick Industrial

Company' under Section 3(1)(o) of SICA, 1985 and the Industrial Development

Bank of India (LDBI) was appointed as the Operating Agency. The IDBI

formulated a rehabilitation scheme for the company and it was finally approved by

the BlFR on 4 September 1989 after arriving at a consensus among the

Participating Agencies. The operating result of the TRL from 1979 to 1986 is

given Table 6.25.

Chapter 6

Table 6.25:- Operating Results of TRL

As on 3 1 December 1986 the accumulated losses of the company stood at

Rs.2451.9 lakhs as against the share capital, Rs.252.5 lakhs and reserves and

surplus, Rs.66.3 lakhs indicating a negative networth of Rs.2 1 33.1 lakhs.

(Rs. in Iakhs)


Year

1979

1980

198 1

1982

1983

1984

1985

1986

The rehabilitation scheme envisaged maximum utilisation of company's

Rayon Yarn manufacturing facilities by renovation of 17 spinning machines fixing

the product mix of rayon yarn/cellulose film at 5540 tpa; working the cotton linter

pulp division and carbon di-sulphide plant mainly for captive consumption;

recommissioning the sulphuric acid plant to undertake job work and modernisation

of material handling equipment or coai fired boilers.

The cost of the rehabilitation scheme had been worked out at Rs.2238

lakhs; of which Rs. 1640 lakhs had already been incurred up to 3 1-03- 1989 leaving

the balance at Rs.598 lakhs. Cost of the Scheme and means of finance envisaged


Net Profit (Loss)

(2 5 -70)

(59.75)

(153.37)

(352.1 8)

(45 1.40)

(680.93)

(473.47)

(407.76)

in the rehabilitation scheme are given in Table 6.26.

Networth

345.81

286.07

132.69

-2 19.49

-670.91

-1351.84

- 1725.33

-2133.09

Chapter 6


I Requirement of Funds I Amount

Capital Expenditure StatutorylPressing Creditors Margin Money

Total 1

Kerala Government Term Loans:

Institutions Banks

Disposal of Assets Funding of Interest Deferment of Sales Tax/ Electricity Duty

Means of Finance

Total 1- 598

Amount


The rehabilitation scheme proposed a capital expenditure of Rs. 319

lakhs. It also allocated Rs. 2 16 lakhs for meeting statutorylpressing creditors and

Rs. 63 lakhs as margin money. To meet the cost of the scheme the Government of

Kerala agreed to provide an interest free loan amounting to Rs.155 lakhs.

Financial Institutions and Banks agreed to provide loan amounting to Rs. 197

lakhs.


The scheme envisaged the following relief and concessions from various participating agencies.

6.8.2.1 Institutions: (IDBI, ICICI, IFCI, LIC and IRBI)

i . To provide fresh term loans of h . 8 9 lakhs carrying interest @ 1 1.5 percent per annum.

ii. To fund interest amounting to Rs. 159 lakhs for the period from October 1987 to March 1989 and charge interest thereon @ 6 percent per annum form April 1989.

Chapter 6 226

iii. To charge interest @ 6 percent per annurn from October 1987 on interest fhded up to 30 September 1987 amounting to Rs.325 Iakhs on interest free basis.

iv. To receive interest amounting to Rs.107 lakhs for the year 1988-89 (April- March) in 24 equal monthly instalments from July 1989.

v. To revise repayment schedule so that the funded interest would be repaid in 28 quarterly instalments commencing fiom 15 June 1989 and ending on 15 March 1996. Overdue in respect of this and (iv) above to be paid along with instalments for September 1989.

vi. To revise repayment schedule for the term loans existing and additional so as

to be repaid in 36 quarterly instalments commencing from 15 June 1990 and ending on 1 5 March 1999.

vii. To waive penal interest, commitment charges etc, if any charged up to 31 March 1989.

6.8.2.2 Banks (IB, BOI, SBT and CB)

i. 'To provide fresh term loans of Rs.89 lakhs canying interest @ 1 1.5 percent per annum.

ii. To fund interest amounting to Rs.159 lakhs for the period from October 1987 to March 1989 and charge interest thereon @ 6 percent per annum form April 1989.

iii. To convert Rs.10 lakhs being the principal portion of the irregularity in the bank borrowings as on 31 March 1989 into Working Capital Term Loan (WCTL) carrying interest @ 13.5 percent per annum and fund interest position carrying interest @ 6 percent per annurn.

iv. To charge interest @ 6 percent per annum from October 1987 on interest funded up to 30 September 1987 amounting to Rs.427 lakhs on interest free basis.

v. To fund interest for the period October 1987 to 31 March 1988 and for the period 1988-89 (April - March) and charge interest thereon @ 6 percent per annum from April 1 989.

vi. To receive interest for the year 1988-89 (April-March) in 24 equal monthly instalments fiom 3 1 July 1989.

vii. To revise repayment schedule so that the funded interest would be paid in 28 quarterly instalments commencing from 30 June 1989 to 3 1 March 1996.

viii. To revise repayment schedule for the term loans and working capital term loans-existing and additional so as to be repaid in 36 quarterly instalments commencing fiom 30 June 1990 to 3 1 March 1999.

ix. To waive penal interest, commitment charges etc, if any charged up to 31 March 1989.


i. To provide Rs. 155 lakhs (interest free) in two instalrnents during 1989-90 and 1990-91. The instalment of Rs.59 lakhs for the year 1989-90 may be released immediately so as to enable the company to adhere to the implementation schedule envisaged in the scheme.

ii. To guarantee the additional InstitutionaVBank term loans and additional working capital facilities.

iii. To provide additional funds on interest free basis to meet any short fall in the cash generation projected for meeting the institutionalhank dues; the Government is to consider it at the time of review of the scheme.

iv. Repayment of Rs.271 lakhs interest free (being deferment of sales tax/

electricity duty) to be accepted after InstitutionaVBank dues with an option to convert the same or part there of into equity.

v. To continue supply of power at concessional rate of 29.3 paise per unit for ten months in a year and @ 80 paise per unit for the remaining two months up to 1999.

vi. To extend validity of the status of relief undertaking expiring on 13 June 1989 fkom time to time as may be required by Institutions and Banks.

Chapter 6

6.8.2.4 Company

i. Shall secure interest free fund to the extent of Rs.155 lakhs from the Government of Kerala Rs.59 lakhs irnrnediateIy and the balance Rs.96 lakhs in 1 990-9 1 .

i i . Shall secure the Government of Kerala's guarantee for the additional term loans and funded interest to be provided by Institutions and Banks.


In the case of TRL the rehabilitation scheme could not be implemented

as per schedule due to the failure of the Participating Agencies in providing timely

finance. The Financial Institutions had agreed to provide fresh term loans

amounting to Rs.89 lakhs of which only Rs.66 lakhs were made available. Even

the disbursed amounts were not made available in time. Similarly, the Government

of Kerala had agreed to provide interest free loan of Rs. 155 lakhs but only Rs. 129

lakhs were made available yet. The delay in providing the required finance

affected the timely implementation of the rehabilitation scheme and the

performance of the company continued to languish. The outbreak of gulf war1 in

1990-91 affected the export of Rayon Yarn and it caused demand recession in the

domestic market. As a result, TRL incurred a huge loss of Rs.570 lakhs in 1990-

91 and Rs.59 lakhs in 1991-92. Heavy losses incurred caused severe financial

constraints and the company could not make repayment of term loans and interest

charges thereon. The arrears of interest stood at Rs.838 lakhs as on 3 1 March

1993.

The poor operating results of the TRL and the huge accumulation of

interest bearing securities made the Operating Agency to make a report to the

BIFR that the TRL had lost its long-term viability. As a result the BIFR directed

'Iraq invaded Kuwait in August 1990 and the US led coalition defeated Iraq in February 1991.

the Operating Agency to revise the rehabilitation scheme keeping in view the

following guidelines.

i . The company to clear the backlog of interest dues to the extent of Rs.400 lakhs by 3 1 March 1994 and the balance amount of Rs.438 lakhs in 1994-95.

ii. To keep the rate of interest on term loandfunded interest unchanged as provided in the sanctioned scheme.

iii. To revise the requirement of working capital borrowing which ould be adequate for achieving the envisaged level of turnover.

The BIFR approved the modified scheme in February 1994. The Modified

rehabilitation scheme envisaged to make the operations of TRL viable by

increasing sales and reducing the interest charges. In order to make the company

viable the scheme proposed a sales turnover of b.6139 lakhs in 1993-94, Rs.6 198

lakhs in 1994-95 and to remain at the same level till 2001-02. To reduce interest

cost the scheme proposed to reduce the annual interest charges fiom Rs.567 Iakhs

in 1993-94 to Rs.208 lakhs by 2001-02 with the gradual repayment of term

liabilities. The rehabilitation scheme projected the operating results and financial

position of the company for a period of nine years from 1993-94 to 2001-02 as

given in Table 6.27.

Chapter 6 230

operations of the company profitable in 1993-94, the networth positive in 1998-99

Table 6.27:- Projected Financial Position and Operating Results of TRL

and to wipe off the entire amount of accumulated losses by 2000-01.

6.8.4 Operating Results of TRL afker Reporting to the BIFR

2002

486 4231 2117 382 518

35

900

6198 5599 599 35

2 1 187 426 196 230

The perfomance of the TRL was closely related to the swings in the

Rayon Industry. The out break of gulf war2 in 199laffeoted the export of rayon

yarn and the consequent demand recession in the domestic market made the

source: Rehabilitation scheme (Modified).

Table 6.27 shows that the rehabilitation scheme envisaged to make the

in lakhs) 2001

503 4263 2117 382 288 217 141 43

670

6198 5420 778

35

55 187 571 263 308

industry sluggish and the company incurred a huge loss of Rs.570 lakhs in 1990-

(Rs. Z O O

520 4260 2149 382 91

447 288

51 111 362

6198 5390 808 35

93 187 563 259 304

9land Rs.59 iakhs in 1991-92. The general improvements in the industry helped

1999

557 4244 2184

382 91

677 419

59 415 58

6198 5350 848

35

131 187 565 260 305

the TRL increase the sales turnover during 1992-93 and 1993-94 and to earn net

Particulars


Fixed Assets (net) Current Assets Current Liabilities Share Capital Reserves & Surplus Term Loans Funded Interesl Debentures Accumulated Loss Networth Operating Rtrulta: ( year ended 31 Match)

S.V.P Operating E x p s w Operating Profit Non-Opemting Income Interest: Term bans Working Capital Loans

Profit Beforc Tax Income Tax Net Profit After Tax

profits of Rs.218 lakhs and Rs.474 lakhs respectively during the same period. But

1994

691 3447 2631 382

91 1832 1114

99 3037

-2564

6139 5094 1045

35

380 187 513

513

2 Iraq invaded Kuwait in August 1990 and the U.S. led coalition defeated Iraq in February 1990.

1995

802 3380 2319 382

91 1601 975 91

2361 -1888

6198 5067 1131

35

303 187 676

676

1997

5 4141 2254 382 91

1139 697

75 1082 -609

6198 5202 996 35

206 187 638 - 638

1996

726 3748 2289 382

91 1370 836

83 1720

-1247

6198 5160 1038 35

245 187 641

641

1998

601 4221 2219 382 91

908 558 67 720

-247

6198 5206 992 35

170 187 670 308 362

Chapter 6

the company could not repeat the same performance in the succeeding years. The

outbreak of plague in Surat and Maharashtra during 1994-95 affected the domestic

market for rayon yam. Similarly the shift fiom the specific rate to advalorem

system of levy of excise duty made in the union budget 1994-953 increased the

cost of production of rayon yarn. The recession in the textile industry and the shut

down of many textile inills in South India had an adverse impact on the

performance of TRL. The power cut imposed on EHT consumers in Kerala during

January 1996 also affected the performance.of the company. The company had to

reduce the capacity of operation nearly by 15 percent. A culmination of all those

adverse factors gradually reduced the sales turnover from Rs.6768 lakhs in 1993-

94 to Rs.4008 lakhs in 1999-00 and the company incurred a huge loss of Rs.4816

lakhs between 1994-95 and 1999-00, Figure 6.7 is the graphical representation of

the projected and actual sales and profitnoss of TRL and Table 6.28 exhibits the

operating results and financial position of TFU from 1992-93 to 1999-00.

8000 1 Fig: 6.7:- Projected and Actual Sales and ProfitlLass of TRL

7000 - c 6000 - .- 6 5000 - U)

4000 - S'G- 5 3000 -

e 2 = 2000 - (11

g 1000- - 23 0 \ I I I I

-1000 - 1994 199f 19m t B Q L - 2000 Year

-2000

- Pmjected Sales - Projected Profit -Actual Sales -Actual Profit

3 Annual report: TRL 1994-95, P3.

Chapter 6

As on 31 March 2000 the accumulated losses of the company stood at

Table 6.28:- Operating Results and Financial Position of TRL

Rs.7754 lakhs and the networth, at the negative figure of Rs.7214. A Current Ratio

of .64 and a Debt- Equity Ratio of 12.74 on the same date reflect the poor financial

position of the company. At this juncture the BIFR in October 2000 decided to

Source: Annual reports.

19%

687 1903 1766 1.08 382

91 4816 10.18 4464

(3992)

5735 56

5953 (162) 103.8

588 (750)

Particulars

Financial Position: (us on 3 1 March)

Fixed Assets(net) Current Assets Current Liabilities Current Ratio Share Capital Reserves & Sutplus Term Liabilities Debt-Equity Ratio ~ccumulated Imses Networth

Operating R ~ u l t j : ( year ended 31 March) S. V. P

Other Income Operating Expenses Operating Prof t (loss) Operating Cost Ratio (YO) Finance Charges Net Profit (Loss)

- - -. - - -

serve a formal notice for the winding up of the company admitting the view

1997

621 1599 1864 0.86 382 9 1

4966 10.5

5082 (4610)

4572 22

4636 (42)

101.4 575

(617)

expressed by the Operating Agency in March 1998 that the company couldn't be

in lakhs)

1999

459 1461 1737 0.84 449 9 I

6074 11.25 6430

(5890)

4502 40

4687 (145) 104.1

701 (846)

(Rs. 1998

554 1666 1842 0.90 382

91 5467 11.56 5555

(5082)

4171 53

4263 (39)

102.2 580

(619)

1993

662 2819 1376 2-05 3 82 91

5153 10.9

3520 (3048)

6353 43

5647 749 88.9 531

218

-

made viable on a long-term basis.

2000

404 1309 2046 0.64 449 9 1

6881 12.74 7754

(7214)

4008 27

4640 (605) 1 15.8

720 (1325)


1994

772 3394 1525 2.23 312 9 1

5215 11.03 3046

(2574)

6768 3 5

5770 1033

85.33 559 474

Poor sales due to the recession in the textile industry and heavy burden of

1995

754 2930 1722 1.70 382 91

5196 10.99 3705

(3232)

5774 32

5869 (63)

101.6 596

(654)

interest led to the failure of the rehabilitation scheme implemented in TRL. The

out break of the Gulf War in 1991 and the plague in Surat and many parts of

Maharashtra affected the export of rayon yarn and caused demand recession in the

Chapter 6 233

domestic market. The sustained demand recession ova the years resulted in the

closure of many textile mills in South India. It adversely affected the performance

of TRL. The heavy burden of interest on borrowed funds also affected the

performance of TRL. I f the company had been able to arrange OTS of dues with

own funds the position of the company would not have been worse as of now.

6.9 The South India Wire Ropes Limited

The South India Wire Ropes Limited (SIWR) was incorporated on 13

December 1961. The company was jointly promoted by MIS Seshasayee Bros

(Travancore) (P) Ltd and the KeraIa State Industrial Development Corporation

(KSIDC) in technical collaboration with MIS Kokoku Steel Wire Ltd., Japan. The

Registered Office of the Company and the Factory is situated at Edathala in

Ernakularn District, Kerala State. SIWR is the largest wire rope manufacturing

unit in South India and the second largest in the country. Ever since

commencement of production in 1964 the performance of the company has not

been encouraging. The poor operating results and the sustained losses incurred by

the company led to change in management in 1969, 1975 and finally in 1979,

when Shri. H.M Periwal and his associates took over the management of the

company. They took several steps to rationalise the company's operations and the

company did show signs of recovery during 1982-85. But it did not last long and

the company incurred losses continuously since 1985-86.

The company initiated a modernisation scheme in March 1985 at a project

cost of Rs.246 lakhs with the aim of producing higher diallonger length wire ropes

for coal, steel and exploration industries. Unfortunately the project could not be

implemented as per schedule due to the delay in supplying machinery by the

indigenous manufacturers MIS Aluminium Industries Ltd. It resulted in cost over

nm, increase in interest charges due to the accumulation of debt and consequential

operating losses continuously since 1 9 85-86.

Chapter 6 234

The Board of Directors made a report to the BIFR on 31 October 1987.

The operating results of SIWR from 1979-80 to 1986-87 is shown in Table 6.29.

Table 6.29:- Operating Results of SIWR

Net Profit, (Loss)

1979-80

1980-81

198 1-82

1982-83

1983-84

1984-85

1985-86

1986-87

151

197

273

420

344

449

498

393

Table 6.29 shows that as on 3 1 March 1987 the amount of accumulated

losses stood at Rs.212.73 lakhs as against the share capital and free reserves of

Rs.70 laws making the networth negative at Rs.147.30 lakhs.

- (Rs. in lakhs)


The BIFR declared SIWR as a 'Sick Industrial Company' within the

meaning of section 3(1)(0) of SICA, 1985 on 27 September 1988. The Industrial

Reconstruction Bank India (IRBI) was appointed as the Operating Agency in

March 1989. The IRBI submitted a draft rehabilitation scheme to the BIFR in

June 1989 and the scheme was finally approved on 13 September 1989 fixing 30

September 1989 as the cut off date for funding of interest on tern loans.

Accumulated Loss

102.88

6.9.1 Reasons for Sickness of SIWR

Networth

-

The rehabilitation scheme identified the following reasons for the

sickness of SIWR and its present state of affairs.

Chapter 6

i. Inordinate delay in implementing the modernisation scheme.

ii. Continued neglect of routine repairs and maintenance of plant and machinery.

iii. Lack of discipline in financial management

iv. Non co-operative work force.

v. Uncompetitive market conditions.


The rehabilitation scheme identified the causes of sickness in STWR and

suggested suitable revival measures for the company. The cut off date for the

scheme was as 1 October 1989 and it was approved by the BIFR on 4 December

1989. The cost of the scheme was estimated at Rs.115.50 lakhs. The cost of the

scheme and means of finance are given in Table 6. 30.

Table 6.30:- Cost of the Scbeme and Means of Finance (Rs.in lakhs)

/ Repairs and renewals

Capital expenditure earlier years 1 45.00 /

Requirement of Funds Amount Means of Finance

34.94

I Pressing creditors: 1 1 Export incentives 1 19.50 1

Amount

Undrawn term loans for

Margin for additional working capital

The rehabilitation scheme envisaged a capital expenditure of Rs. 34.94

lakhs and allocated Rs. 57.90 lakhs to pay off pressing creditors. Undrawn term

loans of earlier years Rs. 45 lakhs and loans from Financial Institutions Rs.28

lakhs were the major sources of finance for the scheme.

13.20

Arrears of wages 17.70 Over due commission 10.00 Transport creditors 1 5.70 Arrear ST dues 4.55 Customs duty -?!?

Total -

Promoters contribution

Investment subsidy


57.90

1 15.50

13.00

10.00

New term loans:

IRBI 19 KSIDC 9 -

Total

28.00

1 15.50

Chapter 6

6.9.3 Rehabilitation Strategy

The rehabilitation scheme aimed to improve the overall profitability of the company. This has been sought to be achieved through

i. the adoption of a better product mix which would gainfully exploit the company's relative superior production facilities and market opportunities for high value added items

ii, containing the additional borrowings

iii. improving the current ratio of the company by converting the current liabilities into long term liabilities such as funding the arrear overdue interest, segregation of irregularity in the working capital account and converting the

same into term loan and repayment of certain pressing liabilities

iv. augmentation of the company's working capital resources to facilitate smooth flow of inputs to ensure uninterrupted production

v. waiver of penal interest on overdue liabilities and reduction in debt servicing capacity of the company to accepted levels

vi. completion of the on-going modernisation scheme to enhance the installed capacity of the company to the targeted 12000 TPA and to improve the quality of the output and

vii. strengthening the management team by filling up the key functional positions and delegation of adequate powers to the Chief Executive commensurate with the tasks assigned to him.

6.9.4 Relief and concessions

6.9.4.1 SBT

i. Waiver of penal interest charged, if any.

ii. Conversion of irregularity in the working capital account estimated at

Rs.47.75 lakhs into working capital term loan carrying interest @ 1 3.5 percent per annum.

iii. Conversion of principal portion of the outstanding against LCBR dues estimated at Rs.113.80 lakhs into working capita! term loan carrying interest @ 13.5 percent per annum.

Chapter 6 237

iv. Funding the arrear interest up to 31-03-1989 on the term loans as well as on the proposed working capital term loans carrying interest @ 6 percent per m u m .

v. Rescheduling the repayment of the term loans so as to be payable for a period of nine years commencing from 1990-9 1 .

vi. Sanction of need based working capital facilities of the company carrying interest @ 15 percent per annum during the frrst seven years commencing from 1989-90 and at 16.5 percent per mum hereafter.

6.9.4.2 KSIDC

i. Rescheduling the repayment of the term loans so as to be payable in nine years commencing kom 1 990-9 1 .

ii. Funding the arrear interest up to 3 1-03-1989 on the term loans carrying interest @ 6 percent per m u m . Funded interest shall be playable in four years commencing from 1 989-90.

iii. To take up the case of the company with Government of Kerala for relief and concessions such as sanction of IFST Loaddeferment of payment of sales tax

and to resolve labour disputes, if any.

i. Release of balance undisbursed amount of Rs.45 lakhs out of its earlier term loans

ii. Rescheduling the repayment of principal portion of the term loans so as to be payable in nine years commencing from 1 990-9 1 .

iii. Funding the arrear interest up to 3 1-03-1989 carrying interest @ 13.5 percent per annum.


i. Permission to defer sales tax payable during 1989-90 and 1990-91. The sales tax thus accrued shall be payable in 1992-93 and 1993-94.

ii. To permit the company to repay pending sales tax arrears over a period of two

years starting from 1992-93.

Chapter 6 238

iii. To recommend the case to Central Government to accord excise duty relief as applicable to sick units.

iv. To ensure amicable industrial relations.

v. Exemption from power cut.

6.9.4.5 Central Government

i. Exemption from the provisions of sections 1 15(J) and 41 (I), Income Tax Act.

i i . Excise duty relief as appticable to sick units.

6.9.4.6 Workers

i. An undertaking to maintain production of 600Mt per month.

ii. To co-operate with the management in cost reduction measures.

iii. Not to resort to strike or any other disruptive measures in case of any minor delay in payment of mear wages.

6.9.4.7 Promoters

i. To bring in interest free fresh funds amounting to the tune of Rs. 13 lakhs; out of which Rs.6 labs being shortfall in the contribution committed by the promoters at the time of sanction of second trench of term loans by IRBI and KSIDC.

ii. To designate the Chief Executive as ED and delegate all powers of M.D to him.

iii. To bring in interest free hnds to meet cost over-run / cash losses if any in hture.

6.9.5 Projected Financial Position and Operating Results of SIWR

The rehabilitation scheme aimed to make the operations of the company

profitable by increasing sates and reducing interest charges. It projected the

financial position and operating results of the company for a period of 10 years

from 1989-90 to 1998-99. They are given in Table 6.3 1

Table 6.31:- Projected Financial Position and Operating Results of SIWR (Rs. in lakhs)

1 particulars 1 19891 19901


Fixed Assets

Current Assets

Cment Liabilities

Term Liabilities

Share Capital

Reserves & Surplus

Networth

Operating Results: bear ended 3 1 March)

S.V.P

Operating Expenses

Operating Income

Interest

Net Profit (Loss)

I 1 L I


Chapter 6 240

Table 6.31 shows that successful implementation the scheme aimed at

making the operations of the company profitable in 1989-90, the networth positive

in 1993-94 and to wipe off the entire amount of accumulated losses by 1994-95. In

order to make the operations of the company viable the scheme projected a sales

target of Rs. 1279 lakhs in 1989-90, h.1659 lakhs in 1990-91 and to remain at the

same level till 1998-99. To enhance the profitability the scheme proposed a

gradual reduction in interest from Rs. 1 1 7 lakhs to Rs.56 lakhs between 1 989-90

and 1998-99 by reducing term liabilities from Rs.695 lakhs to Rs.27 lakhs during

the same period.


In the case of SIWR the rehabilitation scheme could not be implemented

as scheduled due to the delay in providing finance by the Participating Agencies.

Only the promoter's contribution was received in time. The IRBI and the KSIDC

delayed the disbursal of the sanctioned loans. The export subsidy received by the

IRBI as the Operating Agency, was not disbursed at all on the ground that the

rehabilitation scheme was not working properly. The restrictions imposed by the

SBT in the sanctioned working capital limits aggravated the financial crisis and

the company had to reduce its capacity of operation, which affected adversely the

production schedule envisaged in the rehabilitation scheme. Contrw to the

Government assurance, the imposition of power cut in all HT and EHT units in the

state also affected the day-to-day working of the company.

6.9.7 Financial Position and Operating Results of SIWR

In SIWR the rehabilitation scheme could not be implemented as per

schedule. It affected the performance of the company adversely. The sales

declined gradually and the company incurred losses continuously year after year.

The financial position and operating results of the SIWR after implementing the

rehabilitation scheme are given in Table 6.32.

Table 6.32:- Financial Position and Operating Results of SIWR (Rs. in lakhs)

Particulars


Fixed Assets (net) Current Assets Current Liabilities Current Ratio Share Capital Reserves & Surplus Term Liabilities Debt-Equity Ratio Accumulated Loss Networth Operating Results:

(year ended 3 1 March) S V P

Other Income Aggregate Income Operating Expenses Operating Cost Ratio (%) Operating Profit (Loss) Finance Charges Profit (Loss) for the year Net Profit (Loss) c/f

Source: Annual Reports

24 1

Chapter 6

In order to make the operations of the SIWR viable the rehabilitation

scheme projected a sales target of Rs. 1279 lakhs, in 1989-90 and Rs.1659 lakhs

from 1990-9 1 onwards. But due to the poor implementation of the rehabilitation

scheme the sales of the company were only Rs.609 lakhs in 1989-90 arid Rs. 898

lakhs in 1.990-9 1 and the company incurred huge losses of Rs. 13 1 lakhs and Rs.68

lakhs during the same period. 'It affected the viability of the company and the

-BIFR in November 1991 directed the Operating Agency to find out a new

promoter and suggest new revival proposals for the company. The Operating

Agency could not find a suitable promoter who can takeover the company.

The performance of the company continued to be poor in succeeding

years also. The company incurred a huge loss of Rs, 1 1 1 3 lakhs between 199 1-92

and 1996-97 making the accumulated losses at Rs. 1 8 16 lakhs and the networth at

the negative figure of Rs.1694 lakhs as on 31 March 1997. Figure 6.8 shows the

projected and actual sales and profit/loss of SWR.

1 2000 , Fig: 6.8:- Projected and &tual Sales and ProfitlLoss of SlWR

-500 t- Y Y 7 r r

Year

- Projected Sales - Projected Profit -Actual Sales -Actual ProM

The figure exhibits that SIWR could not achieve the projected sales

targets and the company incurred losses continuously year after year. Poor sales,

high operating expenses and heavy finance charges were the reasons for huge

losses incurred by SIWR. The average annual sales of SIWR after implementing

the rehabilitation scheme was only Rs.768.38 lakhs and the average Operating

Cost Ratio during the period was 105.6 1 percent. The amount of finance charges

increased from Rs. 1 1 1 lakhs to Rs. 183 lakhs between 1989-90 and 1996-97 due to

the accumulation of term liabilities from Rs.906 lakhs to Rs. 1742 lakhs during the

same period. Poor operating results and heavy losses incurred put the company in

deep financial crisis and left with no other alternative the company was laid off in

July 1997.

The failure of the efforts to find a new promoter and in the absence of

new proposals for the rehabilitation of the company the BIFR came to the

conclusion that the company was not viable and a show cause notice for the

winding up of the company was issued on 1 1 September 1995. Meantime the

Government of Kerala requested the BlFR to maintain status quo for a period of

one year to find out a new promoter and the Board accepted it in August 1996.

In SIWR defective implementation of the rehabilitation scheme due to the

delay in extending support by the participating agencies resulted in its failure.

Huge accumulation of debt and interest cost thereon also affected the profitability

of the company adversely. The company wanted a substantial reduction in debt by

arranging One Time Settlement (OTS) of dues with own hnd instead of re-

scheduling term loans after finding of interest.

6.10 Conclusion

Among the eight companies selected for the study only two government

companies, the Kerala Minerals and Metals Ltd (KMML) and the Steel and

Industrial Forgings Lid (SIFL) were able to come out of the purview of the BIFR

Chapter 6 244

after making their networth positive. The rehabilitation scheme implemented in

KMML became a success only because of the government policy to include

titanium dioxide in the restricted list of imports. Complete elimination of the

borrowed funds and interest charges by arranging One Time Settlement (OTS) of

dues to Banks and Financial Institutions ~ t h fund support from the Government

made the rehabilitation scheme in SIFL a success.

The liberal import of ceramic cores due to the change in the government

policy led to the failure of the rehabilitation scheme in Elcera Substrates Ltd,

Failure of the rehabilitation scheme to provide supportive measures to increase

sales resulted in the failure of the rehabilitation scheme in the Pigments India Ltd.

In Transformers and Electricals Kerala Ltd (TELK), the rehabilitation

scheme failed mainly due to inadequate sales, heavy interest charges, excess

personnel, low productivity and poor implementation of the rehabilitation scheme

due to diversion of funds. The delay in extending support by the participating

agencies to the rehabilitation scheme caused the failure of the rehabilitation

scheme in the South India Wire Ropes Ltd (SIWR).

In Aluminium Industries Ltd (ALIND) and Travancore Rayons Ltd

(TRL) in spite of the increase in sales, rehabilitation schemes failed mainly due to

the increase in operating expenses and heavy interest charges. If the rehabilitation

schemes had included effective cost control measures and steps to eliminate

interest by arranging OTS of dues, the schemes would have become a success.

Thus these findings are in agreement with the previous finding that the

major factors influencing the success of the rehabilitation schemes are government

policy, One Time Settlement (OTS) of dues, support of the participating agencies,

increase in sales and scale of operation.

case studies of companies reported to the...

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