IL&FS has a very high leverage resulting from the sizeable capital requirement across subsidiaries. As a Reserve Bank of India regulated Core Investment Company (CIC), it needs to adhere to strict leverage norms. As of March 31, 2017, the firm reported a leverage of 2.6 times of its net resources, though it was lower than 2.89 times as of March 31, 2016. One institutional investor said the plans for capital infusion and fund raising was being worked out. The management is expected to submit business plans, including monetisation of assets, in the next few weeks.
“The growth in its core business of financing could have been more considering the economic growth in the country, but it was spread across sectors,” said the official quoted above.
Prior to IL&FS, Parthasarathy cut his teeth in merchant banking and corporate banking functions at Citibank. He also has experience of working with private sector companies such as 20th Century Finance Corporation Ltd. A management graduate from the Indian Institute of Management, Ahmedabad, he holds a bachelor’s degree in science. His excellent networking and negotiating skills have helped the group identify opportunities ahead of time and swing deals in favour of IL&FS.
The best example of the latter was gaining control of Ramalinga Raju-promoted Maytas Infrastructure in 2011. After the debacle of Raju-promoted Satyam Computers due to fraud, he managed to persuade the government to hand over the control of Maytas to IL&FS, giving the group a firm foothold in infrastructure contracts, including the Gurgaon metro project.
During his tenure, IL&FS Transportation Network Ltd (ITNL) became a prominent player in the road sector, though the company had been mired in liquidity issues and capital constraint.
Four of five ITNL subsidiaries have missed payments on debt due for June, forcing rating agencies to assign a default rating. Debt worth more than Rs 28.5 billion face a default rating, while the debt riding on five projects anticipating termination stands at more than Rs 43 billion.
One top financial sector executive engaged in corporate lending said in the midst of spreading wings across business lines, there was little disaggregation of risks as an operator of business and financier of infrastructure.
At the top, he worked with a close-knit team of five highly experienced managers. This set IL&FS apart from IFCI, the other infrastructure financier, also in a financial crisis. “IL&FS is much better positioned unlike IFCI where one CEO caused all the crisis,” according to an official.
IL&FS, under Managing Director Bhargava’s chairmanship, would now have to manage stake sales in subsidiaries profitably in a timely manner, given its divestment-led business model. IL&FS’ investment portfolio remains relatively illiquid with large investments in group companies engaged in long-gestation and capital-intensive projects.