S E C T O R R E P O R T INDIAN TURNPIKES 29 April, 2011 “We were not a wealthy Nation when we began improving our highways... but the roads themselves helped us create a new wealth, in business and industry and land values... So it was not our wealth that made our highways possible. Rather, it was our highways that made our wealth possible.” Thomas H. MacDonald - Chief, U.S. Bureau of Public Roads Vinod Nair +91-22-6618 6379 [email protected]Subramaniam Yadav +91-22-6618 6371 [email protected]RESEARCH RESEARCH RESEARCH RESEARCH RESEARCH
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S E C T O R R E P O R T
INDIAN TURNPIKES
29 April, 2011
“We were not a wealthy Nation when we began improving our highways... but the roads themselves helped uscreate a new wealth, in business and industry and land values... So it was not our wealth that made ourhighways possible. Rather, it was our highways that made our wealth possible.”Thomas H. MacDonald - Chief, U.S. Bureau of Public Roads
NHAI is yet to award ~31,283km of projects, which forms 57.4% of the total NHDP plan,coupled with State Highways that are likely to award another 12,302km of orders, whichtogether provide an opportunity of USD60bn (Rs2.7tn).
New Minister, New Target
Mr. CP Joshi, the new minister for Transport and Highway, targets to award c.7300km in FY12.In keeping with this, in Q1 FY12, GOI invited bids c.for 2000km and annual prequalification for11,151km. NHAI awarded c.5100km for FY11, far below its revised target of ~9000km for theyear.
NH + SH opportunity
Source: NHAI, Planning commission, CRISIL, PINC Research * Phase I includes port projects and other NH # as Oct’10
ABL has a portfolio of 23 BOT projects of which 16 are operational. ABL has a strongunderstanding and history of performance in BOT. ABL handed over 4 BOT assets backto the Govt. The focus has been slow and steady with small-to-medium-sized projectsat the regional level. But the emphasis is on cash generation, risk mitigation and securinga sustainable business model. Now the tone has changed towards aggressive growth.Hence this could catapult higher valuations for ABL over the next 2yrs bringing it morecloser to the top leagues of IRB and ITNL. Currently, the stock is available at 1.3x P/BVFY12E.
IRB's unique ability to win bids at competitive levels v/s L2 and L3 is a trademark. Weunderstand that IRB identifies assets, and bids as per competitive and strategic value.This gives us immense confidence about IRB's business sustainability. Recent correctionin the stock price makes IRB a valuable investment proposal at 2x P/BV FY13E.
ITNL's emergence as a leading player in BOT space is here to stay with likely 1000kmof win over next 2yrs (+700km in FY10-FY11). In the medium term we would like to seeand assess more the performance of its BOT assets, given that initial phase could below in profitability (Consolidated project IRR), also EPC capability is low (outsourcedmodel) leading to lower valuation multiple for the business. We recommend HOLD rating.
Sadbhav Engg (SEL) has a well-established EPC division with healthy historicalperformance. In the last two years, SEL has added 9 BOT assets, we believe in the nearterm, valuations could be driven by the performance in these assets, which are likely toramp up only post FY13E. With no BOT wins in FY11, the strategy that SEL wouldadapt in FY12&FY13 would be watched eagerly. Execution in FY12E could be flat dueto a flatish opening order book. We recommend a HOLD rating given the priceoutperformance post Q4FY11 results and near term growth bottleneck.
Indian Road SectorMeet the Indian Road System…National Highways constitutes only 2%
The arterial network of roads, the National Highway (NH), which carries about 40% of roadtraffic, forms only 2% of the total network of roads. Only 1% of 70,934 km roads are six-laned and ~20.6% roads are four-laned and the remaining ~78% roads are two-laned orone-laned. Of the total National Highway network, State PWDs develop and maintain~35,979km, the NHAI maintains 28,126km, Border Road Organization maintains ~3565kmand balance 3,264km is yet to be entrusted to any agencies.
The Importance of Roads
Roads play a pivotal role in economic development of a country and make trade andcommerce possible. They also provide last mile connectivity and act as a feeder service toother modes of transportation. Roads play a much greater role in India as other modes oftransportation have not yet developed extensively vis-à-vis roads. As a result, Indian roadnetwork, which is the second-largest in the world, is 3.3mn km of length, carries ~ 85% ofpassenger and ~ 60% of freight traffic.
Government of India (GoI) announced schemes to improve the quality of existing roads andincrease road length in the hinterland of India to achieve inclusive growth. GoI initiatedprograms such as National Highway Development Project (NHDP) and Pradhan MantriGram Sadak Yojna (PMGSY). The NHAI is mandated to develop National Highways underthe NHDP program in seven phases, of which Phase I is almost complete. The schemeswould provide better connectivity, faster movement of cargo, reduction in vehicle operatingcosts and reduction in fuel consumption.
India’s success of the Five year plan programme
Through its Five-Year plans, India increased the length of National Highways from 21,378km during the late 1940s when it achieved independence to 70,934km now. The IXth Planhas seen the highest addition of 23,814km highways.
State Highways on the other hand consist of 4% of network. State authorities have shownrenewed interest in recent times to upgrade the network and have announced favourablepolicies to attract developers and investors. The most active among the State governmentsare Rajasthan, Madhya Pradesh, Maharashtra and Uttar Pradesh.
Indian Road NetworkType of Roads Length (km) Length (%)
Source: WEF, PINC Research Note: Scale of 1-5, 5 represents good
4.3 4.23.8
3.33.0
2.3
0
1
2
3
4
5
China (53) Sri Lanka (55) Pakistan (72) India (90) Bangladesh (100) Nepal (130)
India needs better roads - WEF
Although India targets double-digit growth the prevailing deficit in infrastructure would makeit difficult to achieve this. Infrastructure development is one of the biggest challenges forGoI to sustain the current growth rate. Years of apathy and under-investment are responsiblefor the current dire state of the road sector.
In its recent Global Competitiveness Report, the World Economic Forum (WEF) rankedIndia 51. One of the indicators that composes the index is quality of roads, in which itranked India 90, well behind China and even Sri Lanka and Pakistan.
GoI recognizes India’s infrastructure deficit. The 2011 Economic Survey has called forrapid growth in infrastructure through a judicious mix of policy interventions that balancesthe objectives of growth and stability.
Opportunity galore – USD60bn opportunityNational Highway provides USD50bn opportunityAs per the NHDP program, NHAI is yet to award ~31,283km of projects, which forms57.4% of the total NHDP plan, coupled with State Highways that are likely to award another12,302km of orders, which together provide an opportunity of USD60bn (Rs2.7tn). Theseorders are likely to be tendered in the next 2-4 yrs to achieve the planned targets. PhaseI and II are almost complete and going forward, the emphasis is on Phase III and V. InFY11, about 86% of the projects have been awarded on Phase III and V.
New Minister, New TargetMr. CP Joshi, the new minister for Transport and Highway, targets to award ~7300km in FY12.In keeping with this, in Q1FY12, GOI invited bids for ~2000km and annual prequalification for11,151km. NHAI awarded ~5100km for FY11, far below its revised target of ~9000km for theyear. However, the new minister is upbeat and is formulating favorable policies. Further, therecent decision for annual Request for Qualification (RFQ), would expedite the process.Of the annual RFQs for 100 projects, 15 projects fall in Phase III of NHDP, 57 under PhaseIV and 27 under Phase V and one project under SARDP-NE (Special Accelerated RoadDevelopment Programme - North eastern region). If NHAI is able to achieve its new targetwe believe it would be able to catch up with the earlier target of constructing 20km/day ofroads, which seemed farfetched until recently.
NH + SH opportunity
Source: NHAI, Planning commission, CRISIL, PINC Research * Phase I includes port projects and other NH # as Oct’10
Awarding of new road projects had suffered for a brief period of seven months(June-December2010) due to several factors: 1) delay in appointment of a new chairman of NHAI; 2) CBIraids on NHAI officials; and 3) Issues of corruption that rattled the country for a few months.However, awarding by NHAI picked up and since February it sanctioned projects worthRs33.3bn. Following the cabinet reshuffle and taking of charge by the new minister whoput in place schemes to fight corruption, NHAI seems better placed to speed up awardingof projects and meet its targets unhindered. The recent award momentum and newerachievable targets give us more confidence.
NHAI awarding since February Projects Name State Name NH No Length TPC (Rs mn.) NHDP Phase Concessionaire Funded By Khagaria - Purnea Bihar 31 140 6,640 NHDP Phase III Punj Lloyd Infrastructure Ltd. Annuity Barasat - Krishnanagar West Bengal 34 84 8,670 NHDP Phase III Madhucon Projects Ltd. Annuity Krishnanagar - Berhampore West Bengal 34 78 7,022 NHDP Phase III SEW Infra. Ltd. Annuity Gopalganj-Chappra Bihar 85 92 3,250 NHDP Phase III Abhijeet Infrastructure Ltd. Annuity Dhankuni-Khargpur West Bengal 6 111 13,962 NHDP Phase V Ashoka Buildcon Ltd. BOT- TollAhmedabad - Vadodara Exp. Gujarat 8 102 36,000 NHDP Phase V IRB Infrastructure Ltd. BOT- Toll
Phases of NHDP programPhase K m DescriptionI 7,498 Widening and upgrading to 4 lanes of highways, it includes majorly GQ, some part of
NSEW, Port connectivity and other projectsII 6,647 Widening and improvement of NSEW and port projects not included in Phase IIII 12,109 Upgrading of high density NH, carrying high volume of traffic, connecting state capitals,
and places of economic, commercial and tourist importanceIV 20,000 Upgrading NH to two-laning with paved shoulders to ensure minimum benchmark for
HighwaysV 6,500 Six-laning of existing four lane highways, comprising of GQ and other high density
stretchesVI 1,000 Development of 1000km of expressways, particularly located within few hundred km of
each other.VII 700 Development of ring roads, bypasses, grade separators and service roads.
Source: NHAI, PINC Research
National Highway Development Project (NHDP)The National Highway Development Project (NHDP) initially included Golden Quadrilateral(GQ) and North-South and East-West corridor (NSEW) was later expanded to 54,454kmin seven phases. Of the total, the program has been currently implemented in four phasesI, II, III, and V along with port projects covering total length of 34,218km. Of this, 43% isalready four-laned and six-laned, 26% is under implementation stage, and 30% is yet tobe awarded. Until date, NHAI has expended Rs1159.9bn on all the phases.
NHDP
NS&EWGQ Ph. I & II Phase III Phase IV Phase V Phase VI Phase VII Total
State highways provide USD10bn opportunityAs economic activity gains momentum, state governments are also looking at PPP modelto develop state highways. States such as Maharashtra, Madhya Pradesh, Rajasthan,Karnataka, Uttar Pradesh and Andhra Pradesh are aggressively pursuing the Build OwnTransfer (BOT) model for awarding road projects. These states already completed ~3200km of highways under the PPP mode and ~6300km are under implementation. In the next2-3 years, these states are likely to tender projects worth USD10bn covering ~12,302km.
Favourable policies attract developers
State highways are increasingly gaining prominence among developers as they offer favorableconcession, bidding and tolling policies. Further, the most crucial factor inspiring theirconfidence is the state governments’ commitment to highway development. For instance,Rajasthan assures 100% land within 90 days from issue of Letter of Award; also provides40% viability gap funding during the construction period like NHAI projects. States likeKarnataka require minimum net worth of 15% of project cost for bidding, some states require25% net worth. In terms of tolling, Rajasthan, Karnataka, and Andhra Pradesh provide highertoll rates and Madhya Pradesh and Karnataka provide better rate and frequency of revision.
PPP State road projects
Source: Planning Commission, State PWD, CRISIL, PINC Research
Financing in placeHistorically central and state governments have undertaken funding for roads and the shareof private sector in road capex has been about 16.5% over the past five years.
Funding support to such private players has come primarily from the Indian Banking system.Private players have done relatively well, given Reserve Bank of India’s (RBI’s) tight liquiditymanagement and external funding restrictions. Since CY2000, banking credit grew at morethan 50% for the total infrastructure sector and at 40% for the road and port sectors.
Funding available at a cost…the crowding off effect
The Indian banking system funds the major portion of the private sector capex. In the XIthplan, private sector capex is slated to touch 30% of the planned outlay and eventually to50% of the XIIth plan. Given the restrictions and limitations of external funding, this has ledto an increase in cost of funds. Moreover, the road sector also suffers with crowding out offunds from heavy capacity expansion programs in sectors like power.
Funding for RoadsX Plan X Plan XI Plan FY08 FY09 FY10 FY11 FY12 XI Plan
The Union Budget of FY12 had to some extent addressed the longstanding demand ofinfrastructure companies for long-gestation loans. The Budget increased FII investmentlimit in infrastructure corporate bonds to USD25bn from USD5bn. We view this developmentas a positive for the sector as it will address a number of issues faced by road developers:a) Long-term funding; b) Increasing the scope for SPV-level companies for external fundraising; c) Funding in domestic currency unlike in ECBs that carry currency risk.
Although appetite for such papers is increasing, we believe currently the takers are limitedto companies with AAA or AA+ rating in the road sector. Investors seem to prefer annuityprojects to toll road projects and this move would benefit larger and quality companies ininfrastructure space rather than smaller players.
Growth in lending to road sector
Source: RBI, PINC Research Source: Bloomberg, PINC Research
SBI PLR
29% 17%18%24%31%31%
16%15%
41%32%43%
27%43%
112%
42%
78%55%
36%38%
27%
58%67%
58%
36%
0%
60%
120%
180%
240%
2003 2004 2005 2006 2007 2008 2009 2010
Total bank credit grow th Infra lending grow thRoad lending grow th
Crowding out leading to higher cost of funding forinfrastructure developers
IIFCL Sanctions & Disbursement
Source: Company, PINC Research * till Dec.2010
97
239
42
128 95
165
0
60
120
180
240
300
Total Roads
(Rs
bn)
0
50
100
150
200Net Sanctions Amount Disbursed No of projects (RHS)
Infra credit requirement outpacing credit growthrate
Source: Company, PINC Research Source: Company, PINC Research
Vehicles per 1000 people
565
453451
12457271810
0
150
300
450
600
India
Indo
nesia
China
Thail
and
Braz
il
Japa
n
US
Germ
any
623593563
300140132103
54363527130
200
400
600
800
India
Afric
a
Indo
nesia
China
Asia,
Far
Eas
t
Asia,
Midd
le Ea
st
Cent
ral &
Sou
th A
mer
ica
Braz
il
Euro
pe, E
ast
Pacif
ic
Euro
pe, W
est
Cana
da
Density of vehicle in India amongst lowest in the world - adressestraffic growth concernLatest data from SIAM (Society of Indian Automotive Manufacturers) shows that of every1000 person in India, only 10 own cars, which is among the lowest in the world. In countrieslike China and Brazil, the number is 27 and 124 respectively per thousand people. In termsof total vehicles owned, it is 13 per thousand people in India compared with 36 and 140 inChina and Brazil respectively.
Lower penetration ofvehicles in India...
Stage of development (Developed vs Developing)
Source: US Department of Energy Note: Above line indicates vehicles per 1000 ppl in US
SIAM, in its recent annual conclave, has projected a five-year CAGR of 14-16% forpassenger cars and 10-14% for MHCV until 2016.
Traffic growth to rise ahead
Considering the early stage of motorisation in India, we believe traffic growth would notonly sustain but will show an uptick in the coming years underpinned by favourabledemographics, higher disposable income and economic activity, and lower penetrationlevel of automobiles will be key catalysts for higher traffic growth. Hence, we have consideredtraffic growth of 6-8% for companies under our coverage.
India Automobile growthParticulars FY10 FY11 YTD FY16E FY12 gr. FY11-16 CAGR
Pre-qualification Individual projects are evaluated each time for Now a developer would be annually appraised This move would save time bothbidding for prequalification for a particular size of project for developers and NHAI and inturn
result in quicker awarding of projects
Networth requirement Irrespective of project size, a consortium - Upto project cost of Rs20bn, a consortium Definitely benefit large developers,should have networth of 25% of project cost should have networth of 25% of project cost as for large projects, it will reduce
- From Rs20bn-Rs30bn, a consortium should competition from smaller & nonhave networth of 25% of Rs20bn + 50% of serious developers.incremental cost- For Rs30bn & above, a consortium shouldhave networth of Rs10bn + 100% of incrementalcost over Rs30bn
Financial closure No criteria of Financial closure Now, developers would be ineligible for bidding Would again save time, as developersif three or more projects are not financially closed would prioritise to achieve financial
closure as soon as possible to bid foranother projects against waiting forbetter cost of funding and delayingprojects.
Technical & financial score Scores were assigned to consortium, Now, scores are assigned proportionately to This will put a check on the 'Nameirrespective of their stake in JV equity participation in the consortium lending' practice by which smaller
Single bid Projects with single bid are rejected & Board is empowered to accept single bids after Would save time & speed upre-tendered examining the reasonableness of the project awarding activity
VGF for Six laning of four Policy restricted overall cap of 5% & Overall VGF cap raised to 10% & individual would encourage participation, aslaning under Phase V individual project at 10% on VGF for Phase V project to 20% with approval from CCI projects become more viableTermination clause Contract would be terminated, if avg. daily traffic If traffic exceeds, then DPR is prepared & based Assured 15% IRR is positive &
exceeds designed capacity for three consecutive on that extension (max 5 yrs) is allowed at lend comfort to developeryears, unless highway is augmented 15% IRR on incremental investment
Exit policy Winning bidder must hold 51% stake till CoD, Minimum 51% stake till CoD, thereafter 26% till Would free up capital forthereafter 33% for next 3 yrs in operation & finally next two years, & then allowed to completely developer & allow to explore26% till end of concession exit further opportunities
Conflict of interest A bid is rejected, in case a bidder holds above Crossholding of stake raised to 25% Would help developer attract PE5% in other bid across the same project investors & infrastructure funds
Grant 40% grant was distributed during construction Now the entire 40% is available during Would financially aide the project,(20%) & during O&M (20%) construction phase as developer contribution reduces
Forfeiture of bid security A disqualified / non-responsive bid would result Only disqualification due to Conflict of Interest Would encourage widerin forfeiture of entire bid security amount of 1-2% criteria would result in forfeiture of 5% of bid participation from developersof project cost security amount
Pre - Qualification Pre qualifcation is done for individual project or Pre-qualification would be an annual exercise, Would help developer save timea set of three valid for 12 months or till 30th September,
whichever is earlierAward Mechanism Priority given to BOT Toll project, in case of Concurrent evaluation of all three modes of Would speed up awarding
poor response, it is converted to BOT Annuity awardingbasis, & then further to EPC
B K Chaturvedi committee recommendations
Source: BKC Committee Report, PINC Research
The CatalystBKC Report – paving way for growth of road sectorThe B K Chaturvedi committee was set up to resolve procedural impediments to the NHDPprogram and to arrive at a financial plan for the program. Acceptance of the B K ChaturvediCommittee’s recommendation has been a blessing for the road sector and for developers sincemost projects had no takers during the period of economic slowdown. The revised concessionagreement and regulations generated rejuvenated interest from investors and developers. Thishas resulted in NHAI awarding 5100km in FY11, which is highest in its history.
High opportunity…high competition…over the next three yearsWe foresee a strong business opportunity for strong players in the Road BOT segmentbased on the assumption that NHAI tenders 6500km in FY12 and 8000km in FY13.
Following the acceptance of BKC recommendations, we have seen higher competition inroad bidding, with high divergence in bidding prices.
NHAI awarding expected in next two years
Source: NHAI, PINC Research
Panvel - Indapur project Jetpur - Somnath project
Dhankuni - Kharagpur project
Source: NHAI, PINC Research Source: NHAI, PINC Research
Tumkur - Chitradurga project
(4,500)
(3,000)
(1,500)
-
1,500
0 2 4 6 8 10 12 14
(Rs
mn)
(4,500)
(3,000)
(1,500)
-
1,500
0 1 2 3 4 5 6 7
(Rs
mn)
(4,000)
(2,000)
-
2,000
4,000
0 2 4 6 8 10 12 14(Rs
mn)
0
400
800
1200
1600
0 2 4 6 8 10 12
(Rs
mn)
979
3,216
8,000
6,500
5,208
560,000520,000
349,393305,415
129,210
-
2,500
5,000
7,500
10,000
FY09 FY10 FY11 FY12E FY13E
Leng
th (k
m)
-
150,000
300,000
450,000
600,000
(Rs
mn)
Km (LHS) Ex penditures (RHS)
Intense competition...leading to irrational bidding
The competition is likely to be lower for high value projects like mega projects. But suchbidding certainly brings in the risk of irrational project win, thus increasing risk of projectfailure in year to come.
The best solution would be to invest in companies which have shown the background tomanage bidding phase well, generated high project RoEs and have seen the completeproject cycle.
A case study on Interstate HighwayNHDP is among the largest road development programs globally, hence to find out how thephase of development and success pan out, we looked at other large programs globally.We found that the interstate highways of the US are the nearest comparable. Hence, wetried to find out how the interstate highways were developed and funded and how theybenefited the US.
Interstate Highway System – USA
Interstate Highways, which changed the face of the US, were originally mooted by theRoosevelt administration in 1940s. However, it was President Dwight D Eisenhower whowas inspired by the German Autobahns and the need for a road system to move militarysupplies and troops in case of emergency. He signed the bill on 29th June, 1956, of FederalAid Highway Act of 1956 for launching a massive federal project of 41,000 miles nationwide,subsequently extended to current length of 46,876 miles (75,440 km). Officially knowtoday as “The Dwight D Eisenhower National System of Interstate and Defense Highways”.
The Interstate Highways replaced the existing old highways know as “US Numbered Highwaysystem” or “US Routes”. US routes, built in the 1930s, were inadequate to handle fasterand wider cars of 1950s even after widening and straightening of roads. The Interstates werebuilt along or on top of US routes. The originally planned system was to be completed in 12years but it took 35 years and cited to be complete with the opening of Interstate 70 in1992. The Interstate of 46,876 miles includes 5,500 bridges, 104 tunnels, 14,750 interchangesand zero traffic lights. Interstates were built by state highway or transportation agencieswith funding from the federal government and are owned and operated by the states.
~92% of funding was from federal government
The total cost of Interstate construction was USD128.9bn, of which federal governmentpaid ~92% i.e. USD119bn and remaining being contributed by the states. After initial plansof tolling or raising funds by issuing bonds failed, the federal government created a “HighwayTrust Fund” with initial seeding of USD25bn and continuously replenished through gasolinetaxes. The federal and state governments agreed to share the cost on 90:10 basis.
Travel time reduced due to Interstate systemParticulars Travel time declined by
Seattle and Portland, Oregon 25%Cleveland and New York city 33%Atlanta and Birmingham 40%Chicago and Minneapolis 25%
Source: Company, PINC Research
The changing face of AmericaAmerica has seen tremendous changes until date since the Interstate system has comeinto existence, as depicted in figure below. The population in the metropolitan area increasedfrom 56% to 80% of national population and most of the growth in metropolitan areasoccurred in suburban areas, which now constitutes closer to two-third of metropolitan areavs. 50% in 1950s. This also resulted in increased employment opportunity both during theconstruction phase and post-completion as most interstates cut travel time between citiesby more than 20%.
Impact on EconomyStimulated economy and fuelled American addiction to automobility.
Reduced the burden on railways, and trucking industry flourished
Substantially reduced freight cost; it is estimated that tractor-trailer operating costreduced 17% in Interstates vs. other highways.
Transformed the American shipping industry. It makes shipping time not only faster,but highly predictable, helping bring about a revolution in manufacturing and retailingthroughout the country. The freeways make “just in time” system possible, which meansgoods spend less time sitting around; this lowers overheads and consumer prices.
Reduced production and distribution costs in virtually every industry and increasedproductivity.
Improved inter-regional accessibility and created a national domestic market helpingcompanies cater to larger markets and at lower cost.
Programme National Highway Development Program (NHDP) Interstate Highway System National Trunk Highway System (NTHS)Implementing Authority NHAI State Governments / FHWA State CouncilWho built it State PWD / Private developers State government / transportation agencies Provincial Transport DepartmentWho owns it Government / Private operators State governments Majority by GovernmentLength (km) 54,454 68,872 35,000Total Cost incurred >USD25.8bn* USD128.9 bn -Initial cost estimated USD60 bn USD27.2 bn USD150bnIncrease in cost due to Higher raw material cost, land acquisition Increase in length, stricter design standard,
impediments & compliance with essential environmentrequirement & finally Inflation was a major factor Completed 13years ahead of schedule
Funding Budgetary allocation / Petrol Cess / Bonds / Tolls Gasoline tax Tolls / Provincial government fundingToll Majority roads are tolled Few roads are tolled Majority roads are tolled
Comparison of road development programs in other countries
Source: Company, PINC Research * ongoing ~28% completed and ~18.5% under implementation
GDP-USD billion
Source: Company, PINC Research
0
4000
8000
12000
16000
1950
1954
1958
1962
1966
1970
1974
1978
1982
1986
1990
1994
1998
2002
2006
2010
Although it may appear an exaggeration to state that the Interstate system alone led tosuch drastic changes, nevertheless, it did act as a backbone for development.
Ashoka Buildcon Ltd (ABL) has a portfolio of 23 BOT projectsof which 16 are operational. ABL has a strong understandingand history of performance in BOT. ABL handed over 4 BOTassets back to the Govt. The focus was slow and steady withsmall-to-medium-sized projects, but the emphasis being oncash generation, risk mitigation and securing a sustainablebusiness model. Now the tone has changed towardsaggressive growth. Hence this could catapult highervaluations for ABL over the next 2yrs bringing it more closerto the top leagues of IRB and ITNL. Currently, the stock isavailable at 1.3x P/BV FY12E.
Profitable 10 operating road BOT assets…All the operational projects are profitable. As of FY10, ABL recordedtotal BOT revenue of Rs1.65bn and PAT of Rs576mn. For FY12E,we expect revenue of Rs4bn and PAT of Rs941mn. Historicalhealthy performance, gives a thumbs-up to new wins.Building for the next league…Today ABL is qualified to bid for projects size of Rs16-20bn on itsown and is also venturing into new regions. Project worth Rs30bnwon in FY11. The approach is still measured but aggressive, ABLwon in re-bidding with L1 position of Rs1.21bn premium to NHAIwhile L2 was Rs~1.2bn.No Further Dilution...in the medium termWe do not expect dilution to happen at least for the next two year.On a best case basis ABL would require Rs8bn of equity funding(FY11E-FY13E) where as ABL is expected to end FY11 withRs2.5bn of cash. The D/E ratio remains at 0.5x, which keepsscope for future BOT win.VALUATION AND RECOMMENDATIONEquity invested until date by ABL is ~Rs4.5bn, which wouldincrease to Rs7bn and Rs10bn by FY12E and FY13E, we valueBOT (DCF) at equity multiple of 1.8x times and 1.2x times onFY12E and FY13E i.e. Rs12.5bn. Over FY10-13E, we expectrevenue of the standalone business to grow at 29.4% CAGR andPAT to grow at 28.2% CAGR. Adjusted for the BOT assets in thestandalone entity, PAT is expected to grow at 27% (BOT assetshave matured, leading to lower interest cost). We value thisbusiness at 9x FY12E adjusted earnings of Rs17.1 (EPC).
32
STOCK DATA
Market Cap Rs13.7bn.Book Value per share (FY12) Rs185Eq Shares O/S (F.V. Rs10) 52.6mn.Free Float 32.8%Avg Traded Value (6 mnths) Rs8.3mn52 week High/Low Rs362/226Bloomberg Code ASBL INReuters Code ABDL.BO
Source: Company, PINC Research *Not adj for percentage stake
A Healthy BOT Set
A feasible BOT portfolio that is already generating cash and profit
Ashoka Buildcon Ltd (ABL) has a portfolio of 27 BOT projects, of which 4 have beenhanded back to the government. Of this, 10 BOT road projects and 6 FOB projects areoperational. Of the 16 operational BOT projects, ABL (parent) operates 4, its subsidiariesand joint venture (JV) companies operate10, and an associate company (ABL: 50% stake)and a JV (ABL: 5% stake) operate one each.
All the operational projects are profitable. As of FY10, ABL recorded total BOT revenue ofRs1.65bn and PAT of Rs576mn. We expect revenue of Rs2.1bn & PAT of Rs982mn andrevenue of Rs4bn & PAT of Rs941mn for FY11E and FY12E respectively (note total BOTperformance).
ABL enjoys the first-mover advantage of knowing the business well, having seen the fullcycle of projects. The company has an established track record of identifying and runningBOT ventures profitably.
ABL has been focused on small-to-medium-sized projects at the regional level (stateprojects). Although the approach has been slow and steady, we understand that ABL'semphasis is on cash generation, risk mitigation and a thorough understanding of the businessdynamics. This approach has helped ABL in securing a sustainable business model, althoughthe company had to sacrifice fast growth in the process. We believe this is bound tochange now that the company has achieved critical mass and core competence.
Building for the next league…
Although the change is visible (tabled below new wins), ABL's approach seems measured.Our interaction with the company suggests that it is now keen about taking on largeprojects, building on the confidence of successful and profitable project execution over thepast 15 years. Today ABL is qualified to bid for projects worth Rs16-20bn on its own and isalso venturing into new regions.
Historical healthyperformance, gives athumbs-up to new wins...
Project Status Projects Land Acq % completed Tolling ‘E’ Status
Belgaum Dharwad 98% 5-6% FY12 Tolling to start by May 2011 end.Jaora - Nayegaon 4-Laning 100% 98.5% FY12 1st section tolling is expected to start in May
2011 while the rest 2 section by Sept 2011.RoB work in progress.
Pimpalgaon-Nasik 93-94% 35-40% FY14 6%-7% of land pending to be handed over.Sambalpur-Baragarh 70-75% 2-3% FY14 Awaiting appointed date by H1FY12, Environ-
ment clerance pending
Source: Company, PINC Research
L1 status suggests current bids would be profit accretive
ABL's latest round of bidding for NHAI projects fortifies our belief that the approach is stillmeasured but aggressive. For the Dhankuni Kharagpur project, TPC of which is Rs14bn,ABL won in rebidding with L1 position of Rs1.21bn premium to NHAI while L2 was Rs~1.2bn.
We are yet to value Dhankuni project as we await FC and project details.
Projects under construction….Two approaching tolling
The result will be strong growth in BOT revenue, which will substantially enhance company'stransformation from a mid-tier BOT player to a sizeable BOT and EPC player.
We do not expect dilution to happen at least for the next two year. On a best case basisABL would require Rs8bn of equity funding (FY11E-FY13E) where as ABL is expected toend FY11 with Rs2.5bn as cash in book. The standalone cash flow situation of the companyis very comfortable and well managed. With the recent equity raising the Debt/Equity ratiohas reduced to 0.5x, which keeps enough scope for future BoT wins.
Standalone Cashflow position (Rs mn)Particulars FY 08 FY 09 FY 10 FY 11 FY 12E FY 13E
EPC divisionABL has constructed 44 roads and bridges and built over 5.4 million square feet ofcommercial, industrial and institutional projects. The EPC division primarily executesengineering and designs works and procures raw material and equipment for own BOTdivision and third parties. It also: (1) maintains and repairs existing roads for own BOTdivision; (2) constructs and modernizes power distribution networks comprising distributiontransformers and electricity substations for third parties; and (3) constructs commercial,industrial and institutional buildings for third parties.
ABL has built a sizeable construction business; it ended FY10 with total constructionrevenue of Rs9.9bn and is likely to end the year with construction revenue of Rs11.7bn, up17%. We forecast total construction revenue to grow at 31% CAGR for FY10-13E. ABLhas ramped up its execution capability in the recent past. It now owns a large fleet ofequipment with gross block of Rs2bn and has 1,200 personnel executing the projects.
Please note that ABL's consolidated accounts are stated as per AS 21, which does notallow business and profits earned from own/subsidiary companies to be consolidated.Hence, consolidated revenue is netted off from construction revenue of own BOT ventures.We see this proportion to be maintained at 40:45% over FY11E-13E.
Power distribution projects
In FY09, ABL ventured into the power EPC business. Its first contract was from MSEDCLfor construction and commissioning of sub-transmission lines, distribution lines, powertransformers and new sub-stations. This business has shown substantial traction andcurrently forms ~30% of revenue and 40% of the order book.
The management's emphasis on this business is strong, given that it has earned goodgrowth and profit from this relatively new venture. EBITDA margins in this business arebetween 10-12% with net margin of 5-7%. Further, management is looking at new initiativesto expand either on its own or through partnerships. The current distribution orders standat Rs7bn, which are from Maharashtra state.
RMC and bitumen division
The RMC and bitumen division sells ready-mix concrete and bitumen and supports theEPC division. ABL owns 14 RMC plants with total production capacity of 650 cubic metresper hour, 86 concrete transit trucks and 19 concrete pumps. This division also sells andprocesses bitumen to a higher grade for use in road projects from its plant in Pune with acapacity of 60 metric tonnes per day. This division is expected to grow at 13% until FY13Eto Rs1.1bn.
Toll collection contract division
ABL also has a toll collection contract division that leverages its experience in collectingtoll on BOT projects and has a proprietary computerised toll revenue auditing system.
Recently, ABL won a toll collection contract for the Bankapur-Devgiri stretch in Karnataka.This is an annual contract of Rs220mn and is likely to be completed in FY12E. Margins insuch projects are expected at 15-20%.
In the past too, ABL entered into four such agreements to collect toll on roads/bridgesowned and constructed by third parties. The last contract had expired in February 2007.
ValuationBOT assetsWe value ABL using the SOTP methodology, BOT assets on DCF basis. We value theoperational tolled projects at 13% discount and under-construction projects at 14% discount.The cumulative equity value, adjusted for percentage stake, is Rs12.5bn. Equity investeduntil date by ABL is Rs4.5bn, which would increase to Rs7bn and Rs10bn by FY12E andFY13E, i.e. we value at equity multiple of 1.8x times and 1.2x times on FY12E and FY13E.The current operational projects yield RoE of 16% as of end-FY11. Although it would bedifficult to maintain this number on a consolidated basis for all the BOT assets since largeprojects are at the construction stage, our analysis suggests average project IRR of 10%and equity IRR of 19% for the under-construction projects over concession period.
EPC businessOver FY10-13E, we expect revenue of the standalone business to grow at 29.4% CAGRand PAT to grow at 28.2% CAGR. Adjusted for the BOT assets in the standalone entity,PAT is expected to grow at 27% (BOT assets have matured, leading to lower interestcost). We value this business at 9x FY12E adjusted earnings of Rs17.1 (constructionEPC). We foresee a substantial jump in profitability of the standalone business at 47%,led by growth of 42% in sales and 33% in EBITDA, even as EBITDA margin settles at11.8% for FY12E against 13.3% in FY10. The drop in margin is due to our assumption oflower EBITDA of 9.8% for the pure EPC division as against the historical average of 11-12%.
Despite robust expectations, we believe that a lower multiple of 9x is justified, given thatABL derives 30% of revenue from power distribution contracts that are competitive and40% from own EPC contracts. Further, we would like to see more traction in order inflow,which would enhance earnings visibility post FY12E.
BOT assets valued at 1.8xFY12E and 1.2x FY13E ofinvested equity...
(Ahmednagar - Aurangabad Rd.)(Shopping mall-campus of
Rukmin, Bai Hospital, Kalyan,Maharashira)
Viva HighwaysPrivate Ltd.
(Indore-EdalabadRoad)
AshokaInfrastrucuture Ltd.
(Pune-Shirur Road)
AshokaInfraways
Private Ltd.
(Dewas Bypass)
JayaswalsAshoka
InfrastructurePrivate Ltd.(Wainganga
Bridge)
AshokaBridgeways
(Anawali-Kasegaon Road)
AshokaInfrastructures
(Dhule Bypass)
Ashoka High-wayAd
(6 foot-over-bridgesin Mumbai)
Ashoka SambalpurBaragarh Tollway
Private Ltd.(NH-6 Sambalpur-
Bargarh Rd)(6)
Ashoka Belgaumdharwad Tollway
Pvt. Ltd.(NH-4 Belgauvn-
Dharwhd)(7)
Ashoka-DSC KatniBypass Road Pvt. Ltd.
(Katni Bypass)
Ashoka Highways(Bhandara)
(NH-6 Bhandara Rd.)
Ashoka Highways(Durg) Ltd.
(NH-6 322.4) km-405 km)
Jaora Nayagoan TollRoad Company
(Jaora-NayagaonRoad.)
99.80% 50.99 26%
100% 86.74%(1) 100% 100% 50% 50%
99.99% 99.99%98.67% 98.67%
99.89% 52.02% 53.18% 13.76%
Source: RHP, PINC Research
BusinessABL is present in entire value chain of road construction from RMC division to construction,operation and maintenance and toll collection. ABL also has presence in power transmissionand distribution, manufacture and sales of pre cast concrete poles, RMC and bitumen tothird party. ABL is amongst the largest toll road operator in India and owns 27 BOT projects,of which 16 are operational (six Foot over bridges), six under construction, one underfinancial closure and four handed over to government.
In FY00 ABL ventured into manufacturing of RMC solely for use for own EPC division byFY02 they started selling it to third party as well. In FY05 processing of bitumen to a highergrade was also initiated in Pune for use in road projects. Having developed systems andprocedures for collecting tolls in own BOT projects, including developing proprietarycomputerised toll revenue auditing system, ABL tendered for and were awarded the firstcontract to collect the tolls on a road owned and constructed by a third party.
In FY09 ABL began undertaking EPC work in the power sector with the first project comingfrom Maharashtra State Electricity Distribution Company Limited for the construction andcommissioning of sub-transmission lines, distribution lines, power transformers and newsub-stations.
In September 2009 ABL started manufacturing pre-cast concrete poles. In FY10, theGovernment of Maharashtra issued us a letter of allotment for us develop a 1,500 KW perhour hydro electric power plant in Waghur, Maharashtra on a build, own, operate andtransfer ("BOOT") basis. Currently ABL has operations across the states of Maharashtra,Madhya Pradesh, Chhattisgarh, Rajasthan, Karnataka and Orissa.
BOT division
Currently have 23 BOT road projects in its kitty, i.e. 3,498.35 km of lanes in Maharashtra,Madhya Pradesh, Chhattisgarh, Karnataka and Orissa. The weighted average concessionperiod (including toll collection period) for these 23 BOT road projects was 21.09 years asat March 31, 2010. Out of the 23 BOT projects mentioned above, 16 are in operation andsix are under construction and one under financial closure. Of the 17 BOT projects inoperation four are operated by the Company; 11 are operated by the subsidiaries of theCompany/joint ventures controlled by the Company, one is operated by an associatecompany in which the Company has a 50% interest; and one is operated by a joint venturein which the Company has a 5% interest.
Of the six BOT projects under construction: four are being developed by subsidiaries of theCompany, one is being developed by PNG Tollway Private Limited, in which the Companyhas a 26% Interest, and one is being developed by Jaora Nayagoan Toll Road CompanyPrivate Limited in which the Company has a 13.76% beneficial interest. In addition, thecompany has successfully transferred four BOT projects to the Govt.
EPC division (for own and third party works)
The EPC division primarily does engineering and design works, procures raw material andequipment for own BOT division and third parties. It also does (1) maintains and repairsexisting roads for own BOT division, (2) constructs and modernizes power distributionnetworks, comprising distribution transformers and electricity substations, for third partiesand (3) constructs commercial, industrial and institutional buildings for third parties. ABL,has constructed 44 roads and bridges and built over 5.4 million square feet of commercial,industrial and institutional projects.
The RMC and bitumen division sells ready-mix concrete and bitumen and supports theEPC division. ABL owns 14 RMC plants with a total production capacity of 650 cubicmetres per hour and 86 concrete transit trucks and 19 concrete pumps. This division alsosells and processes bitumen to a higher grade for use in road projects from its plant inPune with a capacity of 60 metric tonnes per day.
Toll collection contract division
ABL also has a toll collection contract division to leverage its experience of collecting tollson our BOT projects and has proprietary computerised toll revenue auditing system. ABLhas entered into four agreements to collect tolls on roads/bridges owned and constructedby third parties, but currently they are not tolling any project, their last contract expired inFebruary 2007.
Management Bandwidth
Ashok M. Katariya, aged 61 years, is the Executive Chairman of the Company. He is agold medalist in Bachelor of Engineering (B.E.) from COEP, Pune University, India. AshokM. Katariya has previously worked with the Public Health Department in Maharashtra. In1975, he started working as a contractor to the PWD, Maharashtra. Subsequently, heventured into civil construction and infrastructure development. He has received the "UdyogRatna" award from Indian Economic Council and Life Time Achievement award from theAssociation of Consulting Civil Engineers.
Satish D. Parakh, aged 50 years, is the Managing Director of the Company. He holds aB.E. degree in civil engineering. Satish D. Parakh has been with the Ashoka Group since1982 and has executed various industrial/residential and BOT projects. He has previouslyworked with Shapoorji Pallonji & Company. He is a Member of Maharashtra EconomicDevelopment Council. He was also the chairman of the Institute of Engineers, Nashik in2007.
Sunil B. Raisoni, aged 48 years, is an Executive Director of the Company. He holds aDiploma in civil engineering. Sunil B. Raisoni has an experience of over 26 years in thesector of civil engineering. He has been involved with execution of projects such as MandveBridge, Pune-Shirur Road Project and the Nagar-Karmala Road Project for Ashoka BuildconLimited.
IRB's unique ability to win bids at competitive levels v/s L2and L3 is a trademark. We understand that IRB identifiesassets, and bids as per competitive and strategic value. Thisgives us immense confidence about IRB's businesssustainability. Recent correction in the stock price makesIRB a valuable investment proposal at 2x P/BV FY13E.
Ability to win the right project at the right time…
IRB has demonstrated the knack to win large strategic BOT assets;Mumbai-Pune and Surat-Dahisar are good proven example. Therecent Vadodra-Ahmedabad win, has been underscrutiny from thefinancial community, we believe given the management's businesscredentials and worst case 13% equity IRR, would not be valueerosive to the shareholders. We currently assign no value to theproject due to the long gestation towards financial closure.
Cashing EPC…
IRB has consistently made abnormally high EPC margins, 20%in FY10 and 25% in FY11E. This has resulted in strong free cashflow, increasing the ability to take more future projects at low dilutionrisk. We maintain margins at 18%-19% for FY12E and FY13E.We expect the EPC division to record 52% CAGR in FY10-13E.
BOT projects to record 15% revenue CAGR over FY10-13E
The BOT segment is expected to deliver healthy CAGR of 15%over FY10-13E on back of addition of new toll roads and rateincreases. We expect the Tumkur-Chitradurga and Kolhapur projectto start tolling in FY12 at Rs1.5bn and Rs402mn resp. and factor18% rate increases in Mumbai-Pune Expressway, NH4 (16%-oldMumbai Pune highway), and Pune-Solapur highway in FY12 andKolhapur and Pune-Nashik in FY13.
VALUATION AND RECOMMENDATION
We value EPC business at PE multiple of 11x for its FY12Eearnings of Rs8.2 and thus arrive at a value of Rs90. We valuethe BOT project at Rs138, at 12% cost of equity for operationalprojects and 14% for under-construction projects. We value theland at a discount to market price at Rs10 per share and cash inbook at 1x, at Rs15 per share, arriving at a SOTP valuation ofRs253.
47
STOCK DATA
Market Cap Rs61.3bn.Book Value per share Rs89.1Eq Shares O/S (F.V. Rs10) 332.4mn.Free Float 25.2%Avg Traded Value (6 mnths) Rs470mn52 week High/Low Rs313/148Bloomberg Code IRB INReuters Code IRBI.BO
Ability to win the right project at the right time
The inflection point in IRB’s history has been winning the prestigious Mumbai-PuneExpressway (MPEWL), which today is a cash cow. When it won the project, the viability ofproject and IRB’s ability to pay Rs9.2bn upfront and manage the road were questioned.Today, however, MPEWL is amongst the busiest and the highest per-day toll-collectingroads. Continuing with its legacy of winning prestigious projects, in FY08, IRB won theSurat-Dahisar project, which made logical sense since it already had the Bharuch-Suratstretch in its portfolio. In FY10, in a relatively lower competitive environment, IRB won383km length of project vis-à-vis 114 km in FY11 in a highly competitive scenario, thusavoiding aggressive bidding rounds.
Mumbai Pune Expressway - Strong cashflow (Rs mn)
Source: Company, PINC Research
6
1,3551,2421,474
1,1491,178
2,3902,110
1,452
1,116
-
650
1,300
1,950
2,600
FY09 FY10 FY11E FY12E FY13E
FCFE FCFF
IRB - Portfolio growth
Source: Company, PINC Research
782 803994 1,007
1,664
782
1,086 1,129
1,454
1,774
-
500
1,000
1,500
2,000
FY09 FY10 FY11 FY12E FY13E
Leng
th k
m
Operational Adj. length km Operational+Underconstruction Adj. length km
Bagging bigger projects has strengthened IRB’s EPC arm, which is making PBITD marginof above industry average at 20% for FY10 and 25% for FY11E. This has resulted in freecash flow generation from the EPC arm and the existing profitable MPEWL has lent comfortto the company in bidding for bigger and more lucrative projects at competitive rates. Thisalso resulted in executing projects without equity dilution, unlike other infrastructuredevelopers.
Mumbai Pune Expressway Upfront payment (Rs mn)
IRB Infra 9,180
Gammon India, Ashoka Buildcon & Viva Highways JV 9,100
Shaktikumar Sancheyati, Sangam India & Nidihi Mercantile JV 8,000
Largest integrated player; present in entire value chain of the BOT project
IRB Infrastructure is among the largest integrated players with a presence across theentire value chain of a BOT project. It has 10 operational and 6 under-construction projectstotaling 5735 lane km. IRB won projects on DBOT basis as well as O&M and tollingcontracts. This along with a strong in-house EPC arm makes IRB the largest integratedplayer in the country. This helps the company reduce costs and maintain a healthyoperational margin.
Key beneficiary of NHAI awarding process in recent years
IRB which already owns ~750km and has added ~500km (~2222 lane km) of road length inthe past two years totaling c1250km (c5735 lane km). It has cornered 6% of NHAI’s awarding.As against its earlier strategy of concentrating on Maharashtra, IRB expanded to otherparts of the country and won five new projects. As NHAI targets to award c7300km of roadproject in FY12, we expect IRB to try and maintain its share of 6-8% of awarding.Incrementally, IRB is looking at mega projects to build its portfolio and has already tied upwith Reliance Infra to bid for mega projects as the size of the project is more than USD1bn.Recently, IRB won six laning of Ahmedabad-Vadodara highway and improvement of existingExpressway, the concession period is for 25yrs and entails a project cost of Rs36bn. IRBwill pay a premium of Rs3.1bn every year with 5% increase. We have not valued thisproject as of now, given its pending financial closure. Given its strong balance sheet andcomfortable cash position, we believe IRB is poised to win billion dollar worth of projecteach year without diluting equity.
List of Mega HighwaysProject State Km Nature
Kishangarh-Udaipur-Ahmedabad Rajasthan / Gujarat 557 Six laning
Ichapuram-Visakhapatnam-Rajahmundry AP 436 Six laning
Dhule-Jalgaon-Akola-Amravati Maharshtra 485 Four laning
Gwalior-Shivpur-Biaora-Dewas MP 450 Four laning
Amritsar-Bikaner-Nagaur-Jodhpur-Pali Punjab /Rajasthan 700 Two laning
Lakhnadon-Jabalpur-Katni-Reva MP 284 Four laning
Indapur-Goa/Maharashtraborder Maharashtra / Goa 390 Four laning
Ahmedabad-Bamanbore-Rajkot-Gondal Gujarat 425 Four laning
Bhavnagar-Pipavav-Porbandar-Dwarka Gujarat 445 Six / Four laning
Revenue CAGR of 36% over FY10-13E – EPC to drive growth
EPC revenue CAGR of 52% over FY10-FY13EWe expect IRB to record 36% revenue CAGR over FY10-13E, driven largely by the EPCsegment. Currently, IRB has five (including three recently won projects) projects underconstruction with order book of Rs89.8bn. The other two projects, Tumkur-Chitradurga andGoa-Karnataka are also likely to go into construction by Q2FY12. We expect the EPCdivision to record 52% CAGR in FY10-13E. However, IRB continues to surprise in its EPCmargin at 25% in FY11E, due to lower raw material prices in the Surat-Dahisar projectagainst higher cost built in during bidding. We expect the margin to soften to 19% in FY12and to 18% in FY13.
BOT projects to record 15% revenue CAGR over FY10-13E
The BOT segment is expected to deliver healthy CAGR of 15% over FY10-13E on back ofaddition of new toll roads, toll increases and traffic growth. We expect the Tumkur-Chitradurga and Kolhapur project to start tolling in FY12 at Rs1.5bn and Rs402mn resp.and expect major toll rate increases in the Mumbai-Pune Expressway (18%), NH4 (16%–old Mumbai Pune highway), and Pune-Solapur highway in FY12 and Kolhapur and Pune-Nashik in FY13.
We use sum-of-the-parts methodology to value IRB. We value its EPC business using thetraditional PE method and BOT projects on DCF basis. For its EPC business, we assigna PE multiple of 11x (earlier 12x) for its FY12E earnings of Rs8.2 and thus arrive at a valueof Rs90. We value the BOT project at Rs138, valuing cost of equity at 12% for operationalprojects and 14% for under-construction projects. We value the land at a discount tomarket price at Rs10 per share and cash in book at 1x, at Rs15 per share, arriving at aSOTP valuation of Rs253.
Available at substantiallycorrected valuation, thestock provides an entry levelfor longterm investors...aswe believe roads and IRBare here to stay
Construction BusinessMRMPL FY12E Net Profits 2,715No. of Shares (IRB Cons.) 332EPS contribution to IRB 8Assigned P/E multiple 11Fair Value per Share 90
Real Estate @ Rs4mn/acre 3,300Fair Value per Share 10
IRB started in 1977 as road construction company and is today one of the largest roaddevelopers in India. IRB is among the few companies that has in-house design, build andoperational capabilities. The company manages one of the largest road portfolios in Indiawith 10 operational and 6 under-construction BOT road assets totaling 1250km (5735lane km) of BOT road assets.
Mr. Virendra D. Mhaiskar is the Chairman and Managing Director of IRB. He is responsiblefor spearheading the group’s business and strategy. He is a civil engineer with more than20 years experience in the construction and infrastructure industry.
Mr. Dattatraya P. Mhaiskar is a civil engineer with more than 50 years experience in theconstruction and infrastructure industry. He is the chief mentor of the group. In 1977, Mr.Mhaiskar promoted IRBPL, a subsidiary of IRB
Mrs. Deepali V. Mhaiskar is the Executive Director of IRB. She joined the company in1998. She is an economics graduate and oversees administration of the company.
Capital Employed 42,940 50,597 71,983 89,531 104,316
Fixed Assets 34,707 43,477 63,148 81,878 96,327
Cash & cash eq. 4,147 5,102 6,583 5,649 5,646
Net current assets 7,116 6,661 8,375 7,193 7,529
Investments 1,108 451 451 451 451
Total Assets 42,940 50,597 71,983 89,531 104,316
OPM (%) 44.2 46.9 43.8 38.3 35.6
Net Margin (%) 17.7 22.6 19.7 16.0 11.8
Dividend Yield (%) 0.9 0.8 0.9 0.9 1.0
Net Debt/Equity (x) 1.2 1.2 1.6 1.8 1.9
Net working capital (days) 107.7 32.9 25.6 15.8 15.8
ROACE (%) 12.7 19.4 23.4 22.6 18.2
ROANW (%) 10.5 20.4 22.0 20.7 15.9
EV/Sales (x) 8.3 5.0 4.0 3.2 2.9
EV/EBIDTA (x) 18.7 10.7 9.2 8.5 8.2
PER (x) 34.9 15.9 12.4 10.9 12.1
PCE (x) 21.1 10.8 8.5 7.5 6.6
Price/Book (x) 3.5 3.0 2.5 2.1 1.8
1 year forward rolling P/E Band 1 year forward rolling P/B Band
5x
10x
15x
20x
Consolidated Financials
0
100
200
300
400
500
Feb-08 Dec-08 Sep-09 Jul-10 Apr-11
25x
-
100
200
300
400
Feb-08 Dec-08 Sep-09 Jul-10 Apr-11
1x
2x
3x
4x
Initi
atin
g C
over
age
IL&FS TRANSPORTATION NETWORKS LTD.
RESEARCHRESEARCHRESEARCHRESEARCHRESEARCH
HOLDCMP Rs217TP Rs254
ITNL's emergence as a leading player in BOT space is hereto stay with likely 1000km of win over next 2yrs (+700km inFY10-FY11). In the medium term we would like to see andassess more the performance of its BOT assets, given thatinitial phase could be low in profitability (Consolidatedproject IRR), also EPC capability is low (outsourced model)leading to lower valuation multiple for the business. Werecommend HOLD rating.
Strong wins in last two years - the run should continue...ITNL has a total of 12,000 lane km, which includes the Almaty-Horgos project. ITNL added 2,851lane km in FY10, and 2,600 lanekm in FY11. Given the high NHAI and State outlay, we expect themomentum to continue. We forecast ITNL to win 525km and 520kmprojects in FY12E and FY13E. Our estimates are based on ITNL's4.5% - 5% share in NHAI projects and rest from state projects.BOT Performance - Mixed bagThe current portfolio is a mixed bag, though the projects arerelatively new. Performance of RIDCOR (ph I) and West Gujaratneed to improve. RIDCOR (ph I) will generate profit only by FY16.Valuation could be impacted... in the initial stageITNL has eight projects that are debt heavy, most of which areloaded with sub-debt financed by ITNL at higher interest rate. Aproject may not be profitable initially but ITNL would be able togarner cash as interest income from such projects. Fee and Interestincome could not be strong value drivers.From fee to EPC…ITNL will keep a light balance sheet and outsource work to local ortier-II contractors. But as ITNL does not build infrastructure towardsbuilding EPC capability, there is no incentive for investors to provideattractive multiples to EPC revenue.VALUATION AND RECOMMENDATIONWe recommend a HOLD rating with a SOTP based target price ofRs254, we have not valued the MP border check post andChhattisgarh project, the total value of the BOT projects is Rs115(Rs22.2bn), EPC business has been valued at 7x (light assetmodel) at Rs125 per share and Elsamex at Rs14 per share (1xequity invested)
Source: Company, PINC Research * not adjusted for stake
The BOT Portfolio
Strong wins in last two years
ITNL’s BOT project size has increased substantially in the past two years. It has a total of12,000 lane km, which includes the Almaty-Horgos project (1,212 lane km). ITNL addedBOT projects with lane km of 2,851 in FY10, and 2,600km in FY11.
BOT Projects won in FY10Projects TPC (Rs mn) length km lane km
Given the high projected NHAI outlay and state projects, we expect the momentum tocontinue. We forecast ITNL to win 525km and 520km projects in FY12 and FY13. Ourestimates are based on ITNL’s 4.5%-5% share in NHAI projects and rest from state projects.This will enhance near-term performance and help record higher revenue from construction,fee income and O&M. Thus, we believe that business growth is not a concern over the next2-3 years.
Consolidated sales mix
Source: Company, PINC Research Source: Company, PINC Research
Standalone sales mix
Source: Company, PINC Research Source: Company, PINC Research
48.5 58.873.7 74.1
38.4 28.417.2 13.7
9.3 11.5 8.3 11.60.60.91.43.8
0%
25%
50%
75%
100%
FY10 FY11E FY12E FY13E
Construction Rev enue Elsamex Toll/Annuity Fee Income
11,642 19,95840,867
51,0839,230
9,621
9,5239,426
3,887
7,9614,580
2,242
24.3%
63.4%41.2%
96.1%
-
20,000
40,000
60,000
80,000
FY10 FY11E FY12E FY13E0.0%
30.0%
60.0%
90.0%
120.0%
Construction Rev enue ElsamexToll/Annuity Fee IncomeGrow th (%)
6,908
5,386
4,8294,346800
650
553374
540%
16%51%55%-
8,000
16,000
24,000
32,000
FY10 FY11E FY12E FY13E0%
200%
400%
600%
Construction Rev enue Fee Income 0
O&M Income 0 Grow th (%)
IL&FS Transportation Networks Ltd.
Lane km growth chart
Source: Company, PINC Research
782 803994 1,007
1,664
782
1,086 1,129
1,454
1,774
-
500
1,000
1,500
2,000
FY09 FY10 FY11 FY12E FY13E
Leng
th k
m
Operational Adj. length km Operational+Underconstruction Adj. length km
But in the long run, quality/performance of BOT assets is the key
As business growth risk is low given the opportunity, we believe in the long run quality ofBOT assets will be looked at as the essential value driver, although we believe this scenariois at least 2-3 years away.
Performance of ITNL’s BOT assets as of FY10…ITNL’s operational BOT portfolio is relatively new and does not provide a complete overviewof future performance. ITNL follows the practice of awarding tolling contracts which isreviewed yearly. Hence it is a learning curve and BOT projects take 6–18 months to achievetrue traffic potential.
The current portfolio is a mixed bag, though the projects are relatively new. Performance ofRIDCOR (phase I) has to improve substantially and we have not factored in phase II as it islikely to be operational by FY14. We believe Phase I will generate profit only by FY16.
Based on FY10, ITNL booked consolidated revenue of Rs2.2bn, which is adjusted forcapital charge on annuity. Excluding RIDCOR, we expect consolidated PAT of Rs150–250mn. Based on the 9-month FY11 performance, we expect revenue from ITNL’s tolledoperational assets to grow at 43.8% in FY11E, including RIDCOR.
The Guj Rd & Infra Ltd underwent CDR package and ITNL is assured of a guaranteed returnin the project.
Valuation could be impacted... in the initial stageHence, other than traffic and tariff growth, the capital structure of BOT assets will play animportant role in determining profitability of the projects and RIDCOR is a good example of this.
ITNL has eight projects that are debt heavy, most of which are loaded with sub-debt financedby ITNL at higher interest rate. Hence, we would like to highlight that although a projectmay not be profitable initially, ITNL would be able to garner cash as interest income fromsuch projects. However, profitability for such projects at the initial stages may suffer,impacting valuations.
Consolidated project IRR...key to decision making
We would also like to highlight that for ITNL, a BOT project is not a pure project IRR gamefrom traffic and tariff growth perspective. In other words, profitability from toll revenue orannuity alone is not a deciding factor for ITNL. Hence, to arrive at consolidated project IRR,we would need to fully analyze a project across the entire revenue chain comprising fee,construction, and O&M income and interest earned on sub-debt. Further, having IL&FS asa parent would also play a significant part here (financing).
EPC/Fee Income to drive growth...wait and watch for BoT performance
Following this analysis (low profitability in initial phase), we examine that EPC revenue andfee income that will drive valuation over the next 2-3 years following which these woulddepend on the new NHAI/State outlay plans. By this time, the BOT assets would be moremature and provide a better visibility of likely performance.
ITNL has a large annuity portfolio. Further, heavy debt projects may limit substantial valueaccretion. However, it is too early to comment on this. Moreover, ITNL would earn sizeableincome from interest on sub-debt, although it will be netted off during consolidation of otherincome. Nevertheless, this will leave cash for future growth plans. We would not assign ahigh multiple of such cash flow. Ultimately, we need to see how the BOT companies evolvetheir business plans and use BOT cash toward new business avenues.
ITNL envisages a change in its revenue model from a fee-based income stream where itcharged 5%–20% of the cost of the project to the respective SPV as project developmentcharges. Henceforth, ITNL will bring down the fee income structure to 3% over the next fewyears. Instead, ITNL would start booking construction/EPC revenue through the respectiveSPVs or the standalone entity. This will lead to income being deferred over a longer period.Strong growth in order book and gradual reduction in fee income will take care of anyadverse reduction/impact on profitability.
Maintain light balance sheet
We would like to highlight that increasing EPC revenue is not at the cost of increase incapital equipment or construction ability. ITNL will keep a light balance sheet and outsourcework to local or tier-II contractors. This will help ITNL from taking on construction risks andWC management issues. Arithmetically, it’s more a transfer of fee income to EPC marginswith a large top line.
EBITDA Mix Consolidated
Source: PINC Research
24.235.1 36.3
49.24.23.8 3.8
3.966.2
56.4 56.143.9
5.3 4.6 3.9 2.9
0%
20%
40%
60%
80%
100%
FY10 FY11E FY12E FY13E
BOT Consolidated Non BOT Indian SubsidiariesStandalone Ebidta Elsamex Ebidta
It is difficult to assess the immediate impact of the change of the revenue model on valuations.Neverthelss, we try to arrive at a fair picture using a pro-forma estimate. We believe hadITNL continued with its fee income model, it would have earned fee income in its standaloneentity of Rs8bn for FY12, based on 8.4% rate to the order book as in FY10. Much of thisfee income would have flown to the consolidated profitable entity. Against this, we expectITNL to book Rs40bn construction revenue with EBITDA of Rs3.6bn. Thus, the change inrevenue model appears more as deferment of income since construction would be executedover 2-3 years.
As ITNL does not build infrastructure towards building EPC capability, there is no incentivefor investors to provide attractive multiples to EPC revenue.
IL&FS Transportation Networks Ltd.
Change in revenue booking - No impact (Rs mn)Particulars FY11E FY12E FY13E
Apart from BOT road projects, ITNL is keen to look at other urban infrastructure projects ona case-to-case basis. Nevertheless, in the medium term, the emphasis will continue to beon BOT road assets. Currently, the non-road proportion of assets is small and not a significantvalue driver. These are possible building tools for the next leg of business value.
Rapid Metro Rail Gurgaon Ltd
The company will develop the first fully privately financed Metro Rail project in privatesector in India: the Metro Link from Delhi Metro Sikanderpur Station on MG Road to NH-8over 60 meter wide sector road (Vishwakarma Marg) and on the green belt along NH-8 withprovision for future extension to Sector 55-56 in South and Udyog Vihar and Sector-21Dwarka in North. The route length of the metro link is approx. 5km.
As a first step in this direction, the company received LOI from HUDA (Haryana UrbanDevelopment Authority) in July 2009 and subsequently it signed a 99 years ConcessionContract (CC) with HUDA in December 2009.
The project is expected to be completed in 30 months time after achieving financial closure.As of March 31, 2010, company incurred capital expenditure of Rs303.9mn. The projecthas been financially closed in FY10 and debt of Rs7,700mn has been tied up. We have notyet valued the project as we await further details. ITNL now holds 100% stake in theventure (35% directly and 65% through ITNL Enso Rail System).
Vansh Nimay Infrastructures
The project involves running and maintaining the Nagpur City Bus Services on BOO basis(Build, Own and Operate) for the Municipal Corporation of Nagpur (NMC) for concessionperiod of 10 years since February 9, 2007. The project was approved under the JNNURMscheme.
Initially, the plan was to operate 200 buses. Subsequently, the scope of the project increasedby 300 more buses to a total of 500. ITNL currently operates more than 400 buses. Thetotal project cost is Rs720mn of which Rs560mn comprises term loans, the balance beingfunded by NMC (70:30). NMC asked VNIL to fund 30% of the cost of acquisition of busesagainst operation and maintenance obligations as well as collection of fare and otherrevenue as per mutually terms agreed between NMC and VNIL. The agreement provides foran extension of the concession period by another 5 years subject to satisfactory operationsof the Project by VNIL.
We do not value the project; the equity capital of the project is Rs100mn with accumulatedlosses of Rs107mn. Total revenue of the project as on FY10 stood at Rs283mn. ITNL is notinvesting further equity in the project. Its stake in the project is 90% and capex is fundedthrough term loans, grants and internal accruals.
MP border check post project
In FY11, ITNL bagged the border check post upgradation and operation project of Rs10.9bnfrom the state of Madhya Pradesh (MP). ITNL will have 51% stake in a consortium withSpanco. The scope involves management of 24 border check posts in MP for 12.5yrsincluding a two-year construction period. The project is to achieve financial closure; we donot value the project and await project details.
The Karnataka Govt awarded two minor airports to ITNL and Comet group consortium atGulbarga and Shimoga with a total project cost of Rs4000mn. ITNL will hold 40% in theproject. We do not value the project and await project details.
Elsamex SA
ITNL acquired 90% in Elsamex (now 100%) in March 2008 for Rs766.54mn with debt onbook of ~Rs7bn. In FY10, Elsamex (standalone) recorded revenue of Rs7bn and net profitof Rs121mn.
Elsamex earns major revenue from maintenance contracts of BOT assets in Road andGas stations. Its maintenance business has very thin margins due to high fixed and interestcosts.
Since acquisition of Elsamex, ITNL infused further capital; as of March 2010, ITNL’saccumulated investment stands at Rs2,722mn. We do not expect ITNL to invest furthercapital in Elsamex.
Given the thin EBITDA margin and uncertainty of European economy, we value Elsamex at1x of equity investment.
We value ITNL’s BOT assets on FCFE basis. We assume CoE of 14% for all projectsunder construction. We have discounted operational projects at 12% for annuities and13% for tolled projects.
We value the Noida project at current Mcap at 10% holding discount. We have excludedthe Chhattisgrah and MP border projects from our valuation as we await FC and projectdetails. The total value of BOT project based on our calculation adjusted for stake isRs22.2bn (adj for stake) against an equity investment of Rs10bn FY11E and Rs13bn inFY12E, i.e. 2.3x and 1.7x respectively. We believe this is reasonable, given the initialdevelopment stage of most of ITNL’s assets.
Construction division…Rs143 per share
We value the construction division based on consolidated EPC EBITDA for FY12E at 8x.We have accorded a lower-than-peer EV/EBITDA multiple as it is a pure outsourcing andlow-capex model. The fee income is transferred to another division as construction margins.We conservatively assume EBITDA margin of 8.5–9%. However, we believe that given thelight balance sheet model, ITNL can book higher margins, which would surprise us on theupside. We do not accord any value to cash in book in the standalone entity.
Elsamex…Rs14 per share
Standalone numbers of Elsamex improved in FY10 and we believe this is likely to bemaintained in FY11. Further, given that a full picture of Elsamex, valuing the companywould be complicated.
Elsamex works on thin margins. During FY10, the standalone entity reported 5.8% marginwhereas our calculations suggest a margin of 4.3%. Thus, we assume 5% margin. Giventhe heavy debt structure of Elsamex and the fact that limited information is available on thecompany, we do not consider EV/EBITDA a reliable valuation tool. Equity invested untildate by ITNL in Elsamex is Rs2,722mn. So we value the venture at 1x of equity invested.
1 year forward rolling P/E Band 1 year forward rolling P/B Band
8x
12x
14x
16x
130
210
290
370
450
Mar-10 Jul-10 Oct-10 Jan-11 Apr-11
10x
160
220
280
340
400
Mar-10 Jul-10 Oct-10 Jan-11 Apr-11
1.6x
1.9x
2.2x
2.5x
2.8x
Consolidated Financials
Initi
atin
g C
over
age
SADBHAV ENGINEERING LTD.
RESEARCHRESEARCHRESEARCHRESEARCHRESEARCH
HOLDCMP Rs140TP Rs165
Sadbhav Engg (SEL) has a well-established EPC division withhealthy historical performance. In the last two years, SELhas added 9 BOT assets, we believe in the near term,valuations could be driven by the performance in theseassets, which are likely to ramp up only post FY13E. With noBOT wins in FY11, the strategy that SEL would adapt inFY12&FY13 would be watched eagerly. Execution in FY12Ecould be flat due to a flatish opening order book. Werecommend a HOLD rating given the price outperformancepost Q4FY11 results and near term growth bottleneck.A healthy core business… generating cashSEL has a well-managed core EPC business, which is built on ahealthy mix of road, mining and irrigation projects. The divisionhas grown at 43% over the past five years. Although we expectthis growth trend to even out over the next three years, we believethe core business would continue to generate cash.But growth could slow down for the core business…With no BOT win in FY11 and order inflow in the road segmentdown by 30% execution could slow down in FY12E. Nevertheless,given a competitive scenario especially in small-to-medium-sizedBOT assets, the years ahead needs to be seen cautiously. Theemphasis could be to execute the current projects in hand forSIPL than new wins in a competitive world.SIPL valued at Rs18bn to Rs20bn by PE…we value it at 28%discountBased on DCF, we arrive at a consolidated value of Rs18.2bn forall the nine projects (not adjusted for stake share). Adjusted forSIPL's stake share in the respective projects, the value is Rs14.4bn.We have considered the best-case scenario with share of 80% forSEL in SIPL, assuming SEL will increase its stake in SIPL byinfusing Rs2bn. Hence at 80% stake, we value SEL at Rs11.6bni.e. Rs77.3 per share.VALUATION AND RECOMMENDATIONAlthough estimates for the core business are flat, we value theEPC at a healthy P/E multiple of 12x on FY12E, which isunderpinned more by the inherent qualities of the business model.We value the BOT assets at Rs11.6bn i.e. Rs77.3 per share,adjusted for 80% stake in SIPL. We recommend a HOLD rating.
A healthy core business…generating cashSEL has a well-managed core EPC business, which is built on a healthy mix of road,mining and irrigation projects. The division has grown at 43% over the past five years.Although we expect this growth trend to even out over the next three years, we believe thecore business would continue to generate cash.
The mining division is the cash cow, and the primary reason for SEL's healthy blendedmargin of 11-11.5%. Hence the proportion if this business in the overall mix plays an importantrole in cash generation. Order book of the mining business increased to Rs10bn to beexecuted over 2-7yrs.
Why we expect growth to slow down for the core business…
SEL's road segment drove bulk of growth in the core business. Furthermore, a major portionof this has come through own BOT asset wins over the past 2-3 years. But this momentumslowed down in FY11 and order inflow in the road segment reduced 30% with no NHAI wins.Nevertheless, given a competitive scenario especially in small-to-medium-sized BOT assets,the years ahead brim with promise.
We have factored in healthy 22.5% CAGR for the road segment over FY11-13E and weexpect the opening total order book to grow at 7% CAGR FY11E-13E. Our expectation isbased on average execution of 26% vs. 30%.
Historically SEL used consortium partners to bid for BOT assets, based on which EPCwork is assigned. We assume 4% share in NHAI projects for FY12 and 3.5% for FY13, butthese are not adjusted for stake share. But the EPC order that would flow to SEL will alsodepend on the JV share as witnesses historically.
Healthy Balance sheet maintained…
Despite exponential growth in BOT asset wins since FY09, SEL's standalone balance sheetremains healthy. The company has maintained gross debt/equity ratio well below 1x at0.85x FY11E.
With the BOT assets been transferred to Sadbhav Infrastructure Projects Ltd (SIPL) now,the burden of equity infusion would reduce.
Order book mix and growth graph (Rs mn)
Source: Company, PINC Research
Healthy working parameters FY07 FY08 FY09 FY10 FY11 FY12E FY13E
SEL currently has three operational BOT assets: Aurangabad-Jalna, Ahm Ring Road andMumbai-Nashik, which are likely to emerge profitable by FY15. Similarly, our consolidatedBOT analysis suggests that SIPL would start generating profit from FY15. We have assumedperiodical maintenance to start from FY12 for Ahm Ring Road. So our EBITDA margin islower, but for which profit would have been higher by ~Rs70mn in FY12 and Rs150mn inFY13.
In case of the Nagpur-Saone project, we have valued only 50% of the project assuming 50%of annuity payment. We have assumed no further capex for the project and await the finalorder from NHAI. Based on our project analysis, we believe it will be time since we startseeing book and cash profit from the projects. However, that is also typical for most BOTprojects. Further, we believe that much would depend on new project wins for SEL that arebecoming competitive. Although the core business is likely to do well, it will be under pressureto generate cash for future BOT wins.
Source: Company, PINC Research Please note: Toll revenue does not include Mumbai Nashik and Dhule Panesar
Projects Total Cost Total Length Lane Holding Stake Stake Equity invested Concession Equity(Rs mn) Equity (kms) K m (%) (km) Lane till date* period of SIPL
SIPL valued at Rs18bn to Rs20bn by PE…we value it at 28% discount
Norwest Venture Partners and Xander Group Inc infused Rs4bn in SIPL in Aug'10 for 22.2%stake, valuing the entity at Rs18bn, SEL has the right to bring in Rs2bn more within 18months and reduce the PE partners stake to 20%, which accords it a future valuation ofRs20bn.
However, using the DCF-based approach, we arrive at a consolidated value of Rs18.2bn forall the nine projects (not adjusted for take share). Adjusted for SIPL's stake share in therespective projects, the value is Rs14.4bn. We have considered the best-case scenario withshare of 80% for SEL in SIPL, assuming SEL will increase its stake in SIPL by infusingRs2bn. Hence at 80% stake, we value SEL at Rs11.6bn i.e. Rs77.3 per share.
SEL has a well-established EPC division with healthy historical performance. In FY12E, weexpect modest performance as order inflows in FY11 have not been encouraging. However,we expect momentum to pick up in FY13. Based on our current order inflow estimates, weexpect the top line to grow at 15%.
Although the debt level is not a concern, interest cost as a percentage of sales is expectedto move up from 2.1% in FY11E to 3.4% in FY13E, based on 10% average cost of capital.
Margins are expected to reach a historical high of 11.4% in FY11, which we have evened outto 11% in FY13, given the strong movement in commodity prices. The next impact is thatprofitability for the core EPC business is likely to be flattish for FY11-FY13E. The risks toour estimate are higher order wins and better execution in FY12, which SEL is capable ofand which would surprise us on the upside.
Although estimates for the core business are flat, we value the EPC at a healthy P/Emultiple of 12x on FY12E, which is underpinned more by the inherent qualities of the businessmodel.
BOT assets
We have valued the BOT business on DCF basis (FCFE). We are not valuing it using theP/E deal approach which is at 38% premium to our valuation as our analysis suggestsprofits are back-ended. We value the BOT assets at Rs11.6bn i.e. Rs77.3 per share, adjustedfor 80% stake in SIPL.
BackgroundSadbhav Engineering Ltd. (SEL) started by Mr Vishnubhai Patel in 1988, later took over itsfamily owned business M/s Bhavna Construction Company in 1989. SEL is amongst theleading player in roads (both BOT & EPC), irrigation and mining. With its initial forte inirrigation and mining, the company forayed into roads in late 1990. In order to increase itsfootprint in BOT assets, SEL has partnered with other players to increase its bid capacityand win bigger projects. Currently out of nine BOT assets, the company has JV for eight ofthe projects. SEL has till date constructed more than 1370km of roads & highways ¤tly constructing ~1,180km. At present, SEL is working on 15 road projects, 12 irrigationand 9 mining projects with outstanding value of Rs77.8bn.
Evolution of the company
Executed largest portionof the canal work of
Sardar Sarovar Nigam
Executed first road project for L&T
Awarded firstMining project
Awarded firstIrrigation project
Bonus from NHAIfor early completion
of road project
Completed first canalSyphon across
Wartak river
13.82 kms Kakraparcanal remodeled in
75 days
Appreciation letter fromthe world bank for
quality of work
Listing with an IPO ofRs540 mn
Order Book crossesRs10000 mn
First BOT project -MNEL
Awarded DhulePalasner BOT (DPTL)
ARRIL becomes the1st BOT of SEL to be
operational
AwardedLakhanadon-Seoni
BOT (NSEL)
Awarded SardarPatel Ring Road
BOT (ARRIL)
AwardedAurangabad Jalna
BOT (AJTL)
Awarded MaharashtraBorder Check Post
BOT (MBCPNL)
Awarded HyderabadYadgiri BOT Project
(HYTPL)
Awarded RohtakPanipat BOT
Project (RPTPL)
Awarded BijapurHungund BOT Project
(BHTPL)
Awarded Multai-Chindwara-Seoniand Narsinghpur-
Amarwara-Chindwara-Saoner -
cash contract ofRs 14, 113 mn
PE of INR 4 bn in SIPLby Norwest VenturePartners & XanderGroup for 22.22%
Vishnubhai M. Patel, Promoter, Managing Director & Chief Executive Officer
Vishnubhai Patel, 67 years, is the Promoter, MD and CEO of the company. He has earnedover forty years of construction experience in the family business as partner of M/s BhavnaConstruction Co, which was absorbed into SEL in 1988. The company has completedseveral high quality projects under his guidance, prominent being the canal woks done forSardar Sarovar Narmada Project. He has also been a recipient of prestigious 'Udyog RatnaAward' for outstanding performance in the field of Industrial Development of the country.
Shashin V. Patel, Joint Managing Director
Shashin Patel, aged 28 years, is on the company's board as the Joint MD since 2000. Heis a post graduate in Business Administration from K.S. School of Business Management,Gujarat University. At SEL, his responsibilities include managing day to day affairs inconsultation with the MD and making strategic management decisions. He is also in-chargeof the MIS in the company.
Nitin Patel joined SEL in 1999 as an internal auditor and has subsequently grown to becomethe ED of the company. He is a certified Chartered Accountant and was associated with M/s Manubhai & Co., Chartered Accountants before joining SEL. His current areas ofresponsibility include execution of project, human resources as well as overall functioning ofcorporate affairs. He was actively involved in the management of the Orissa project whichdealt with widening and strengthening of the 2-lane carriage way of NH-5. He also plays animportant role in policy implementation and liaison with banks & financial institutions forobtaining funds.
Ajay H. Kadia, Chief Financial Officer (CFO)
Ajay Kadia, 27 years old, is associated with the company since 2005 as the CFO of SEL.He is a qualified Chartered Accountant and has a total work experience of four years. Priorto joining SEL, he was working with Jasmin B. Shah & Co., Chartered Accountants. He iscurrently heading the accounts department of the company and is responsible for all finance& accounts related matters.
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