Tuesday, January 1, 2013

Why Singapore scores over India on settlement of corporate conflicts

When Telenor and UnitechBSE 3.71 % had issues related to their partnership, they said they would hold formal talks in Singapore rather than in India. Most of the VideoconBSE 0.05 % Group's contracts with Indian parties provide for arbitration in Singapore, and several recent shipping disputes involving Indian companies are being settled outside the country, says Anirudh Krishnan, a Madras High Court advocate. 

Companies in India, as elsewhere, prefer to resolve their commercial disputes outside courts, through independent third-parties and a process called arbitration. "Arbitration is popular among companies as they do not want to enter into long-drawn litigation and also due to confidentiality issues," says KS Harisankar, executive director of the Centre for Advanced Research & Training in Arbitration Law, Jodhpur. So does the government as India's courts are submerged under pending cases—about 32 million as of June 2011, according to a Supreme Court publication. 

But such are the rules, and such is the absence of urgency in the government to fix them, that they don't promote a clear and efficient arbitration ecosystem in India, pushing the large companies out of the country and leaving the small ones to navigate the long wait of the courts. 

Nine years ago, crucial changes were suggested in the Indian Arbitration & Conciliation Act, 1996. In 2010, the law ministry released a consultation paper on the proposed amendments, but the changes are still on the drawing board. "Plenty of changes are necessary," says SK Dholakia, senior advocate and an expert in arbitration. "But our law ministers do not appear to be action-oriented. I have met them all except the present one. They promise to do something, but don't do anything." 

Why Singapore scores over India on settlement of corporate conflictsWhy Singapore scores over India on settlement of corporate conflictsWhy Singapore scores over India on settlement of corporate conflicts


Absence Of Defined Laws 

The lack of legislative action has meant the interpretation of different clauses of the 1996 law has been left to the courts. Till September 2012, even after arbitration was held outside India, either of the parties could challenge it in India, defeating its intended purpose as the means of last resort. "The key is to separate international and domestic arbitration," says Harisankar, assistant professor, National Law University, Jodhpur. "Singapore follows this model." 

It took a September 2012 SC verdict in a case between Bharat Aluminium Company Ltd (Balco) and Kaiser Aluminium Technical Service to clarify the Indian Arbitration Act will not apply if arbitration proceedings are held outside India. 

"It (the Balco verdict) is definitely a step in the right direction," says Dholakia. However, for every court decision that furthers the cause of arbitration, there is another that restores the status quo, says Krishnan. He cites the example of the SC ruling in the SBP versus Patel EngineeringBSE 2.62 % case on what should be done if one of the parties fails to nominate an arbitrator. The Arbitration Act says the chief justice or an institution designated by it can appoint an arbitrator. The SC interpreted this to mean a Supreme Court or High Court judge, again defeating the purpose of keeping arbitration out of the courts. 

This verdict is seen as a setback to arbitration institutions. "If this decision (Patel Engineering) had not held so, perhaps institutions would today have a huge role in appointing arbitrators, and this would have been the shot in the arm that institutional arbitration required," says Krishnan. 

Few Indian Institutions 

By one classification, arbitration is of two kinds: ad hoc and institutional. In ad hoc arbitration, typically, each party appoints one arbitrator each, and jointly agree on a third name. An example of this is the ongoing dispute between the Delhi Metro Rail Corporation (DMRC) and the Reliance Infrastructure-promoted entity over the troubled Delhi airport metro line. 

The main drawback of ad hoc arbitration is the absence of a time-frame to decide a case. For example, a party can delay proceedings by refusing to appoint an arbitrator; another cause of delay is finding a common schedule among arbitrators for hearings. A 2011 survey done by Ernst & Young of 68 companies showed that 24% of respondents had undertaken ad hoc arbitration. 

In institutional arbitration, companies approach an institution -- a wing of a court or an arm of a law firm that specialises in such cases. Compared to the ad hoc route, institutional arbitration is more defined—for example, there are set rules on how arbitrators will be selected and duration of the proceedings. 

But weak arbitration laws have meant there are few such Indian institutions. "People still prefer ad hoc arbitrations," says Pallavi S Shroff, senior partner with Amarchand & Mangaldas, a law firm. "Or where foreign parties are involved and institutional arbitration is contemplated, the ICC at Paris or LCIA in London or SIAC in Singapore. It is sad there is not a single Indian institution of repute." 

In 2009, the London Court of International Arbitration (LCIA) set up shop in India. The same year, the Delhi High Court opened its arbitration centre. "The establishment of (these) two institutions have been a gamechanger regarding the perception of lawyers and businesses vis-a-vis arbitration," says Ajay Thomas, registrar of LCIA India. He adds the Delhi High Court centre was significant as it promoted the cause of institutional arbitration in India and was a signal from the courts that the judiciary was not antiarbitration. 

Rule Changes & Reforms 

Experts would like to see two other changes in Indian arbitration laws for greater clarity. The first, says Dholakia, is to stop one of the parties in the dispute from taking away assets or investments from India while international arbitration is on. The second, adds Thomas, is to clearly state the 'national policy', or the grounds on which a court can set aside an arbitration award citing national considerations. 

The SC, in a case between ONGCBSE 0.13 % and Saw Pipes, included the term 'patent illegality', which is not defined under the Arbitration Act. This has resulted in added confusion on what grounds arbitration awards can be challenged in local courts. 

A third reform experts are seeking is the establishment of commercial courts. The Commercial Division of High Courts Bill, 2009, was passed by the Lok Sabha in December 2009, but is yet to be passed in the Rajya Sabha. The bill envisages each high court having a division to handle commercial disputes above a certain value; it also specifies processes and time limits. 

All this will make for easier, smoother arbitration, and keep more companies out of courts and in India. The government has to act. 

Dark horses emerge top wealth creators in 2012, UB Group tops the list along with Ramco, Godrej & Birla Groups

The year 2012 appeared to be the year of the underdogs. The highest wealth creators this year were the less-fancied groups such as Chennai-based Ramco Indiabulls, Godrej and BK Birla. The surprise, however, was the embattled UB Group.


The UB Group, which has under its fold seven companies, mainly in liquor and aviation, topped the list of wealth creators for 2012, as its market capitalisation tripled in the past one year, driven primarily by theUnited SpiritsBSE 2.81 % (USL) deal, its biggest company with Diageo, the world's most profitable liquor company, which led to a rerating of USL.

Both the Ramco and the BK Birla Groups, which mainly have interests in the cement industry, gained from the favourable outlook of the industry. The BSECement Index rose by 45% in 2012 compared to a gain of 27% in the Sensex.

"The cement industry suffered last year due to demand-supply mismatch. However, this year due to better production discipline, companies were able to maintain their margins.

The Street believes that the margins in the coming quarters will go up, which has led to a rally in thesestocks," said Rajesh Ravi, senior analyst at Karvy. The Indiabulls Group, with a presence in real estate and housing finance, on the other hand gained from the reversal in the interest rate cycle.

Dark horses emerge top wealth creators in 2012, UB Group tops the list along with Ramco, Godrej & Birla Groups


"Indiabulls' financials reported a healthy growth in disbursements and become the second-largest housing finance company this year," says Hardik Shah, analyst at KR Choksey.

The Godrej Group, with a diver-sified presence in consumer, real estate, agro and chemicals, benefited from an improved show across all its businesses. All its group companies outperformed the respective industry indices, propelling the company to the list of top five leading wealth creators of 2012.

Amongst the top five groups by market capitalisation, the Mukesh Ambani-led Reliance Group and Tata Groupunderperformed the benchmark Sensex. Their market capitalisation rose 16% and 25%, respectively, while theSensex gained 27%. The HDFCBSE 0.60 %Aditya Birla and ICICIBSE 1.92 % Groups outperformed the Sensex as their market capitalisation rose 48%, 37% and 66%, respectively.

10 Corporate buzzwords that will dominate 2013

1. Money 

Contrasting imperatives will bring about many unions between those in need of funds and those with a surplus, via mergers and acquisitions, and public and private issues. Many cash-starved Indian companies will hawk assets to cut debt, while the better ones will raise capital to grow. Companies with heavy debt will restructure to sharpen focus on core business, while foreign companies from the US and Japan will hunt for Indian assets to expand. 

2. Women's Safety 

The outpouring of anguish following the recent gang rape of a young woman in a Delhi bus and her tragic death is wending its way to India Inc. It is putting pressure on companies, especially those in 24x7 sectors, to not treat safety of women at the workplace and beyond as a blind spot, and instead fortify internal processes, take initiatives and sensitise male co-workers. The urgency to do so has never been more. 

3. CSR 

With a new law likely to make it mandatory for companies above certain thresholds to spend 2% of their net profi t on corporate social responsibility (CSR) activities, this aspect could acquire greater focus and structure among the well-intentioned. Most companies are currently below the 2% mark. To scale up and to make their CSR spend count, CEOs will have more professionals on board, choose and structure initiatives thoughtfully, and make auditing and reporting of it more stringent. 

4. New Banks 

After eight years of dithering, new banks are a possibility. There are high hopes, and fears about business houses returning to own banks after four decades. Many groups such as the Birlas are keen, but will the conditionalities be so tough that it makes banking an unviable proposition? It will a discussion topic, more so if many big ones don't make it. 

5. Accelerators 

After eight years of dithering, new banks are a possibility. There are high hopes, and fears about business houses returning to own banks after four decades. Many groups such as the Birlas are keen, but will the conditionalities be so tough that it makes banking an unviable proposition? It will a discussion topic, more so if many big ones don't make it. 

6. Corporate Governance 

The new Companies Bill, if passed, could change the way India Inc looks at governance. From greater shareholders rights (class-action suits) to scrutiny of related-party disclosures (board now has to justify them), from rotation of auditors (maximum tenure of fi ve years for an auditor) to stringent penal provisions (fraud is defi ned for fi rst time and imprisonment now introduced in many cases)...companies will have to make themselves more accountable. 

7. SMAC 

SMAC (social, mobility, analytics and cloud) is the most beloved acronym now in the jargon-fi lled enterprise software world. The promise is that this set of technologies will give more power to employees and customers, turn data into insights and deliver software in an on-demand form. Eventually, SMAC may mean that enterprises need be concerned with outcomes alone, and not what goes into the plumbing.

8. Gender Diversity 

Gender diversity in India is still a notion practised in pockets. Having said that, there is a greater consciousness that more women in the workforce — across levels and functions — is a good thing. 

It's not acceptable that women occupy just 5.3% of the total board seats of the BSE-100 companies or have only a 20% presence in engineering institutes. Many companies and organisations are proactively trying to correct this imbalance -- for example, by promoting and nurturing women, by offering fl exihours and by setting up corporate creches...This will continue in 2013. 

9. Solar Power 

From Rs 18 per unit three years ago, the cost of producing solar power is now about Rs 11, making it a viable alternative to, say, gensets. As of November, according to PricewaterhouseCoopers India, the country had an installed solar capacity of 1,047 MW; this is projected to increase to 1,650 MW in 2013. More states are following Gujarat to incentivise investments. Big groups like Reliance ADAG and Birla are coming in. Gigawatt scale (Above 1,000 MW) installations per year, as expected from 2013 onwards, will attract global component makers (glass, cells, batteries, panels) to set up units here, further lowering costs. 

10. Digital Marketing 

Just when marketers thought they had nailed what digital marketing stands for, it has gone and changed again. It has variously stood for creating websites, search engine optimisation, marketing on social media and engagement, and maybe even sales via mobile platforms. In 2013, it will stand for all of the above, and more — swot up on buzzwords like SoLoMo (social, local, mobile) and gamifi cation (think of the point system in games like Farmville applied to mundane tasks to make them more engaging)

Piramal Group in talks to buy US PE firm TPG Capital’s 20.27% stake in Shriram Transport Fin for Rs 3,500 cr



Mumbai-based billionaire Ajay Piramal's eponymous Piramal Group is in advanced talks to buy US private equity firm TPG Capital's 20.27% stake in India's largest truck financierShriram Transport Finance Ltd (STFL), for around Rs3,500 crore, two people with direct knowledge of the negotiations said.

"TPG Capital has already sounded out its partner (Shriram) about Piramal Group being a potential buyer, and it has given its consent," one of the persons told ET, adding that contours of the proposed deal involve TPG selling its entire holding in a block sale to Piramal HealthcareBSE 0.31 % at current market price. "The sale will fetch around Rs3,500 crore and the block sale will help TPG save on capital gains tax."

The second person said negotiations are in advanced stages and a deal is likely to be sealed by January-end or early February.

Puneet Bhatia, head of TPG Capital in India, declined comment while the Piramal Group, whose businesses span healthcare to real estate, said in an emailed response: "As a policy, we do not comment on market speculation." Piramal, who is sitting on a moun-tain of cash since selling his formulations business to America's Abbott Laboratories in 2010 for $3.72 billion, has made no secret of his desire to diversify into financial services.

A significant foothold in Shriram, one of India's biggest and most successful finance firms, could help him realise that dream. A successful purchase of a sizeable minority stake in Shriram TransportBSE 0.11 %Finance would rank as the latest instance of an opportunistic acquisition by Piramal.

Piramal Group in talks to buy US PE firm TPG Capital’s 20.27% stake in Shriram Transport Fin for around Rs 3,500 cr
Other recent acquisitions include the deal for an 11% stake inVodafone India, the country's second-largest mobile telephony company by subscribers, for about Rs6,000 crore.

In June this year, it bought US-based Decision Resources Groupfor $635 million.

A deal with Piramal would mean a tidy profit for TPG, which bought into Shriram for Rs 486 crore and has been trying since last year to exit it. TPG bought into Shriram in 2006 through affiliate Newbridge Capital, which acquired a 49% stake in unlisted group holding company Shriram Holding Madras Pvt Ltd.

TPG found it difficult to exit the investment initially because of certain non-transferable covenants in the shareholder agreement with Shriram that diminished its allure. But the merger of the holding company with the listed STFL, completed just a few weeks ago, now offers it an exit.

TPG, a global buyout fund with around $54.5 billion of assets, owns 4.6 crore shares, or 20.27% of Shriram Transport, which can be sold either in pieces or in one block. At Friday's closing price of Rs 750.20 a share, these shares command a value of Rs 3,450 crore. STFL, which controls up to a fourth of the pre-owned truck financing business and 7-8% of new truck financing, commands a market value of Rs 17,018 crore.

While the Shriram Group declined comment, one official, who requested anonymity, said the group was not averse to the Piramal Group coming in as a minority shareholder, although details about the rights the new minority shareholder would have were yet to be finalised.

"The valuation part of the deal is more or less finalised. However, the relationship between the new financial investor and the management is yet to be defined," the official said. Although it may not enjoy the same covenants held by TPG, it is expected that the Piramal Group could be granted some privileges by virtue of its large holding.

The senior Shriram official said the group was not keen to give special rights of the sort TPG enjoyed to the buyer. "But, we have not reached that stage," the official added.

A former head of another US private equity firm said ideally for Shriram, TPG should have sold its interest to another like-minded financial investor.

"Knowing Piramal's interest in financial services, a sale will be like bringing in a Trojan horse," said the person, requesting anonymity.