Companies & Sectors
Anil Ambani's son Anmol joins Reliance Capital board
The Board of Directors of Reliance Capital on Tuesday approved the induction of Anmol Ambani, the 24-year-old eldest son of Reliance Group Chairman, Anil Dhirubhai Ambani, on the Board of Reliance Capital as an Additional Director.
 
The induction follows the recommendation by the Nomination and Compensation Committee of the Board of Reliance Capital, comprising largely of Independent Directors, a company statement said. 
 
"The last two years have given me great learnings about the financial services business. I look forward to using this experience for scaling up our businesses and contributing towards their growth and progress," said Anmol Ambani.
 
An alumnus of Warwick Business School, Britain, he has been working in various financial services businesses within Reliance Capital since 2014.
 
He has also been a part of the interactions with Nippon Life for increasing stake in Reliance Life Insurance and Reliance Capital Asset Management in the last two years.
 
"Anmol's presence in any event evokes a lot of engagement and response. He likes to spend a lot of time interacting with local teams informally," said Sam Ghosh, Executive Director and Group CEO of Reliance Capital. 
 
Disclaimer: Information, facts or opinions expressed in this news article are presented as sourced from IANS and do not reflect views of Moneylife and hence Moneylife is not responsible or liable for the same. As a source and news provider, IANS is responsible for accuracy, completeness, suitability and validity of any information in this article.

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Airlines' route recast plan aims to lower fuel use, avoid Pakistani air space
In a bid to save fuel, cut emission and have better route utilisation, Indian carriers have suggested a new plan to the government that co-opts the air space controlled by the armed forces. It also calls for bypassing Pakistan while flying overseas to save navigation fees.
 
Called the Flexible Use of Airspace Initiative, under the larger aviation services management, it calls for: New, permanent routes for shorter navigation; grant of weekly permissions to operate shorter routes; and case-by-case approval by the defence Air Traffic Control to a pilot in air.
 
"If this is institutionalised, it will be a win-win-win for all: Less fuel use and lower emission -- which is good for the environment -- significant cut in fuel bills and shorter flying time for passengers," a top airline official said. "Avoiding Pakistani air space is part of the strategy."
 
The National Civil Aviation Policy that was unveiled in June also promises that the Ministry of Civil Aviation will strive to optimise the flexible use of airspace initiative in consultation with the Ministry of Defence. 
 
Sources said the Airports Authority of India has constituted a separate Directorate under the Department of Air Navigation Service Providers to look into the optimisation of the entire Indian airspace in coordination with the Aviation Ministry.
 
"Approximately 60 per cent of Indian airspace is under civilian operations. The rest is restricted and with the defence to operate. Due to this, most of the navigational routes for civil aircraft are not straight," said one official of an airline that has also sought the flexi plan.
 
"Take for example the Ahmedabad-Hyderabad sector. Currently, the route approved calls for around 590 nautical miles, since we have to fly over designated airport spaces. But under the flexi plan that we have proposed, it will get shorter to 480 nautical miles," the official said.
 
"Similarly, the Delhi-Goa sector requires us to fly over Mumbai, then along the coastline of the Arabian Sea to reach the destination. But what we have suggested is: We should be able to fly as the crow flies -- in a straight route -- over Madhya Pradesh, Maharashtra and Karnataka."
 
Explaining the same process on international routes, another airline official said flying from Ahmedabad to Dubai calls for Route Navigation Facility Charges of Rs 62,700 per leg, fuel of 7,800 kg and maximum pay load of 17,400 kg, or 166 kg per passenger.
 
But under the flexi plan, the navigation charges will get reduced to Rs 34,000 (as the Pakistan leg will be skipped), the fuel requirement will be 6,900 kg, while the pay load can be increased to 18,300 kg, or 174 kg per person. This translates into savings of Rs 100,000 per leg.
 
"Our air force and navy have to approve this. But this is quite common in the US and Europe."
 
As regards the third component -- called tactical air space management -- industry officials said this will neither be a permanent feature, nor can airlines use it in their route planning. Yet, on a case-by-case basis, it can yield some good savings.
 
Explaining the feature, an official said, the flight path between Delhi and Dehradun at present is slightly circuitous. "But if at a given point, the air space over Hindon -- which belongs to the Air Force -- is free, then for that particular flight the pilot can be given a fly-by nod."
 
Disclaimer: Information, facts or opinions expressed in this news article are presented as sourced from IANS and do not reflect views of Moneylife and hence Moneylife is not responsible or liable for the same. As a source and news provider, IANS is responsible for accuracy, completeness, suitability and validity of any information in this article.

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Grasim-Aditya Birla Nuvo merger: Difficult to remove cross linkages
On 12 August 2016, the Aditya Birla Group announced the merger of its two holding companies, Aditya Birla Nuvo Ltd (ABNL) and Grasim Ltd. As part of the restructuring, the financial services arm, Aditya Birla Financial Services (ABFS), will also be subsequently demerged and listed separately. However, the merger really does not streamline the businesses by removing all cross linkages, says a report.
 
In a report, proxy advisory firm Institutional Investor Advisory Services (IiAS), says, "Across the group, the promoter family’s control over the listed companies has been higher than its direct shareholding – an arrangement typically seen in the Indian markets of the 1970s. The current transaction lends itself to yet another of those structures."
 
"One of the stated drivers of the proposed transaction is simplifying this group structure. However, this is true only to a limited extent. There will be some consolidation of promoter stakes across group companies; but the merger really does not streamline the businesses by removing all cross linkages," it added.
 
The KM Birla Group has a complex holding structure, with cross holdings between multiple group companies. A large part of this is due to legacy issues, some of the newer companies, including Ultratech Cements, Idea Cellular and Aditya Birla Fashion & Retail (ABFRL) have relative cleaner ownership structures.
 
 
Post-merger, Grasim will be a conglomerate comprising a diverse set of unrelated businesses. Thus, Grasim is taking a step towards positioning itself as the Birla group’s holding company. "This raises uncertainties on capital allocation, and it will become difficult to value the company correctly. Therefore, the market is likely to punish the stock with a higher holding company discount," IiAS says.
 
 
According to the proxy advisory firm, the scheme (of merger) will give the promoter group almost 74% effective ownership of the financial services business or ABFS, once it lists. Had ABFS been demerged before merging Grasim, its shareholding would have mirrored that of ABNL’s. In such circumstances, the promoter group would have owned just 58.4%, it added.
 
Over the last 15 years, the promoters of KM Birla group have steadily increased their stake in most of the listed companies in the group. This is part of the group’s stated strategy of boosting the promoter shareholding in the flagship entities like ABNL, Grasim, IDEA, Hindalco and Ultratech. 
 
 
In May 2004, KM Birla had mentioned that he wanted to shore up the promoter holding to 30%. This was accomplished by December 2010, through a series of restructurings, creeping acquisitions and preferential allotments. This threshold was raised and in October 2011, Mr Birla stated that he wanted to increase the promoter holding to 40%. This has also largely been achieved, except in Grasim where the promoter stake is currently 31.3%. "The proposed merger will increase the promoter holding to 39% - just a breath away from the 40% target. Table below shows how promoters have increased stake in the listed group companies over the past 10 years," IiAS says.
 
 
According to the proxy advisory firm, there is a discernible pattern in the way the shareholding in KM Birla group has been increased, especially between 2000 and 2007, the preferred mode was creeping acquisitions. From 2008 onwards, the stake increased mostly through preferential allotments of shares and warrants. In 2015-16, and with the proposed transaction, the preferred mode to increase shareholding is through corporate restructurings.
 
However, at the same time, the Birla group’s predilection for preferential allotments during the 2007-2014 years has diluted minority shareholders significantly. For example, in ABNL, between 2007 and 2014, promoter shareholding went up from 40.5% to 57.2% through preferential allotments, resulting in minority shareholders’ dilution by 28%.
 
"Once again, through the ABNL merger, Grasim’s minority shareholders will get diluted by 29%, but promoters will have achieved their target of holding 40%. Grasim will be a bigger company, but its shareholders get exposed to the financial services and telecom businesses, which are capital-intensive and, given the competitive landscape, likely to remain cash hungry. Shareholders need to ask themselves: is it worth it," IiAS questioned.

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COMMENTS

Sanjeev Dighe

9 months ago

Request to clariey the following
GRASIM share is getting split to Rs 2 facevalue.
Whether AB Nuvo will also get the same, means 3 GRASIM shares x 5 _ 15 Grasim shares
and then 15 nos x 7 ABFS shares _ 105 shares of ABFS

100 ABNuvo shares ----- 150 GRASIM and 1050 ABFS

Also let me know the tentative dates for the above two conversion

Thanks

--- SANJEEV

R Balakrishnan

9 months ago

This group and corporate governance seem to be like two sides of a coin. Never shall one see the other

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