Friday, June 27, 2008

"SUN PHARMA LOOKS TO POP UP TARO BY FORCE"





UPPING ANTE FILES SUIT IN NY
SUN PHARMA LOOKS TO POP UP TARO BY FORCE


SUN Pharmaceutical Industries, the country’s most valuable drug maker, has decided to launch a hostile bid for Israel’s Taro Pharmaceutical Industries. The is a rare instance of an Indian company making an unsolicited bid for a foreign firm. The move follows Taro’s rejection of a merger agreement with Sun last month. Taro had termed the offer “inadequate.” Sun said on Thursday that it will offer to purchase all outstanding shares of Taro in the next few days at $7.75 a share, the rate that both companies had agreed a year ago. Sun, which already holds a 36% stake in Taro, also said the offer is in line with the 2007 merger agreement between the two companies. Under that accord, Taro’s controlling shareholders, led by chairman Barrie Levitt, granted Sun the option to acquire all its shares if the merger fails. Sun has filed a lawsuit in the supreme court of the state of New York against Taro and its board of directors, requesting the court to order the controlling shareholders to honour the 2007 merger agreement. “We have had enough of the delays, excuses and misrepresentation by the board of Taro and Mr Levitt. Now it is time for Mr Levitt and his family to do what is required of them under the option agreement. We will do everything required to preserve our rights,” said Sun Pharmaceutical chairman Dilip Sanghvi. The successful acquisition of Taro will help Sun expand its marketing reach in the US where demand for generics continues to grow as health-care costs surge and more blockbuster drugs go off patent.

In May 2007, the Indian drugmaker offered to buy Taro for $7.75 per share and an additional $224 million to refinance debt, totalling $230 million in cash.

DEAL GOES BUST


Sun will offer to buy outstanding Taro shares at $7.75 a share. Says offer in line with 2007 merger pact

Indian co has also filed suit in New York against Taro and its board
Taro called off merger in May; said revised $10.25/share offer meagre

MAY 2007


Sun Pharma enters into a merger deal with Taro

MAY 2008
Sun receives Taro’s notice to terminate the agreement on difference of valuations

JUNE 2008


Sun replies to Taro disagreeing the termination

Legal battle kicks off between the two over the sale of Taro’s Irish plant

Sun files case in New York court against Taro Taro sought revised offer

SUN has given Taro $60 million in cash to revive the company and subsequently raised the offer to $10.25 a share. The Taro promoters and financial institutions having a combined 22% stake rejected the merger agreement with Sun Pharmaceutical last month, citing the domestic firm’s revised $10.25 a share offer as inadequate given the improvement in Taro’s operations. It had also filed a lawsuit in Israel on May 28 seeking to force Sun to make a revised offer. Sun refuses to do this.

“My sense of it is that the legal issues make it complex. While the litigation continues it will be difficult for Sun to get the shares from Taro’s promoters. I think that Sun filed the action to abide by the agreement. It exercised its option to be on the right side of the law. I don’t think it is going to be able to acquire the shares anytime soon.” Amod Karanjikar, an analyst with Edelweiss said.

Taro filed an injunction in the Tel-Aviv district court seeking to overrule the options agreement on May 28.

"GMR pays $1.1 bn for 50percent in Dutch power firm"





In the largest acquisition of a global energy utility by an Indian company, GMR Infrastructure has bought 50 per cent in the Netherlands-based power generation company, InterGen NV for $1.1 billion (approximately Rs 4,694 crore).

InterGen, which operates 12 power plants in England, Mexico, the Netherlands and Australia, has 8,086 MW of operational capacity and about 5,000 Mw of assets under development. The company had a turnover of $1.65 billion with profits of $613 million for the year ended December 2007. It employs about 700 people at various locations.

Bangalore-headquartered GMR has interests in airports, energy, highways and urban infrastructure. GMR bought 50 per cent in InterGen from AIG Highstar, a private equity group. Ontario Teachers Pension Plan (Teachers), the largest single-profession pension plan in Canada, holds the balance 50 per cent equity stake in InterGen. The deal will be closed before December.

"We will fund the acquisition through a special purpose vehicle which will get a bridge loan of $1.1 billion with two-year maturity from a consortium of five Indian banks," said Ashutosh Agarwala, chief financial officer, GMR.

The acquisition will help GMR get access to the super-critical technology of InterGen's Australian operations and will help it qualify for the ultra mega power projects coming up in India, said company officials

Thursday, June 26, 2008

"ADAG moves court to save MTN deal"


SAFE THAN SORRY

Group Cos File Caveats To Stop RIL From Blocking Transaction



THE war of words between the Ambani brothers over RCom’s proposed reverse merger with MTN may now reach the courts. Two companies of the Anil Dhirubhai Ambani Group (ADAG) have filed caveats in the Bombay High Court, which are intended to ensure that no ex-parte order was issued in case Mukesh Ambani’s flagship Reliance Industries (RIL) attempts to enforce its claimed first right of refusal in case of the MTN deal. Sources close to the development said Reliance Communications (RCom), which is in talks with MTN to create one of the world’s top telecom companies, and another company AAA Communications have filed the caveats in the Bombay High Court last week. ADAG’s investment arm AAA Communications holds 63% stake out of the group’s 66% stake in RCom.

The bone of contention between the Ambani brothers lies in RIL’s claim that it holds the right of first refusal in case RCom is sold to any third party. RCom denies any such right. RIL sources say that ADAG has repeatedly sought to enforce this right in case of various initiatives by RIL and by Mukesh Ambani and his associates.

Although MTN has maintained that the sibling rivalry between the Ambani brothers will not have any impact on its talks with RCom, experts said the deal may face the threat of getting delayed by legal proceedings. “This threat may have an impact on the share-swap ratio,” said a source, adding that MTN is now scrutinising the legal implication of RIL’s claim. However, this could not be independently verified with MTN.

It is learnt
that Anil Ambani is expected to visit London to give final touches to the proposed deal. Ken Kosta, Lazard’s head of Europe, is leading the ADAG effort on this deal from his London office. If the deal goes through, it will create a telecom company with a combined subscribers of 115 millions in Asia, Africa and the Middle East. The broad contours of the deal being discussed between the South African telco MTN and RCom indicate the ADAG will emerge as the largest shareholder of the Johannesburg-based MTN, while RCom will become the subsidiary of MTN. If the deal goes through, ADAG is expected to get nearly one-third stake in MTN by swapping his shareholding in RCom. He may chip in a few billion dollars to top up his offer, depending on the share-swap ratio between the two companies. Ambanis square off yet again

THE exact details of the deal have not yet been finalised. Both the parties have signed an agreement to hold ‘exclusive talks’ till July 8.

The animosity between the Ambani brothers is nothing new. They parted ways in June 2005 after one of the prolonged and most bitter battles in the history of corporate India. Since then, both the brothers have grown their business manifold and have displayed a habit of obstructing each other’s expansion plans. RIL sources claim that this propensity has mostly been exhibited by ADAG which has repeatedly objected to various initiatives.

However, this round of battle was initiated by RIL, which two weeks ago sent a letter to MTN claiming that it enjoys the first right of refusal in case RCom is sold. RIL’s claims are based on a disputed agreement with three entities of ADAG on January 2006. RIL had also sent the same letter to RCom a day later. The January 2006 agreement was to implement the demerger of businesses between the brothers.

RCom immediately come down heavily on RIL. In a communication, which was public within a day after getting the RIL’s letter, RCom had said: “ The tone of the letter clearly indicates that it is part of a mala fide design, with no substance, to simply try and disrupt talks between RCom and MTN, by raising the false bogey of litigation and damages. The use of threatening and coercive language by RIL, India’s largest private company, with MTN, a globally respected telecom major, is very unfortunate.”

RIL had earlier said: “It has in good faith notified both ADAG and MTN of the stipulations contained in an agreement, the validity of which has never been questioned so far by ADAG.”

"Modis to exit, TM to get 15% in merged entity"




IN ONE of the biggest deals in the Indian telecom sector, Aditya Birla group’s Idea Cellular on Wednesday announced that it would acquire BK Modi’s Spice Communications to strengthen its position in the growing telecom market. The deal consists of four related but distinct transactions. Idea will acquire the Modis’ 40.8% stake in Spice to begin with. Subsequently Idea will launch the mandatory 20% open offer for the Spice shareholders jointly with Telekom Malaysia’s investment arm TMI (Telekom Malaysia International).

Later, Idea will merge Spice with itself and offer a 14.99% stake to TMI through a preferential allotment. Idea will earn Rs 7,294 crore ($1.7 billion assuming an exchange rate of Rs 43) by selling this stake to TMI. This would make it one of the largest infusions of FDI into India.

Idea has agreed to buy the Modis’ 28.14 crore shares for Rs 77.30 each, totalling Rs 2,176 crore. In addition, it will also shell out Rs 544 crore, or over Rs 19 a share, to the Modis as non-compete fee. This is under the 25% limit (with reference to the open offer price to non-promoter investors) prescribed by the market regulator Sebi for any such payment. The 14.99% preferential allotment to TMI will ensure that Idea, despite being the purchaser, ends up as a net gainer in the transaction. The net income for Idea, after making payment to the Modis, will be Rs 4,574 crore.

The Idea-TMI combine will launch the open offer at Rs 77.30 jointly with TMI, which now holds 39.2% stake in Spice. It is not clear who will pick up how much at this stage. Idea will earn Rs 7,294 crore by selling 46.47 crore preferential shares to TMI for Rs 156.96 apiece. According to the merger formula, Spice shareholders will get 49 Idea shares for every 100 shares they held. The payment to the Modis is being funded through internal accruals. After the deal, which is expected to be done in the next six months, Idea’s equity base will be expanded due to issue of fresh shares to TMI and the share swap.

ET first reported on June 10 that Spice shares will be acquired by Idea at between Rs 77 and Rs 78 per share. On June 12, we reported that TMI will buy just under 15% stake in Idea through preferential offer and will hold about 20% in the merged entity. On Wednesday, Idea scrip closed at Rs 102.05, up 2.92% while Spice scrip touched an all-time high of Rs 73.40 before closing at Rs 72.35. This is a whopping 33% gain over the previous day’s close.

“Spice will be delisted and TMI’s holding in the new Idea (post-merger) will be a maximum of 20% (depending on the response to the open offer) and one non-executive board seat,” AV Birla group chairman Kumar Mangalam Birla told ET. The management of the merged entity will be with the

Birla group, which will have between 46%-48% in the company post the transaction. The 40.8% stake in Spice Telecom being acquired by Idea from the BK Modi Group will be cancelled post the transaction. The deal makes Idea virtually a debt-free company because of the net gain of around Rs 4,500 crore from the deal. Around Rs 2,700 crore was raised by selling stake in Indus Towers to Providence Partners last month. “With this, we become a debt-free company and Idea takes on a high-growth trajectory,” Mr Birla said.

Idea to enter Karnataka

DSP Merrill Lynch acted as the financial advisor to Idea while Enam Securities worked for Modis. Lazard was the financial advisor to TMI.

Idea Cellular MD Sanjeev Aga told ET the deal will give Idea an entry into Punjab and Karnataka, where Spice is present and which accounts for 11% of India’s total wireless subscribers. Spice has 4.4 million subscribers. With a total of over 31 million subscribers post-merger, Idea will be the fifth largest operator in India, ahead of Tata Teleservices (TTSL) which has nearly 26 million users.

It will also consolidate Idea’s position, with its all-India market share increasing from 9.5% to 11.1%. Idea is close to launching operations in Mumbai, Bihar, Tamil Nadu and Orissa in the next four-five months. With Punjab and Karnataka coming into its kitty through the deal, Idea will have almost a nationwide footprint spanning 17 key circles.

Also, Spice has spectrum in the 900 mhz GSM band, which carries more subscribers than the 1,800 mhz band. Idea already has spectrum in the 900 mhz band in seven circles areas, which will increase to nine, driving scale economies and operational synergies. “This will result in lower operating and capital expenditure,” said Mr Aga.

TMI has 44 million users across 10 Asian markets. “TMI’s experience of operating 3G will be of value to Idea, as also the convergent interests of the two companies in areas extending from international traffic to roaming and mobile value-added services. Idea and TMI would sign a business co-operation agreement to this effect,” Mr Aga said.

Spice group chairman BK Modi said, “This divestment will enable Spice to redeploy resources and strengthen the group’s mobile ecosystem businesses led by mobile VAS, mobile devices, telecom retail and customer support. This transaction makes Spice an operator agnostic services provider, where we will continue to provide services to the Indian mobile telephony market.”

"IDEA ADDS SPICE"


HOW DOES THE DEAL CHANGE THE TELECOM LANDSCAPE?

India will now have 11 telecom operators instead of 12 & the pecking order will change. Idea set to become the fifth-largest operator with over 31 million users. It is now just 5 million subscribers away from BSNL

WHAT DOES IT MEAN FOR IDEA CELLULAR?

AV Birla Group co gets a foothold in Punjab and Karnataka, 4.4 million subscribers, a strategic investor in Telekom Malaysia and a net income of Rs 4,500 crore.

Idea turns a debt-free company WHAT HAVE MODIS AND SPICE SHAREHOLDERS GAINED?

Modis made a cool Rs 2,720 crore by selling stake in the loss-making venture. This includes a non-compete fee of Rs 544 crore. Spice shareholders get 49 shares in Idea for every 100 shares held

HOW DOES TELEKOM MALAYSIA INTERNATIONAL BENEFIT?

It becomes a strategic investor in the 5th-largest operator in the world’s fastest-growing telecom market. TMI has 44 m users across 10 countries; Idea adds 31m to that. TMI will have one member on the new Idea board

DEAL DYNAMICS

STEP 1
Idea to acquire the Modis’ 40.8% stake in Spice

STEP 2
Idea to make 20%open offer for Spice jointly with TM

STEP 3
Idea to merge Spice Comms with itself

STEP 4
TM to buy 14.99% in merged co via preferential issue

Thursday, June 19, 2008

"RANBAXY CAN SELL LIPITOR"



Reaches Out-Of-Court Pact With Innovator Pfizer

EXACTLY a week after the promoters of Ranbaxy Laboratories sold their shareholding to Japanese drug maker Daiichi Sankyo, the Indian drug maker and US pharma giant Pfizer on Wednesday announced that they have reached an out-of-court settlement for their global litigation over the world’s largest selling drug Lipitor (Atorvastatin). According to the settlement, Ranbaxy will launch its generic version of Lipitor, the $12.7 billion cholesterol-lowering medicine — and combination drug Caduet — on November 30, 2011, in the US with an exclusive marketing rights for 180 days along with the innovator company.

Industry estimates peg Ranbaxy’s revenue upside from the settlement for Lipitor at $1.5 billion over a four-year period running up to May 2012. At present, Ranbaxy, subject to litigation, was on course to launch its generic version of Lipitor in the US in March 2010, 15 months ahead of its patent expiry in June 2011. This settlement pushes back the launch date by 20 months, even though, it eliminates all uncertainty regarding the launch date. In addition, Ranbaxy will also not receive any upfront payment from the out-of-court settlement. Says Prabhudhas Lilladher’s pharma analyst Ranjit Kapadia, “The settlement brings certainty to Ranbaxy’s launch and will cut down litigation cost for Ranbaxy from tomorrow itself. However, the drug’s launch has been pushed back by 20 months, which means that Pfizer will get additional sales of around $20 billion during the extended period.”

Ranbaxy has described the deal as a winwin situation. “This is the largest and the most comprehensive out-of-court settlement ever in the pharma industry covering a total revenue of over $13 billion. The revenues will start kicking in from this year, as we will be launching generic version of Lipitor in Canada this calendar year,” Ranbaxy Laboratories CEO and MD Malvinder Singh told ET. A senior Pfizer executive, on his part, said the agreement clearly reaffirms the value and importance of intellectual property. GENERIC VERSION OF BLOCKBUSTER DRUG TO DEBUT IN US IN NOV 2011
2003 Ranbaxy files para IV application for Lipitor. Pfizer sues Ranbaxy for patent infringement, automatic 30-month stay AUG 2006 RANBAXY invalidates Pfizer's ‘995 Lipitor US patent

DEC 2006 AUSTRALIAN Federal Court grants decision to Ranbaxy JAN 2007 CANADIAN Federal Court grants favourable decision to Ranbaxy
FEB 2007 RANBAXY launches Atorvastatin in Denmark MAR 2007 PFIZER files re-issue application for Lipitor in the US

MAR 2008 PFIZER sues Ranbaxy for additional patent infringement in US court MAY 2008 RANBAXY gets mixed verdict on Pfizer's Lipitor
JUN 2008 RANBAXY settles Lipitor litigation with Pfizer Can sell Atorvastatin in 6 more countries

While the out-of-court settlement was announced after Indian stock exchanges closed on Wednesday, Ranbaxy shares moved up by 2.9% to Rs 598 during the day. According to industry estimates, Ranbaxy will get a revenue upside of around $1.5 billion from anti-cholesterol medicine Lipitor alone in a four year period running upto May 2012. The bulk of this revenue will be backloaded and is expected to accrue when India’s largest drug maker launches its drugs in the US market in November 2011.

Lipitor generates annual sales of $8 billion in the US alone. In Canada, the drug rakes in about a $1 billion in sales every year. Caduet, a combination drug of Lipitor and hypertension drug Norvasc, has annual global sales of $400 million. In addition to the US and Canada, the Indian drug maker will also have the licence to sell Atorvastatin on varying dates in six more countries — Belgium, Netherlands, Germany, Sweden, Italy and Australia.

Ranbaxy can launch its Atorvastatin 2-4 months ahead of their patent expiry in these respective countries. Ranbaxy and Pfizer have also resolved their disputes regarding Atorvastatin in Malaysia, Brunei, Peru and Vietnam. The patent infringement litigation between Pfizer and Ranbaxy relating to Lipitor will continue in five other European countries — Finland, Spain, Portugal, Denmark and Romania. “There are certain issues that needs to be settled for patents in these countries,” Mr Singh added.

The agreement pertains solely to Ranbaxy and its affiliates and does not cover legal challenges to the Lipitor patents involving other generic manufacturers.
For the last few days, there has been speculation that Pfizer would announce a counter offer for the 65% non-promoter shareholding in Ranbaxy. While theoretically this option exists, it now appears remote. It appears unlikely that Pfizer would have negotiated an out-of-court settlement with Ranbaxy, if it had intentions of launching a hostile bid for the company.

It is learnt that the Ranbaxy promoters’ discussions with Daiichi Sankyo were going parallel with the company’s negotiations with Pfizer. Some experts tracking the pharma sector feel that given the nature of the out-of-court settlement, which will not result in any windfall payment for Ranbaxy, it is possible that the Indian company wanted to first announce the stake sale.

Pfizer president of Worldwide Pharmaceutical Operations, Ian Read said, “The agreement provides patients with access to a generic product much earlier than if Ranbaxy were unsuccessful in obtaining approval for its product and overcoming the relevant patents. It provides substantial certainty regarding the timing of the entry of a generic version of Lipitor. Finally, the agreement clearly reaffirms the value and importance of intellectual property and this country’s (US) well-balanced system of creating incentives to develop innovative medicines, while at the same time, establishing a strong generic drug business.”

Chryscapital MD and pharmaceutical expert Sanjiv Kaul said that other Indian companies should also follow similar amicable settlement routes, “Litigation for Indian pharma companies is a costly proposition. They should always look for a possible collaborative approach rather than a confrontational approach. One should use the Para IV for positioning itself as a global supplier of authorised generics to MNCs.”

An industry source added that Ranbaxy opted for the settlement route as it wanted to cut down on litigation cost, which would quadruple when the cases moves to higher courts. And also, Daiichi Sankyo, which recently bought the Ranbaxy promoter’s 35% stake, would not have been keen on taking the legal fight with Pfizer.

The settlement also resolves additional patent litigation between the companies involving the branded drugs Accupril (in the US) and Viagra (in Ecuador) and all patent litigation with Ranbaxy relating to generic formulation of Quinapril Hydrochloride in the US and Sildenafil in Ecuador.

Wednesday, June 18, 2008

"Anil Ambani eyes over 40% MTN pie"


Anil Ambani, whose flagship company Reliance Communications is in talks with South Africa-based MTN, is looking to buy more than 40 per cent stake in the telecom major, a media report said on Tuesday.

"Anil Ambani, chairman of India's Reliance Communications, is considering buying more than 40 per cent of MTN, Africa's biggest wireless company," the Financial Times reported in its Asia edition.

The newspaper also pointed out that the talks have been complicated by the threat of legal action by Anil Ambani's elder brother Mukesh Ambani, who is claiming a right of first refusal over any stake sale by RCom.

The report said that Ambani was looking for ways to increase his "in-effect" controlling position in the South African firm.

Quoting people familiar with the situation, the newspaper said, "... Mr Ambani was looking at how he could maximise an in-effect controlling position in MTN by seeking to persuade the South African mobile operator's shareholders to waive their right to a tender offer."

It has been thought that Ambani would limit himself to a 34.9 per cent stake in MTN, because if it went higher, then he would be required as per the South African laws to make an offer to buyout the other shareholders of the telecom major.

"... Mr Ambani was looking at the case for a "whitewash" procedure under which MTN's shareholders would vote on whether to waive their right to a tender offer. If the shareholders agree, Mr Ambani may end up owing 40-45 per cent of MTN," the report said quoting both people familiar to the situation and a person close to the talks.

Last month, RCom and MTN had entered into a 45-day exclusivity talks to explore the possibility of a merger. These talks had begun on May 26.

Even though, several transaction structures have been examined, no conclusion has been reached yet.

According to the newspaper, Ambani is seeking to engineer a de facto takeover of MTN under which he would swap most of his 66 per cent shareholding in RCom for a near-controlling stake in the merged entity.

"The talks are politically sensitive because MTN is one of South Africa's most successful post-apartheid companies. Any deal with Reliance would almost certainly be presented as a merger," the report said.

"MTN's largest shareholders are Newshelf, a company that holds 13 per cent on behalf of the group's staff, and Public Investment Corporation, a South African state-owned pension fund, which also has 13 per cent," the Financial Times said.

The next largest shareholder in the South African firm is M1, a company that holds almost 10 per cent on behalf of Lebanon's Mikati family.
Further, the newspaper said the precise size of Ambani's share in MTN would be influenced by the take up of an expected tender offer by the African firm to RCom's minority shareholders.

"BLOCK DEAL NOT POSSIBLE DUE TO PRICE BAND"


Bulk deal in Ranbaxy likely
Move To Help Promoters Save On Rs 1,000-Cr Capital Gains Tax


RANBAXY promoters are likely to use the ‘bulk deal’ route to sell their shares to Daiichi Sankyo. Through this window, they can sell their shares through the stock exchange without being bound by the price restriction of a ‘block deal’ and without having to pay long-term capital gains tax of around Rs 1,000 crore. The Ranbaxy promoters will gross Rs 9,576.3 crore by selling their 34.82% stake in the country’s biggest drug maker.

As reported first by ET in its edition dated June 14, there is a clause in the deal agreement between Ranbaxy promoters and Daiichi Sankyo, which says that the promoters holding will be sold through a stock exchange transaction. A stock exchange transaction of this kind, can be done either through a ‘block’ deal or a ‘bulk’ deal.

As per the norms, a block deal transaction has to be done at a price which is close to the existing market price.

The Sebi circular dated September 2005, said that a trade with a minimum quantity of 5 lakh shares or having a minimum value of Rs 5 crore executed through a single transaction on the stock exchange will constitute a ‘block deal’. This block deal is subject to conditions like time period of trade, delivery-based trading and more significantly a price range, which is not to exceed more than 1% from the existing market price or the closing price of the stock on the previous day.

However, in the case of Ranbaxy, the scrip is trading at a sharp discount to the negotiated price of Rs 737 per share. Therefore, Ranbaxy promoters can sell their shares to Daiichi Sankyo through a block deal, only if the share price shoots up by 26.7% against the closing price of Rs 581.45 at BSE on Tuesday. Bulk deals a way out
THE bulk deal route offers a way out. As per a circular dated January 2004, which brought disclosure norms for large stock deals, all transactions in a scrip, where the total quantity of shares bought or sold is more than 0.5% of the number of equity shares of the company listed on the exchange, are bulk deals.

This is applicable even when the deal is struck through multiple transactions as long as the cumulative shares under consideration exceeds the 0.5% threshold. Incase of Ranbaxy, the transaction would necessarily come under the scope of bulk deal as the total stake being sold is more than 34%. The bulk deal circular of 2004 does not impose any price range condition.

A stock exchange transaction will save the promoters capital gains tax of around Rs 1,000 crore, which they would have to pay if this was an offmarket transaction. Unlike an off-market transaction which attracts a 10% long-term capital gains tax in addition to 1% surcharge and an additional 3% tax on the surcharge, stock exchange transactions do not attract capital gains tax. A bulk deal through the stock market will mean that Ranbaxy promoters will have to pay a nominal securities transactions tax of 0.125% in addition to broker’ fee and 12.5% service tax (on the broker’s fee), which could run into few crore.

Tuesday, June 17, 2008

"Dubai co likely to acquire 15% stake in GHCL "



DUBAI-BASED Al Rostamani group is expected to buy 15% stake from the promoters of GHCL as a part of a larger transaction which could result in the Middle East group owning a little more than one third of the flagship company of the Sanjay Dalmia group. The deal, including the mandatory open offer will be triggered as part of the transaction, which is expected to cost anywhere between Rs 550-690 crore.

According to sources, the deal would involve stake sale by the promoters of GHCL which would bring down their direct holding in the firm to around 32%. If the open offer is fully subscribed then Al Rostamani group will own close to 35% in GHCL. However, besides direct holding there are other shareholders associated with the company including an employees trust which if added will allow GHCL promoters to remain the largest shareholder.

A GHCL spokesperson declined to comment on the developments. However, in response to an ET report on June 11 about Al Rostamani group picking up a substantial stake in GHCL, the company had informed the stock exchange: “The company is an expanding organisation and exploring growth opportunities organically and in-organically both. As a sequel to this effort, we keep examining various proposals for funding requirement. Any specific proposal till it is finalised cannot be commented upon.”

According to sources, the promoters are negotiating for a deal value which could be close to the FCCB issue made in September 2005. The price for the FCCB issue was fixed at Rs 197 per share in 2006. If the deal is struck at this price Al Rostamani will have to fork out around Rs 690 crore to get 35% stake in GHCL. The final transaction, could be struck at a price range of Rs 160-200 per share or even lower.

Even at this price range the deal would be at a substantial premium to the current price of GHCL which is hovering around Rs 72, after jumping 50% over the last one week. Insiders say, the promoters are in no mood to cede control of the company and the move is part of a fund raising exercise for other expansion plans which could involve bigger acquisitions.

"Daiichi to increase Ranbaxy stake by 20%"


Japanese Co To Make Open Offer On Aug 8; Pfizer Rumoured To Be Making Counter-Offer For 65% Non-Promoter Stake

JAPANESE company Daiichi Sankyo on Monday announced that it will make an open offer to buy 20% stake (92 million shares) in Ranbaxy Laboratories. The offer opens on August 8 and will close on August 27. The last day for submitting a competing bid is July 7. There is unconfirmed speculation that US major Pfizer is exploring the possibility of making a counter-offer to buy the 65% non-promoter stake in the company.

Last week, the promoters of Ranbaxy Laboratories announced that they have agreed to sell their entire 34.82% or 129.9 million shares in Ranbaxy for Rs 737 per share or around Rs 10,000 crore to Daiichi.

Daiichi will pick up 9.5% in the company through a preferential allotment of shares up to 9.5% and will have the option of acquiring another 4.9% through the issue of warrants. If the open offer is fully subscribed then on a fully diluted basis, Daiichi will own 58% of the company. An EGM of the company has been called on July 15 to approve the preferential issue of shares and warrants. According to the Indian laws, the Japanese company will have to make an open offer of another 20% stake at a price not less than Rs 737. However, all minority shareholders may not be able to sell all their shares. If the number of minority shareholders who want to subscribe to the open offer cross 20%, then Daiichi Sankyo will buy their stake proportionately to their shareholding in the company’s remaining 65% stake.

Ranbaxy promoters have entered into a non-compete clause with Daiichi for which they will not receive any additional compensation. After the completion of the transaction ,the Ranbaxy board will be reconstituted. It will comprise of four nominees from the Singh family and six from Daiichi. The two sides will select their independent directors, putting a question mark on the independence of these independent directors. Daiichi Sankyo has appointed ICICI Securities as the manager of the offer.

"Counterbid stumps Sterlite"


OUT OF THE BLUE: Grupo Mexico Makes $4.1-Bn Offer For US Co Asarco

TAKEOVER tussles appear to be the flavour of the season. After Essar found itself competing with a Russian firm for an overseas acquisition, it is the turn of Sterlite Industries to discover a rival bidder suddenly stepping out of the woodworks and challenging its takeover of Asarco — a $2.6-billion transaction that seemed a done deal.

On May 31, Sterlite announced the acquisition of Asarco, a US-based copper mining firm, in a cash deal after negotiating for several months. Much to it’s surprise, a few days ago, Grupo Mexico, the erstwhile promoter of Asarco, made an offer of $4.1 billion to regain control of the Tucson-based copper miner. Sources told ET that Grupo Mexico has submitted a proposal in the bankruptcy court in Corpus Christi in Texas to pay $ 4.1-billion to acquire Asarco. Significantly, the proposal has not been rejected.

In fact, the Asarco board would meet shortly to evaluate the offer, they said. On the face of it, Grupo Mexico’s $4.1-billion bid may seem to be far in excess of Sterlite’s $2.6 billion. But the offers from Sterlite and Grupo Mexico are not strictly comparable as the former does not include Asarco’s legacy liabilities, while the latter’s $4.1-billion bid does. But even after factoring these in, Grupo Mexico’s offer is higher than that of Sterlite’s. This transaction is a little more complicated than other M&A deals, since the transaction, done through an auction conducted by the Asarco board, was overseen by the bankruptcy court.

Grupo Mexico has also demanded that the break-up fee should not be paid to Sterlite, in case the deal fails through. The US government’s environmental protection agency, however, criticised the Grupo Mexico proposal, saying it would send wrong signals to investors.

The proceeds would help Asarco clean up its environmental mess and help protect its stakeholders from prolonged financial risks amid volatile copper prices.

GRUPO MEXICO
Mexico’s
largest mining corporation and the world’s third largest copper producer. It lost board control over Asarco when the latter filed for bankruptcy in 2005

$1.73b SALES
$452m NET PROFIT
$1.02b EBITDA
59% EBITDA MARGIN STERLITE

A leading
producer of copper in India. It is a part of Vedanta Resources, a London-listed metals and mining major with aluminum, copper & zinc operations in India

7332 SALES 1
932 NET PROFIT
367 PROFIT FROM COPPER
3535 REVENUE FROM COPPER Asarco bondholders oppose Sterlite

THE possibility of a re-bidding at this stage will depend on the bankruptcy court and the Asarco board. Grupo Mexico lost board control over Asarco when the latter filed for bankruptcy in 2005. It has submitted various proposals in the past three years, but this is for the first time it is coming out with a definitive financial plan to regain Asarco. “But now, it is announcing a new offer after the closure of the deal. One should keep in mind that Sterlite emerged as the highest bidder through a prolonged auction process,” said an industry expert.

Interestingly, Grupo Mexico is not the only party that’s opposing Sterlite. Two of the largest bondholders of Asarco — namely Harbinger Capital Partners Master Fund 1 and Harbinger Capital Partners Special Situations Fund LP — have urged the bankruptcy court in Texas to block the Sterlite deal. These funds said in a court document that Sterlite’s plan to finance the Asarco deal is “questionable” as it aims to raise most of the required fund from public market. Sterlite plans to create a subsidiary — Sterlite (USA) — which is expected to raise $780 million-$1.3 billion for the purchase. The funds said Asarco “ran an unfair auction and selected an illusory winner.” Asarco, formerly known as American Smelting and Refining Company, was put on the block after its creditors and trade unions filed for bankruptcy nearly a year ago.

Lehman Brothers acted as financial advisor and Baker Botts acted as legal advisor to Asarco in the auction conducted by the bankruptcy court. It is the third-largest copper producer in the US. Its bankruptcy in 2005 was caused by environmental liabilities.

Even as Sterlite tries to fend off its rival, another Indian group, Essar is in the midst of a full blown bidding war with the Russian mining firm Severstal for acquiring the US steel maker Esmark. Sections feel Essar is in an advantageous situation as the Esmark board rejected the Severstal offer. But, chances are the Russian company will return with a higher bid. Severstal is being supported by Esmark’s trade union and its largest shareholder. On the other hand, the Esmark board approved the Essar bid and also took a short term loan of $110 million from Essar.

Monday, June 16, 2008

"ADAG dares RIL on open offer"


MTN Team In Mumbai To Start Due Diligence
Piyush Pandey & Bodhisatva Ganguli


THE WEEKEND saw no let-up in the latest round of the seemingly unending and relentless war between the Ambani brothers, with both sides readying their heaviest legal artillery. After the initial shock and awe of RIL’s sudden intervention, Anil Dhirubhai Ambani Group (ADAG) officials have adopted an aggressive posture. However, RIL shows no signs of yielding with company officials claiming that MTN would have to consider the legal implications of acquiring RCom. Seemingly undeterred by the controversy, an MTN team arrived in Mumbai on Saturday to start due diligence on RCom.

Speaking to ET on Sunday, a senior ADAG executive said Reliance Industries (RIL) can make an open offer if they are keen on buying Reliance Communications (RCom). The executive is involved in structuring the proposed $70-billion mega merger deal between Reliance Communications and South African Telecom giant MTN.

“If they want, they can make an open offer to buy RCom or go to the court. They will not do so or go to court because they are not interested in buying RCom, but their only interest is to sabotage our efforts to create a global telecom giant stretching from Asia to the Middle East and Africa with a subscriber base of 116 million,” said the executive.

“Besides, what is hurting RIL is that, if the deal goes through, the combined EBITDA of the combined RCom and MTN for 2009 would be Rs 45,000 crore, 50% more than RIL’s EBITDA of Rs 30,000 crore. Our deal is on track,” said the executive. Have to take note of our concerns,says RIL

WHEN asked for comments on RIL making an open offer to buy RCom or going to court to seek it’s right of first refusal, RIL’s official spokesperson declined to comment saying that RIL has not officially received any response from RCom or MTN for it’s letter. “It’s interesting that they have not responded to us even after 48 hours. As far as MTN is concerned, their board and all bankers involved will have to take note of concerns expressed by India’s largest private sector company,” an RIL source said.

In a statement issued to media on Friday, RIL had said, “RIL has in good faith notified both Anil Dhirubhai Ambani Group and MTN of the stipulations contained in an agreement, the validity of which has never been questioned so far by ADAG.”

When asked if RCom has received any communication from MTN asking for clarifications on RIL’s letter, the RCom executive said, “MTN was quick enough to respond to RIL’s letter. Within a couple of hours, MTN official spokesperson had said nothing has really changed and talks with RCom were on as per the 45 days exclusive talks agreement.” MTN officials could not be reached for their comments.

The issue came into the limelight after RIL wrote to MTN on Thursday threatening legal proceedings to enforce its claimed right of first refusal in the Bombay High Court, in which case, MTN would also be one of the defendants.

RIL’s letter to MTN was addressed to Cyril Ramaphosa,(non-executive chairman) and P F Nhelko (group president and CEO). The letter, a copy of which is available with ET said, “As you will note, we have already notified to ADAG that we shall adopt legal proceedings against them in the Bombay High Court in which we shall necessarily add MTN as one of the defendants.” “Please note that any agreement of the nature contemplated above between MTN and ADAG will result in MTN procuring a breach of the agreement, which shall entitle RIL to make a claim for exemplary damages against MTN,” said the letter.

The letter was written by RIL’s company secretary K Sethuraman and the copies of the letter were marked to the investment bankers involved in the deal such as Lombard Odier Darier & Cie, Newshelf664, Merill Lynch South Africa, Myrill Lynch, Lazard Limited and Deutsche Bank’s offices in the UK and Germany.

Commenting on the letter, the ADAG executive said, “As far as RIL going to the court is concerned, they may, but on what basis? On the basis of the January 12, 2006 agreement, which was unilaterally signed by RIL officials and which subsequently the Bombay High Court has ruled as ‘unfair and unjust’
in October 2007.” The ADAG executive also said that RIL had “jumped the gun” since no definitive agreement had been reached with MTN.

The crux of the younger Ambani’s case is that, the implementation of the MoU signed in July 2005 to execute the family settlement was done in a faulty manner. The MoU envisaged the creation of two groups — MDA and ADA. The MoU further said that the group companies would enter into various agreements such as right of first refusal, non-compete and so on. RCom officials allege that these agreements were in fact signed on January 12, 2006, when the future ADA companies (RCom, Reliance Energy, Reliance Capital) were still part of the original Reliance Group controlled by Mukesh Ambani. They were handed over to ADA only in February 2006. They say that agreements should have been signed only after ADAG was created. Instead, Mukesh Ambani entities had signed agreements with each other ignoring ADAG’s interests.

The same legal issue has taken centrestage in ongoing legal proceedings in the Bombay High Court, though the dispute here relates to the ADA Group’s right over gas supply to its power plants. A single judge bench has ruled that RIL could not sign binding gas supply agreements without first ensuring ADA’s rights. The case is now before a division bench. The government of India (GOI) has supported RIL’s right to sign gas supply agreements, saying that this was in the national interest. The division bench has not delivered a final verdict. Whoever loses is sure to go to the Supreme Court.

If the RCom-MTN case goes to the court, then, an opinion by the Attorney General of India relating to Balco, may also be of relevance. RCom officials reason there can be no restriction on ADAG’s right to sell its shares in RCom. More so, since the right of first refusal is not part of RCom’s articles of association.

Commenting on the validity of the agreement, an RCom spokesperson said, “RIL’s reference to an agreement dated January 12, 2006, is misleading, as ADAG has written to RIL the very same day, and rejected the unilateral procedure adopted for finalising such agreements as being illegal. Further, these were never incorporated in articles of association of ADAG companies.”

But RIL sources rubbish these contentions. “The master agreement of January 2006 was approved by the RIL board, of which, Anil Ambani was a very much a part. The agreement gave birth to ADAG. Further, the non-compete clauses of the same agreement is often used by ADAG to challenge and block many MDA initiatives. The latest such challenge was the plan to set up power plants in the Navi and Maha Mumbai SEZs,” a source said. “We get letters from them (ADA) every two weeks on something or the other, but we keep quiet. How can they now repudiate the agreement?” the source said.
Perhaps, its time for family matriarch Kokilaben to intervene once again.

Saturday, June 14, 2008

"Tax sword hangs over Ranbaxy-Daiichi deal"


IN WHAT could play a crucial role in the Ranbaxy-Daiichi deal, ET has learnt that there is a clause in the agreement which says that the 34.8% holding of promoters will be sold through a stock exchange transaction. But this can only happen if the Ranbaxy share price touches a minimum of Rs 729 (Rs 566 on Friday) to sell the promoters’ stake at Rs 737 per share to Daiichi Sankyo. This is because Indian laws allow bulk deal transactions only at a price which is 1% more or below the market price or previous day’s closing price.

A stock exchange transaction will result in the promoters saving more than Rs 1,000 crore which they would have to pay if this was an off-market transaction. Unlike an off-market transaction which attracts a 10% long term capital gains tax, stock exchange transactions do not attract capital gains tax. The promoters will therefore hope that the Ranbaxy stock price reaches the magical Rs 729 figure before the transaction is executed. But that depends upon the movement of the Ranbaxy stock. It will decide whether the Singh family will transfer its 34.8% stake in Ranbaxy to Daiichi through direct off-market sale or through negotiated deals on stock exchanges.

Considering that the stock market has been going through a bear phase and the Ranbaxy stock on Friday reached its 3-year high level, legal circle sources are uncertain whether the Singh family will be able to conclude the proposed transaction through negotiated deals and thereby will be eligible for securities transaction tax. If not, the Singh family will have to sell its shares to Daiichi through a off-market deal, attracting huge tax liability.

“As it appears now the possibility of the Singh family ends up with paying huge capital gains tax is very high. Only advantage the family enjoys is that it has another nine months to consummate the deal,” said a legal source. When contacted, a company spokesperson said: “We cannot comment further on the deal.” It is however learnt that the company will opt for an onscreen transaction and wait for its share price to touch Rs 729 and execute the sale to adhere to the domestic market regulator Securities and Exchange Board of India’s (Sebi) rules. Plan B may be in place for off-mkt sale
“THE moment the share price touches the minimum level of Rs 729 per share, they will do the transaction on screen,” said a source.

An off-market transaction would invite a 10% basic capital gain tax, 1% surcharge and an additional 3% tax on the surcharge, a source said. But block deals done through stock market transactions will mean that Ranbaxy promoters will have to pay a nominal securities transactions tax (STT) of 0.125%. In addition, it will have bear some small costs such as broker’s fee and 12.5% service tax (on the broker’s fee), which could run into few crore, says a source

This could save the promoters from paying a total tax of around 11.3% or about Rs 1,053 crore. The promoters signed an definitive agreement to sell their entire 35% stake to Japanese company Daiichi Sankyo for Rs 9,578 crore on Wednesday.

But market watchers say Daiichi and the Singh family cannot wait indefinitely for the transaction to take place. Therefore, it is possible that there may be a Plan B which may involve off-market sale if the price does not reach Rs 729. While the official statement released by Ranbaxy and Daiichi on Wednesday said the acquisition (the stake sale plus open offer plus preferential allotment) will be completed by March 2009, Ranbaxy CEO Malvinder Singh at the press conference said he expected the transaction to be completed by December this year

Ranbaxy’s shares closed at Rs 566.90, up 4.31% from Thursday’s close of Rs 543.50, mostly driven by speculation by US major Pfizer is exploring the possibilities making a counter offer to buy the non promoters 65% stake. Meanwhile, several brokerages, post-Daiichi acquisition announcement, have either put an ‘underperformer’ or ‘sell’ rating on the pharma major.

For instance, CLSA’s fair price for the stock is Rs 525 after factoring in the change in plans regarding demerger of R&D wing which would add to research costs as also the strengthening of the balance sheet due to the preferential allotment to Daiichi Sankyo. It has given an ‘underperformer’ rating on Ranbaxy in the backdrop of no near term triggers for the stock.

"TRYST IN TOKYO LED TO DAIICHI, RANBAXY UNION"


Malvinder Went To Seek Ally For R&D Unit, Ended Up Selling Co

IT BEGAN with the Ranbaxy management looking for an investor for its R&D unit and ended with them finding a buyer for the parent company. And ironically, while Ranbaxy has been sold off, the new owners have decided to retain the R&D unit within the company.

The story goes that somewhere around March, Ranbaxy CEO Malvinder Singh and his COO Atul Sobti met with Daiichi Sankyo executives in Tokyo to explore the possibility of a partnership for its new drug discovery research (NDDR) business which it planned to demerge into a separate company. Like other Indian pharma companies Ranbaxy had announced that it had decided that it hive-off this unit and company executives were engaged in dialogue with several companies for an alliance in the R&D front.

But Daiichi had other ideas. It expressed its interest to buy into Ranbaxy. It was in the process of setting up a wholly-owned subsidiary in the country, headed by another ex-Ranbaxy executive D Vijendran The Japanese company planned to run a full-fledged operations in India and had long-terms plans for India. Ranbaxy has a strong presence in the Japanese generic market and Daiichi was aware of its strengths As Daicchi’s CEO Takashi Shoda said on Wednesday: “In India, we have only considered Ranbaxy as a prospective partner.”

It is learnt that Mr Singh was lukewarm to that proposal at that moment but when he came back to India he discussed it with his close confidants, including his younger brother and Fortis HealthCare CEO Shivinder Singh and Religare CEO Sunil Godhwani (who is also called the third pillar of the Ranbaxy promoter group). Both of them were of the view that Daiichi’s proposal could be examined and not be dismissed outright.

And so discussions began silently and at the highest levels. From Ranbaxy’s side, Mr Singh and Mr Godhwani led the negotiations and it is believed that even Mr Sobti, the second highest ranking Ranbaxy executive after the CEO, was not kept completely in the loop. “Malvinder kept his cards close to the chest,” said a company insider.

From Daiichi’s side, apart from its CEO, a key figure involved in the discussions, was the company’s board member, global strategy, Une Tsutomu. The Japanese company was advised by Nomura Securities Nomura had earlier in India advised Mitsui to pull out of $700 million Sesa Goa by selling stake to Sterlite and was also part of the consortium which helped Sterlite raise $1.2 billion ADS two years ago. As negotiations moved ahead, few senior executives had a sense about ‘some discussions’ but believed that the talks were for a strategic alliance.

Ranbaxy share prices perked up


HOWEVER, a couple of weeks before the announcement, few key executives and select board members, including ex-Ranbaxy CFO and an old Parvinder Singh-loyalist Vinay Kaul, were informed about the promoters plan to sell their entire stake.

Meanwhile, the Ranbaxy share price started going up. Whether by sheer coincidence or because of positive news flow, the company’s stock price shot up by 28% from Rs 443 on April 1 to Rs 568 on June 9, a day before the deal was announced. The rising scrip price would have definitely strengthened the negotiating position of the sellers.

Of course, Daiichi was not the only company that wanted to buy out Ranbaxy. Unconfirmed reports suggest that last year the company had rejected private equity giant Carlyle’s proposal to buy it out. GSK, too, is learnt to have proposed a buyout at a higher price than Daichi. Ultimately, the promoters did not sell-out to the highest bidder. They chose a buyer who would ensure continuity in management, provide a better fit, and not destabilise operations

Thursday, June 12, 2008

"MNCs deal a blow to local cos, lap up both big and small players"


Coca-Cola India, ACC and Gujarat Ambuja, Gokaldas Exports, Anchor...

WHILE Indian firms have been striking bulge bracket deals overseas, multinational firms are slowly but surely picking some gems in the domestic market. Over the last few years, some of the sectoral leaders have been snapped up by MNCs who have taken a short cut to hit the bulls’ eye in one of the fastest growing emerging markets in the world. While Ranbaxy’s sell-off to Japanese drug maker Daiichi Sankyo is the latest to join the list, other companies in sectors like cement, electrical products and apparel have also witnessed sell-offs.

The first big sale happened way back in 1993 when Ramesh Chauhan sold off a slew of soft drink brands to Coca-Cola India. This was followed by a series of small-time sell-offs by Indian business groups to MNCs who were looking to set a foothold in India after the economy opened up.

While there were numerous sell-offs thereafter, market leaders were not part of them in most cases and MNCs continued to snap up top players in smaller niche areas. Over the last three years, a number of blue chips and other category leaders have been bought over by MNCs or private equity funds.

For instance, Swiss cement maker Holcim struck a double deal by acquiring the top two cement makers in the country— ACC and Gujarat Ambuja. Holcim started by acquiring the stake of founder Sekhsaria and Neotia families in Gujarat Ambuja and indirectly got a significant minority stake in ACC. It later upped its stake through a public offer. The sell-off was prompted by two basic issues: right valuation and issues related to family succession.

Today, Holcim controls India’s largest cement manufacturer ACC with close to a 43% stake in the company, besides holding 46% stake in Ambuja Cement (formerly Gujarat Ambuja).

It’s not just strategic acquirers who have managed to acquire sector leaders. Last August, private equity fund Blackstone acquired country’s largest apparel maker and exporter, Gokaldas Exports. The PE player bought the promoters’ 50.1% stake in Gokaldas for $165 million and bought another 20% through an open offer in what was considered to be a overvalued transaction.

“It was in the interest of the company to partner Blackstone, whose financial strength and stakes in different companies across the world would help Gokaldas expand and also ensure an assured large orderflow to the company,” says Gokaldas Exports MD Rajendra Hinduja, whose family still holds 20% in the company and manages the company on a daily basis.

“In textile, the return on the capital employed and management effort undertaken by the company is much less compared to other industries. So it made sense for the promoters to offload stake in Gokaldas and deploy the money in businesses where the returns are much higher,” says a industry source, on why promoters, who had run the company for over 25 years, decided to cede control to Blackstone.

In another buyout last year, Japanese firm Matsushita Electric Industrial bought 80% of privately held electric equipment maker Anchor Electricals. The Mumbai-based Shah family that retains 20% stake pocketed $480 million for giving up majority stake in the firm, which has close to a one-third share in the domestic electrical products market.

"We are open to acquiring more than 50% stake"


What Takashi Shoda, President & CEO, Daiichi Sankyo Company said

Ranbaxy Laboratories will be the Indian counterpart of Daiichi Sankyo. Whatever we do in India will be done through Ranbaxy.

Daiichi Sankyo had keen interest in the Indian pharmaceutical market for a long time. In India, we have only considered Ranbaxy as a prospective partner, for a long time. This is the right to time (for the deal).

The company is open to acquiring more than 50% stake, if the open offer of an additional 20% stake is fully subscribed.

There will be no change in the management. The company will remain listed. Ranbaxy’s name is prestigious and there will be no change in Ranbaxy’s identity.

While both companies will closely cooperate to explore how to fully optimise our growth opportunities, we respect Ranbaxy’s autonomy and it will have an autonomous management.

We have presence in 21 countries but with Ranbaxy as a partner, we will increase our presence to 60 countries.

The combined Daiichi Sankyo and Ranbaxy will now rank at number 15 globally. Daiichi Sankyo alone ranked 22.

Ranbaxy Laboratories CEO and MD Malvinder Singh will continue with his current position and will take the additional role of the chairman of the board (of Ranbaxy upon closure of the deal).

We respect and believe in the management skill of Mr Malvinder Singh. We invite him to be a member of the senior global management of Daiichi Sankyo.

I would also prefer to be on the board of Ranbaxy.

Our mission is to be a global innovator company. The proposed transaction is in line with our goal. It provides the opportunity to complement our strong presence in innovation with a new, strong presence in the fast growing business of non-proprietary pharmaceuticals. Ranbaxy will also allow us to tap the emerging markets.

The complementary combination represents a perfect strategic fit and delivers a considerable opportunity for the future growth of the new Daiichi Sankyo Group.

Our existing ties with Glaxosmithkline Indian arm as a marketing partner for our hypertension drug, Olmesartan Medoxomil in India will continue.

The company is deliberating whether to have separate subsidiaries in India. It is considering leveraging the low cost manufacturing opportunities in India for its global products.

The company will fund the acquisition through debt and cash on hand.

"Daiichi gets a foothold in India"

Japanese major Daiichi Sankyo’s buyout of India’s largest pharma company Ranbaxy Laboratories has paved the way for the $8.2 billion drug discovery company to acquire one of the world’s largest generic product basket that will give it tremendous global reach. The Japanese company will now own India’s largest pharma company and will be among the largest generic companies in the world.

Daiichi Sankyo, Japan’s second largest pharma company, with little presence in India, recently started operations in the country. It recently set up a wholly-owned subsidiary Daiichi Sankyo India with an investment of Rs 25 crore. The subsidiary is headed by V Vijayendran, incidentally an ex-Ranbaxy executive. This wholly-owned subsidiary primarily focuses on cardiology and diabetology segments. It recently signed a marketing alliance with GSK India to launch its hypertension drug in India.

Previous to its merger with Daiichi, Sankyo had a small JV with an Indian partner called Unisankyo. Post merger with Daiichi in 2005, Sankyo Daiichi now holds 39.9% in the JV while the remaining 60.1% stake in this venture is held by a group of local promoters led by Jay Soman. The JV manufactures and markets bulk drugs, probiotics and few pharmaceutical products. The Japanese company has been keenly looking at launching a range of products including patented drugs in India, at a competitive price. For the same, it has been looking at outsourcing its manufacturing to Indian companies. The company can now use the manufacturing facilities of Ranbaxy for both Indian and global markets. To tap the research talent and cost advantage, the company was also looking at setting up a research facility in India.

Ranbaxy will provide the Japanese company immediate entry to Eastern Europe and Africa where the Japanese major has little presence. Daiichi will also have immediate access to thereuptic segments such as anti-infective and anti-inflammatory where Ranbaxy has a strong presence. About 20% of Ranbaxy’s sales come from emerging markets, which Daiichi Sankyo is keen to tap. Ranbaxy Laboratories has subsidiaries in 49 countries and its products are sold in over 150 countries.

"The market was all ready for the deal"


RANBAXY shares closed flat on Wednesday amid heavy trading volumes. On the BSE, the stock surged to a fresh 52-week high of Rs 592.70 intra-day, before slipping to Rs 560.80 at close, a gain of Rs 0.05 over the previous close. Around 4.04 crore shares changed hands on both exchanges combined. Market watchers attributed the flat closing of the stock to unwinding of positions built by informed circles in anticipation of the deal. Over the last one month, the stock has gained 19.5% and has been one of the best performing pharma shares. In comparison, the BSE Healthcare index has gained 7% during this period, while the 30-share Sensex is down over 9%.

Despite the open offer price of Rs 737 for an additional 20% in the company by Daiichi Sankyo, not many arbitrageurs were willing to bite. This is because, only one third of the shares submitted in the open offer process (assuming that all minority shares submit the shares) would be accepted at the stipulated price. If an investor had bought the stock purely for the purpose of arbitrage, he would then have to offload the remaining two-thirds of his position in the open market. Typically, stock prices of companies in which there is an open offer, fall sharply after that process, as arbitrageurs dump the untendered shares in the open market.

‘Ranbaxy deal a study for promoter-driven pharma cos’


THE Ranbaxy deal could pave the way for promoters of Indian pharma companies to rethink their strategies, especially relating to divestment. Using this deal as a benchmark, other promoter-driven companies could opt for a similar route to scale up operations, say analysts.

“They have to opt for the strategic investment route to bring in expertise to thrive in the rapidly changing market environment,” a pharma industry player said. Besides, innovator companies are now coming to emerging markets in a very aggressive way and that could trigger some disinvestments by Indian players. Typically, such a play would be seen by those wishing to move up to the next level.

Companies which are promoter-run would include the likes of Dr Reddy’s, Aurobindo, Cadilla, Lupin among others. According to shareholding pattern data, promoters and promoter groups hold 25.14% stake in Dr Reddy’s, 51.12% in Lupin, 72.02% in Cadila and 55.27% in Aurobindo.

Strategy apart, the issue of divestment has also been one of high emotions, especially since some of these companies have been pioneers in their field of work. Analysts reckon that the Ranbaxy deal could now make future deals less of an emotional struggle. “The final threshold has been pierced with the Ranbaxy deal. The process will be more business-like and less-emotional in subsequent deals of this nature, if and when they happen,” says Sanjeev Kaul, managing director of Chrys Capital. Hyderabad, India’s bulk drug capital, has already seen some action when the promoter of Matrix, which was valued at $1 billion, sold out to US-based Mylan, and French biotech major Bio Merieux picked up 60% stake in vaccine player Shantha Biotechnics.

"HOW THE DEAL WORKS"

"DAIICHI SNAPS UP RANBAXY FOR $4.6B Singhs To Sell Out But Malvinder To Stay CEO"




AFTER three years of swallowing some of the biggest and brightest companies and brands across the world, it was role reversal with a vengeance. A marauding corporate India watched in stunned disbelief that the promoters of Ranbaxy were actually selling out. It has virtually come as a shocker, more so at a time when Indian companies were getting used to the idea of being among the top dogs in the global corporate sweepstakes. In the largest sellout in the history of India Inc, there are some hard lessons for our promoters and CEOs — competing in a fastglobalising world, the hunter can very often become the hunted.

Malvinder Singh, the CEO of India’s largest drug maker Ranbaxy Laboratories, announced at a press conference that his family was selling its entire 34.8% stake in the company to a hitherto little-known company in India — Japan’s Daiichi Sankyo for Rs 10,000 crore ($2.4 billion) — at Rs 737 per share, a 31.4% premium over the company’s closing share price on the same day.

This transaction pegs Ranbaxy’s valuation at $8.5 billion. In all, the Japanese company will acquire 51-62% for $3.4 billion to $4.6 billion. Apart from buying the complete holding of the Singh family, Daiichi Sankyo will pick up another 9.4% in Ranbaxy through a preferential allotment as well and make an open offer for acquiring an additional 20% from other shareholders. It also has the option of acquiring another 4.9% through a preferential issue of share warrants if its holding is less than 51% after the public offer.

ET had got a whiff of this deal three months back and we even sent a questionnaire to Malvinder Singh. At that time, he vehemently denied the possibility of exiting from the company. We finally broke the story a day in advance and reported that the Singh family’s stake was being sold at a 30% premium to a Japanese company. We also first revealed more details about the deal on economictimes.com a couple of hours before the announcement on Wednesday morning.

Though the speculation about Ranbaxy owners selling off their stake goes back to the days of the late Parvinder Singh, the fact that his two sons — Malvinder and Shivinder, still in their thirties — had gone ahead and actually done it caught India Inc by complete surprise. Mahindra & Mahindra’s vice-chairman Anand Mahindra sums up the sentiment of many in corporate India: “It’s a landmark deal for the pharma industry. But I can’t help feeling a twinge of regret about an Indian multinational becoming a Japanese subsidiary.”

It was an emotional decision for Singh too, who in addition to continuing as the CEO of Ranbaxy, will next year become its chairman. “It was an emotional decision for the family, but after weighing several permutations and combinations, we felt that the deal with Daiichi Sankyo was the best for the shareholders and employees. What the family would get out of this was least of my concerns,” he said. But why did the family have to sell out? “The family had to completely exit Ranbaxy to allow Daiichi Sankyo 50.1% stake without which they would not have come on board,” said Mr Singh. He added, with current regulations preventing Indians from holding shares in foreign companies, a merger by way of a share swap was not possible. What’s in it for Ranbaxy?

SO, HOW does the change in ownership benefit Ranbaxy? For one, it will mean infusion of an additional $1 billion into the company, which will enable it to retire its debt of $500 million and become a debt-free company. The surplus cash can be used for Ranbaxy’s expansion and acquisition strategy. “We want to transform the company to the next level. Globally, an alliance between big pharma companies and generic companies is the way forward. Yes, we will become a subsidiary, but we will be a part of the $30-billion global group,” said Mr Singh.

The Ranbaxy-Daiichi combine will be the fifteenth largest drug maker in the world, with a footprint in major global markets. In addition to an expanded global reach, the combined entity will have a complementary product portfolio and a strong growth potential by effectively managing opportunities across the full pharmaceutical life-cycle; and cost competitiveness by optimising usage of R&D and manufacturing facilities of both companies, especially in India.

The acquisition is expected to be completed by the end of March 2009. On completion of the transaction, Ranbaxy is expected to become a subsidiary of Daiichi Sankyo. The deal will be financed through a mix of bank-debt facilities and existing cash resources of Daiichi Sankyo. It is anticipated that the transaction will be accretive to Daiichi Sankyo’s EPS.

Nomura Securities, the Japan-headquartered investment bank, acted as the exclusive financial advisor, and Jones Day as the legal advisor outside India. Religare Capital Markets, a wholly-owned subsidiary of Religare Enterprises, was the exclusive financial advisor to Ranbaxy and the Singh family. Addressing the press conference, Daiichi Sankyo president and CEO Takashi Shoda said: “The proposed transaction is in line with our goal to be a global pharma innovator and provides an opportunity to compliment our strong presence in innovation with a new, strong presence in the fast-growing business of non-proprietary pharmaceuticals. With this acquisition, we will be present in 60 countries compared to 21 earlier.” Few will miss the irony of Mr Singh now being a professional CEO. Wearing his shareholder’s hat, he has facilitated the exit of the company’s two previous CEOs — DS Brar and Brian Tempest. The shoe, who knows, could now on the other foot. But for a man whose family has just pocketed Rs 10,000 crore, job security will not be a matter of concern. A more thorny issue relates to his legacy. Only 36, Mr Singh, will be confronted with the same question that was repeatedly posed to him today: Was this the right time to sell out? That, however, is a Rs 10,000-cr question.

Wednesday, June 11, 2008

"Idea to buy Spice for Rs 2,200 cr"


Joji Thomas Philip & Chaitali Chakravarty
NEW DELHI


IDEA Cellular is set to buy out BK Modi’s 40.8% stake in Spice Communications for around Rs 2,200 crore at Rs 77.50 per share. A top source confirmed that the two companies have finalised the deal between Rs 77 and Rs 78 per share, a premium of 45% to Monday’s closing share price of Rs 53.2.

The deal pegs the valuation of Spice Communications at Rs 5,347 crore. The company is likely to make an announcement in the next few days.

After buying out the Modis, Idea Cellular will make the mandatory open offer for 20% stake in Spice that is currently held by the public. The two companies will be subsequently merged, said a source. Telekom Malaysia, which currently has a 39.3% stake in Spice Communications, will be given a proportional stake in the combined Idea-Spice entity, sources said.

ET had reported about a possible merger between Idea Cellular and Spice Communications in its edition dated June 4.

Industry analysts and market watchers say that Idea is paying a ‘considerable’ premium considering that Spice’s shares closed at Rs 53.2 on Monday, up 2.4%. At Monday’s closing price, the Modis stake is valued at Rs 1,497.5 crore, making the entire company worth Rs 3,670.3 crore.

Idea gains considerable advantage with the acquisition of Spice since the latter holds spectrum in the highly efficient 900 Mhz, which can accommodate a large number of subscribers. If Idea were to launch operations independently in Karnataka and Punjab (the two circles where Spice currently operates), it will only get radio frequencies in the 1800 MHz band, as the 900 MHz has been completely exhausted.

Deal will take Idea ahead of Tata Tele
WHILE it could not be independently confirmed, it is learnt that a deal was thrashed out merchant bankers representing the three principal players — Lazard and Company, which is advising Telekom Malaysia, Merrill Lynch on behalf of the Aditya Birla Group (Idea’s parent company), and KPMG, who is advising the Modis.

The deal will result in Idea Cellular moving ahead of Tata Teleservices to be the country’s fifth largest mobile entity. A Idea-Spice merger will have operations in 13 of the 22 telecom circles in the country with a subscriber base of about 28.5 million subscribers. At present, Spice Communications has operations in two circles — Punjab and Karnataka — with about four million subscribers, while Idea Cellular has services in 11 circles has a little over 24 million customers.

The Modis have been looking for an quick exit after telecom tribunal last week denied to grant relief to Spice’s plea that it be given a pan-India license. Besides, the company’s poor economic condition had also led to a scenario where the Modis were unable to fund the company’s expansion plans.

Tuesday, June 10, 2008

"DIFFERENT TAKES ON PARTNERSHIPS"

RCOM, MTN talk swap
Kausik Datta MUMBAI


ANIL Ambani’s Reliance Communication (RCOM) and South African telco MTN are locked in negotiations to decide the shareswap ratio at which Mr Ambani will transfer his stake in RCOM to MTN in return for a stake in the latter. Although both the parties are learnt to have agreed on the broad contours of the deal — which will result in RCOM promoter ADAG emerging as the single largest shareholder in MTN and the foreign company becoming the holding firm of the Indian telco — they are yet to decide the swap ratio.

It is learnt that Mr Ambani wants the ratio to be 0.66:1 (66 MTN shares for 100 RCOM shares) while the MTN management is asking for 0.51:1.

Sources said both the parties have started the due diligence exercise. A top team from RCOM is now stationed in MTN’s headquarters in Johannesburg. They are expected to be back in Mumbai on Tuesday. In addition to the shareswap ratio, the parties are also discussing the structure of the management of the entity post merger. It is learnt that they are in favour of keeping the existing management unchanged in most geographies. However, it is certain that Mr Ambani will join the MTN board as either chairman or co-chairman. Phuthuma Nhelko is expected to continue as MTN CEO. Cyril Ramaphosa, a famous personality in the world of South African business and politics, is MTN’s chairman.

Depending on the share-swap ratio and the response to the open offer, which MTN is expected to launch for RCOM shareholders, Mr Ambani may need to fork out some money. He is reportedly in talks with private equity firms including Carlyle, Blackstone and Apax Partners. Deutsche Bank is the financial advisor to RCOM for this deal. Its other advisors are believed to be Lazard, Lehman Brothers and JP Morgan. Lazard’s head of UK operations, Ken Costa, is leading the RCOM pack. Two weeks ago, MTN had signed an exclusive pact with RCOM, which means that the foreign company will not initiate merger talks with any other suitors in the next 45 days. MTN had entered into this pact after Bharti Airtel walked away from a similar arrangement describing it as a convoluted one.

66:100
SHARE-SWAP RATIO DEMANDED BY ANIL AMBANI*


51:100
SHARE-SWAP RATIO SOUGHT BY MTN MANAGEMENT**


28-34%
ANIL AMBANI’S LIKELY STAKE IN MERGED ENTITY


35%
THRESHOLD FOR TRIGGERING OPEN OFFER IN S AFRICA MTN likely to end up with 1/3-rd of RCOM’s equity


THEbroad contours of the deal, as reported by ET, suggest that ADAG may hold one-third stake in MTN, against its 66% stake in RCOM. However, the exact shareholding of these two companies would depend on this share-swap ratio and the response of the open offer.

MTN would end up getting anything between 63% and 74% of RCOM’s equity, including the stake garnered buy it through the open offer, and Mr Ambani would give away anything between 43% and 63% stake. Depending on the ratio, Mr Ambani would end up getting anything between a 28 to 34% stake in MTN.

If he ends up at the lower end of the band, he may up his stake by directly investing money in MTN. Ultimately, he would hold close to 35% in MTN.
Under South African norms, any acquisition beyond 35% requires an open offer which is not currently under consideration.

If the deal goes through, the combined entity will have a market capitalisation of $66 billion and operations in 23 countries

Saturday, June 7, 2008

"Six NBFCs in race for Citicorp biz"


Bidders Include Shriram Transport, Ashok Leyland, Magma & Rel Cap

V Balasubramanian & George Smith Alexander CHENNAI/MUMBAI


A HOST of non-banking finance companies (NBFC) have shown interest in acquiring the commercial vehicle and construction equipment portfolio of Citicorp Finance. Citicorp Finance, a Citigroup NBFC, has put its portfolio of around $1.2 billion on the block. Sources said six institutions have been shortlisted in the second round of bidding. These include Shriram Transport Finance, Ashok Leyland, Magma Shrachi and Reliance Capital.

The bidders are doing a due diligence of the portfolio and Citicorp is expected to close the deal in the next one or two months. The NBFC is into assetbase financing. Citi is looking at exiting this portfolio as part of its similar global move. The sources point that Citi is looking at realising around $200 million from the sale of this portfolio. But, the bidders have estimated the deal to cost around Rs 450 to Rs 500 crore going by a capital adequacy ratio of 10% based on the size of the portfolio. However, Citi will not go through deal is if it does not get a good enough valuation as it is not in a hurry to sell off this business. Citi officials refused to comment on the issue. STFC’s MD R Sridhar offered no comments saying it is the company’s policy not to comment on speculation. But, Shriram group sources confirmed the company is very much in the race. STFC manages the truck financing portfolio of Indian and foreign banks and has a five-year long relationship with Citicorp Finance.

Magma Shrachi’s MD Sanjay Chamria confirmed its bidding but declined to go into details. Ashok Leyland has joined the fray as it has revived its interest to have its own finance arm to provide a cost-effective financing solutions to truck operators.

ALL looks at focused funding

The company has found a gap in meeting their needs after the Hinduja group decided to strengthen Indusind bank by merging with erstwhile NBFC, Ashok Leyland Finance, which was promoted by ALL. The bank has turned brand neutral in financing vehicles and its share of ALL vehicles has come down.

ALL CFO K Sridharan said, “We have a tieup with more than six banks and NBFCs for vehicle financing. We want to have focused funding arrangement. After the merger of ALF, we have been looking at having our own format for vehicle financing.” He added: “We have bid for the Citicorp business so that we can make a headstart by acquiring a good portfolio and a large number of customers of Tata Motors.” This is because it has found that these customers accounted for bulk of CV portfolio of Citicorp.

Also, 50% of the portfolio consisted of construction equipment financing. It may not be of immediate interest for ALL but its acquisition will bring in synergy once the company diversifies into the manufacturing of construction equipment in a year, Sridharan said. Bidders for this portfolio will have to take on their rolls 300 staff. This is the first time that any institution has asked buyers of the portfolio to absorb staff. Though some private sector banks had looked at this portfolio they backed out as they felt the returns were not good enough.

"STAGE SET FOR ANOTHER BIG M and A PLAY"


IDEA SET TO BUY OUT SPICE FROM MODIS

Adding more spice to an already-hot Indian telecom story, the merger will create a cellular behemoth with 28.5 million users

Rashmi Pratap MUMBAI


THE AVB Group-owned Idea Cellular is buying out the Modis from Spice Communications, taking complete control of the mobile company. The two will then be merged. Telekom Malaysia, which owns a shade less than 40% in Spice, will hold a stake in the combined entity.

ET was the first to report about this development on Wednesday.
Spice shares closed at Rs 51.95 on Friday, down 3% from their previous close. At this price, the market capitalisation of Spice is around $850 million. The value of the deal could not be ascertained. The Modis are likely to exit the company completely. Idea will make an open offer for the mandatory 20% after buying them out.

Telekom Malaysia was also interested in increasing its stake in the company. It wanted to buy out the Modis and later explore the option of merging with Idea.

The Idea board met in Mumbai on Friday. However, the details of the meeting could not be ascertained. Idea MD Sanjeev Aga and BK Modi of Spice refused to comment.

Spice, which operates in the Punjab and Karnataka circles, has been an acquisition target for quite sometime now for various reasons. One, it has remained restricted to the two circles even 11 years after rolling out operations. Two, it has spectrum in the 900 MHz band, which can accommodate a larger number of subscribers than the 1,800 MHz band used by other GSM operators. Spice has nearly 4.4 million subscribers in the two circles.

The merged entity will become the fifthlargest telco in terms of mobile subscribers (28.5 million plus) after Bharti, RCOM, Vodafone and BSNL and move ahead of Tata Teleservices, with 25 million subscribers. Idea has been allotted spectrum in the 11 circles where it does not operate and is readying plans to roll out services there. It is set to become a pan-India operator by 2009.

Spice Communications is 39.2% owned by Malaysia’s state-controlled Telekom Malaysia. The BK Modi family holds 40.8% through Modi Wellvest while the rest 20% is held by the public and financial institutions.

TM is an emerging leader in the Asian communications market with a presence in Indonesia, Singapore, Cambodia, Thailand, Bangladesh, Pakistan, India, Sri Lanka and Iran besides Malaysia. TM’s investment philosophy is to play an active role in its international operations, with an emphasis on management control, which it has been seeking in Spice for almost a year now. TM’s regional mobile customer base (across nine countries) was 39.8 million in 2007 end.

39.2%
TELEKOM MALAYSIA’S STAKE


$ 850m
MARKET CAP OF SPICE COMM


4.4m
SPICE’S SUBSCRIBER BASE


MAIN ATTRACTIONS

Strong foothold in Punjab and Karnataka circles Spectrum in 900 MHz band, which can accommodate more subscribers than the 1,800 MHz band used by other GSM operators