06 Nov. 2013
Mr.Madhivanan Balakrishnan, who along with a team had joined the company as its MD & CEO of 3i Info in the first quarter of FY13, had correctly observed “We are exploring ways and means to emerge out of the high-cost debt situation, which would help us reduce the cost of borrowings”
As part of the CDR to restructure Rs.1300 (of the then about Rs.2300 crores) loans from Indian banks Mr.Balakrishnan had also mentioned that 3 i Info is in talks with four foreign banks to borrow about $250-270 million, which was expected to flow in in the first quarter of this financial year.
He had indicated that as a result, the crippling interest burden would come down considerably. To further ensure that this happens, he had indicated selling 3i stake in its Hyderabad-based subsidiary Locus Enterprise Solutions during this financial year to pay some high interest bearing loans. “Our internal objective is the third quarter and this would depend on our ability to replace the CDR. If we replace the debt this quarter, we will target a turnaround by Q3. The worst case scenario would be Q4.” He had assured.
It is with these expectations that 3 i Info increased its Equity Capital from Rs. 191.99 crores in March 2012 qtr., to Rs. 434.26 in June 2012 qtr., and gradually to Rs. 571.94 crores by Sept. 2013 qtr.
He had said in an interview on i, May 15: that 3i Infotech, “expects to emerge out of the debt crisis in the current quarter (1st qtr) and turnaround by the third quarter of FY14.
To emerge out of the high-cost debt situation, he had mentioned “selling stake in subsidiaries and other cost-cutting measures” 3i Info continues to be dragged down by its subsidiaries, which have mushroomed over the years, even while its income has remained static or has been dipping now and then. If the 3i Info top brass thought of a picnic for the Managing Directors of all its subsidiaries, they would be a bus full! Apparently the adage “a family with many children is a poor family”, is yet to soak in, among those at its helm!. 27 when last counted, the cause of morass in which 3i Info has been wading through for years now, perhaps lies here.
Close to 50% of 3i Info equity is held by public, FIIs and Life Insurance Corporation of India among others.
Its Executive Director and Group Chief Financial Officer Charanjit Attra (name does not ring a bell!) in an interview to Hindu Business after the Sep. 2013 qtr. results were out, has shifted the turnaround goal post now to the 1st qtr. of 2014-15. Shifting goal posts punctures investors’ confidence.
As pointed out by Mr.Charanjit Attra, perhaps the only silver lining (if it can be called that), is the reduction of staff strength by 550, (to 8,950 from 9,500), replacing “high-cost staff”, shifting offices out from high cost regions – in Mumbai, Bangalore and Chennai – to low-cost areas. He may mean this as an example of “operational efficiencies and due to our cost reduction and workforce rationalisation efforts,”, but I would rather describe these as examples of shop keeper’s mentality!
As between Time Period 01, (6 qtrs. from Mar. 2012 qtr to June 2013 qtr) and Time Period 02, (6 qtrs. from June 2012 qtr to Sep.2013 qtr), 3i Info continues to suffer from negative rating. It has however improved from -454.46 in Time Period 01, to -115.91 in Time Period 02, despite income from operations shrinking from Rs.84.20 crores, (Mar 12 qtr) to Rs. 78.26 crores (Sep. 2013 qtr), interest as % of total income, worsening from 56.85% to 95.27%.
There have been some significant positives during these two time periods. To cite some, P/L After Tax from Ordinary Activities has improved from Rs. -212.27 crores to Rs. -97.48 crores, Cash Profit has improved from Rs. -192.02 crores to Rs. -42.04, Ratio ‘R’ improving from -1.35 to -0.20 and EPS for 4 consec. qtrs. improving from Rs. -12.37 to Rs. -7.06.
I repeat what I have said earlier. You do not need 27 subsidiaries in 50 countries, that too with track record of bagging awards in so many countries, to have static or even declining income,. Either jack up profitable income from operations, or close down subsidiaries that are value destroyers and avoid short sighted, morale and image negative shop keepers’ measures.
N.Narasimhan