Outside the headquarters of IL&FS in Mumbai, India. The Indian government took action this week after a string of defaults by the company. Reuters
Outside the headquarters of IL&FS in Mumbai, India. The Indian government took action this week after a string of defaults by the company. Reuters

Inside Modi's stunning takeover of one of India's riskiest lenders



With the future stability of the Indian financial system on the line, executives running a giant infrastructure lender gathered at the company’s glassy, modernist headquarters in Mumbai and hammered out an ambitious restructuring plan last Saturday to manage a $12.6 billion (Dh46.2bn) debt burden after a string of defaults.

Except that they weren’t really calling the shots any more. The very next day, the government in New Delhi authorised a move to sweep in and seize control of Infrastructure Leasing & Financial Services (IL&FS), a vast conglomerate that’s raised billions of dollars in the corporate bond market and powered the nation’s public project building boom.

The stunning move, more typical of China’s command-and-control economy than a free-wheeling democracy like India, caught investors by surprise. Prime Minister Narendra Modi’s government also unveiled an investigation into IL&FS’s management by the Serious Fraud Investigation Office.

The decision to oust the company’s board was taken by Finance Minister Arun Jaitley after the government had quietly reached out, at least two days earlier, to former bureaucrats and current bankers to orchestrate a board coup, according to people familiar with the matter. The government had been monitoring the lender for two weeks, one of the people said.

Following a series of meetings last week, and months after the first defaults by the systemically important lender, the ministry was worried about the multiple shocks to the financial markets that would follow from IL&FS’s collapse.

“The restoration of confidence of the money, debt and capital markets, the banks and financial institutions in the credibility and financial solvency of the IL&FS Group is of utmost importance for the financial stability of capital and financial markets,” the government said in a statement Monday.

In addition to handpicking a new board of directors, the government is expected to overhaul the management and monitor any future restructuring plan, a process that seems likely to extend well into 2019. The newly constituted board led by Asia’s richest banker, Uday Kotak, is likely to meet Thursday. It must devise a plan for the group and file a response to the National Company Law Tribunal, which endorsed the government’s move, by October 15. The tribunal will next hear the matter on October 31.

Mr Modi’s government concluded it had few options. The economy was already grappling with surging fuel prices and a plunging currency. The last thing the government needed was more turmoil in the debt market, with plans underway to raise a net 2.47 trillion rupees ($34.7bn) through March to bridge India’s fiscal gap.

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Another consideration, and a big one, is that Mr Modi’s Bharatiya Janata Party faces a general election in early 2019. During his four years in power, Mr Modi has tried to cultivate a pro-poor image. That will be tested as the opposition questions IL&FS’s loan-fueled expansion.

“The government was left with no choice but had to act quickly and decisively,” said Mathew Antony, managing partner of Aditya Consulting, an advisory firm based in Mumbai. “The risk from IL&FS’s default was spreading to all corners of the market and any indecisiveness would have eroded the political capital of the government further.”

The troubles at IL&FS had been intensifying since July, when company founder Ravi Parthasarathy stepped down, citing health reasons. Defaults from August within the group rattled India’s money markets, added to pressure on corporate bond yields and sparked a sell-off in the stock market.

The Reserve Bank of India has initiated a special audit, given the potential systemic risk to other non-bank lenders. There were also worries about upcoming group debt payments.

Over the past week, Mr Jaitley, the Finance Minister, had come under pressure to act after receiving formal letters, including one from opposition lawmaker K.V. Thomas, raising concerns about operations at IL&FS, according to people familiar with the matter. Mr Jaitley’s team on Sunday sent a confidential note to the Ministry of Corporate Affairs recommending that the company court be approached for the “reconstitution” of the IL&FS board.

In the secret memo, the finance ministry said it was concerned that just 28 billion rupees (Dh1.3bn) of IL&FS securities owned by mutual funds could set off a chain reaction of redemptions by investors. That, in turn, may send sovereign bond yields soaring to 8.5 per cent, a level not seen since 2014, and possibly derail the government’s borrowing plan, according to the note seen by Bloomberg. Finance ministry spokesman D.S. Malik declined to comment.

On Monday, government lawyers sought the National Company Law Tribunal’s approval to oust the board calling the directors a “parasite on public fund,” because of their “hefty” salary packages. Former Managing Director and Vice Chairman Hari Sankaran was paid 77.6 million rupees in the year ended March 31, while founder chief executive Parthasarathy took home 205m rupees, according to the company’s annual report.

The IL&FS Group is a bewilderingly complex conglomerate, with 169 direct and indirect subsidiaries. To defuse the long-running crisis at the company, the financier had considered selling short-term bonds, recapitalising the company, and selling or stalling existing infrastructure projects, according to an ousted director, who asked not to be identified because the person isn’t authorised to talk to the media.

Another option was a bailout orchestrated by its biggest investors, which include Life Insurance, India’s largest life insurer; State Bank of India, its largest bank; and Housing Development Finance, its largest mortgage lender. Japan’s Orix is the company’s second-largest shareholder.

A plan to raise funds by selling stake to Piramal Enterprises, controlled by billionaire Ajay Piramal, in 2015, was rejected by the shareholders. That prompted the firm, which lent for projects that take years to complete, to seek short-term funds, according to the director.

Enter the Reserve Bank of India. The nation’s central bank in an attempt to clean-up a burgeoning pile of stressed debt issued stringent new rules barring fresh loans to borrowers with dud debt. That made it difficult for struggling companies to get new loans from banks.

Five special purpose vehicles of IL&FS Transportation Networks Ltd. failed to service obligations in June, followed by defaults by parent IL&FS and its units on commitments including bonds and commercial papers starting August. A state lender Small Industries Development Bank of India filed an insolvency petition against IL&FS and its unit last month over missed payments.

The government in its court filing said IL&FS was “indiscriminately” borrowing money. IL&FS “has been presenting a rosy picture and camouflaging its financial statements by hiding severe mismatch between its cash flows and payment obligations, total lack of liquidity and glaring adverse financial ratios,” according to the 44-page filing.

The events that led to the firing of the board started with a complaint against a unit written to the Ministry of Corporate Affairs office in Mumbai a few weeks ago. That was followed by lawmaker Mr Thomas’s letter to Mr Jaitley on September 20 in which he asked the minister to help IL&FS to avoid the world’s fastest growing major economy from plunging “into a recession”.

Shares of the the group’s listed units have been surging since the ousting of the board. IL&FS Investment Managers surged 10 per cent on Wednesday, while IL&FS Transportation Networks advanced 19 per cent.

“Investors didn’t want to put more money without a strong leadership and we can’t imagine a better team than the newly constituted board,” said Gaurang Shah, chief investment strategist at Geojit Financial Services in Mumbai. “Assurance by the government and the necessary action taken against the erstwhile board has brought the much needed confidence.”

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Mercer, the investment consulting arm of US services company Marsh & McLennan, expects its wealth division to at least double its assets under management (AUM) in the Middle East as wealth in the region continues to grow despite economic headwinds, a company official said.

Mercer Wealth, which globally has $160 billion in AUM, plans to boost its AUM in the region to $2-$3bn in the next 2-3 years from the present $1bn, said Yasir AbuShaban, a Dubai-based principal with Mercer Wealth.

Within the next two to three years, we are looking at reaching $2 to $3 billion as a conservative estimate and we do see an opportunity to do so,” said Mr AbuShaban.

Mercer does not directly make investments, but allocates clients’ money they have discretion to, to professional asset managers. They also provide advice to clients.

“We have buying power. We can negotiate on their (client’s) behalf with asset managers to provide them lower fees than they otherwise would have to get on their own,” he added.

Mercer Wealth’s clients include sovereign wealth funds, family offices, and insurance companies among others.

From its office in Dubai, Mercer also looks after Africa, India and Turkey, where they also see opportunity for growth.

Wealth creation in Middle East and Africa (MEA) grew 8.5 per cent to $8.1 trillion last year from $7.5tn in 2015, higher than last year’s global average of 6 per cent and the second-highest growth in a region after Asia-Pacific which grew 9.9 per cent, according to consultancy Boston Consulting Group (BCG). In the region, where wealth grew just 1.9 per cent in 2015 compared with 2014, a pickup in oil prices has helped in wealth generation.

BCG is forecasting MEA wealth will rise to $12tn by 2021, growing at an annual average of 8 per cent.

Drivers of wealth generation in the region will be split evenly between new wealth creation and growth of performance of existing assets, according to BCG.

Another general trend in the region is clients’ looking for a comprehensive approach to investing, according to Mr AbuShaban.

“Institutional investors or some of the families are seeing a slowdown in the available capital they have to invest and in that sense they are looking at optimizing the way they manage their portfolios and making sure they are not investing haphazardly and different parts of their investment are working together,” said Mr AbuShaban.

Some clients also have a higher appetite for risk, given the low interest-rate environment that does not provide enough yield for some institutional investors. These clients are keen to invest in illiquid assets, such as private equity and infrastructure.

“What we have seen is a desire for higher returns in what has been a low-return environment specifically in various fixed income or bonds,” he said.

“In this environment, we have seen a de facto increase in the risk that clients are taking in things like illiquid investments, private equity investments, infrastructure and private debt, those kind of investments were higher illiquidity results in incrementally higher returns.”

The Abu Dhabi Investment Authority, one of the largest sovereign wealth funds, said in its 2016 report that has gradually increased its exposure in direct private equity and private credit transactions, mainly in Asian markets and especially in China and India. The authority’s private equity department focused on structured equities owing to “their defensive characteristics.”