Professional Documents
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years of experience in
Steel is among the
in the world with
crude steel
manufacturing and marketing network in Europe, South East Asia and the
pacific-rim countries. Corus, which manufactured over 20 MTPA of steel in
2008, has operations in the UK, the Netherlands, Germany, France, Norway
and Belgium.
Tata Steel Thailand is the largest producer of long steel products in Thailand,
with a manufacturing capacity of 1.7 MTPA. Tata Steel has proposed a 0.5
MTPA mini blast furnace project in Thailand. NatSteel Holdings produces
about 2 MTPA of steel products across its regional operations in seven
countries.
Tata Steel, through its joint venture with Tata BlueScope Steel Limited, has
also entered the steel building and construction applications market.
The iron ore mines and collieries in India give the Company a distinct
advantage in raw material sourcing. Tata Steel is also striving towards raw
materials security through joint ventures in Thailand, Australia, Mozambique,
Ivory Coast (West Africa) and Oman. Tata Steel has signed an agreement
with Steel Authority of India Limited to establish a 50:50 joint venture
company for coal mining in India. Also, Tata Steel has bought 19.9% stake in
New Millennium Capital Corporation, Canada for iron ore mining.
Exploration of opportunities in titanium dioxide business in Tamil Nadu, ferrochrome plant in South Africa and setting up of a deep-sea port in coastal
Orissa are integral to the Growth and Globalisation objective of Tata Steel.
Tata Steels vision is to be the global steel industry benchmark for Value
Creation and Corporate Citizenship.
Tata Steel India is the first integrated steel company in the world, outside
Japan, to be awarded the Deming Application Prize 2008 for excellence in
Total Quality Management.
Tata Steel is one of the ventures of the Tat Group but it has many successful
companies under one umbrella. Some of the other notable Tata concerns and
their lines of businesses are shown below.
COMPETITION
Tata Steel is undoubtedly the best steelmaker in the wrold. It produces the
cheapest and best quality of steel in the world. In the last seven years the
position of Tata Steel has reduced drastically because of Corus acquisition.
The results of the acquistion will be profitable after 2010.
MANAGEMENT EFFICIENCY
The structure of the Board was recently modified in 2007 post the acquisition
of Corus acquisition to suitable incorporate changes which will lead to the
adequate realization of synergies from the deal within the given stipulated
time frame to reap the benefits from the much talked about and criticized
deal.
BOARD
DIRECTORS
OF
14 Board of Directors
8 independent, 6 non independent
No of independent directors is more than one third of total number of
directors.
LEGAL ENVIRONMENT
Global operations require compliance with multiple and complex laws and
regulations. In countries where the political systems are still evolving,
frequent changes in economic policy are common, investment guarantees
and property rights are secured, any unforeseen changes can expose the
Indian
steel
iron ore and coal resources. The Tata Steel Group has developed a pipeline of
high quality projects, which will be executed, though we will re-phase the
sequence. Projects like the 3 million tone expansion in Jamshedpur, the
proposed steel plant in Orissa and raw material projects in Mozambique,
South Africa and Canada are key drivers of our future value creation.
FinancialAna
lysis
ASSET SIDE
Tata Steel
1
0.8
0.6
0.4
0.2
0
2006-07
2007-08
2008- 09
Capital budgeting
The ratio required to calculate capital budgeting is mainly Debt-Equity ratio.
Tata steel has increasing debts. So the company has gone in for debt
financing and thus, the company is having a comparatively higher borrowing
from the market. Basically the Debt-Equity ratio has to be as high as possible
so that the company has lower borrowings and has to pay less interest.
Tata steel has increasing debts. So the company has gone in for debt
financing and thus, the company is having a comparatively higher borrowing
from the market. Basically the Debt-Equity ratio has to be as low as possible
so that the company has lower borrowings and has to pay less interest.
INVESTMENTS
Tata Steel
50000
40000
30000
20000
10000
0
2005-06
-10000
2006-07
2007-08
2008- 09
It can be seen
that investments in the last year has increased drastically from negative
cash flows to positive cash flows in investment. This was result of investing
subsidiary companies especially Tata Steel Holdings PTE. It made an
investment of about Rs 35,633 crores against Rs 72 lakhs. This has lead to
increase in investments.
Tata Steel
0.3
0.25
0.2
0.15
0.1
0.05
0
2006-07
2007-08
2008- 09
Cash management
This requires cash ratio, which includes cash and cash equivalent / current
liabilities. Over years this company has managed to keep up their cash
management at par with other companies. In recent times this company has
raised their cash ratio as compared to previous years.
Debtors Management
Tata Steel
40
30
20
10
0
2006-07
2007-08
2008- 09
Tata Steel
12
10
8
6
4
2
0
2006-07
2007-08
2008- 09
Inventory Management
We get inventory turnover ratio by, Cost of Goods Sold/Average or Current
Period Inventory. High turnover ratio is usually beneficial for any company as
products tend to deteriorate as they are kept in a warehouse.
Tata steel has managed to keep their inventory management very efficient
during these years as we can see below that it keeps on increasing and that
is what every company needs, a very efficient inventory management
system.
LIABILITIES
1.SHARE CAPITAL
EQUITY CAPITAL
PREFERNCE CAPITAL
In 2007-08 the company issued preference shares of Rs 5472 crores
and issued 60, 00,000 2% Cumulative Convertible Preference Shares.
Also, 2,85,00,000 shares of face value of Rs. 10 per share allotted to
Tata Sons Limited on a preferential basis during the year 2007-08.
2005
2006
2007
2008
Over the years the company has been increasing its income in share
premium account, through conversion of warrants and preference
shares.
SECURED LOANS
Debentures
Tata Steel placed Non-Convertible Debentures totaling upto Rs. 2,000
crore in May 2008 comprising of 3 series having phased maturities.
The Company further raised a 2-year term loan of Rs. 2,000 crore in
May 2008. In November 2008, the Company raised Rs. 1,250 crore
through Non-Convertible Debentures privately placed with the Life
Insurance Corporation of India, repayable in equal installments at the
end of the 6th, 7th and 8th years.
In April 2009, the Company further raised Rs. 2,000 crore from a term
loan and in May 2009, it privately placed Rs. 2,150 crore of NonConvertible Debentures repayable after 10 years. Thus the Company
raised Rs. 9,400 crore in a year marked by tight liquidity.
One important thing to note is that the interest on debentures
is increasing every year even though the amount of
debentures has reduced considerably.
LOANS and ADVANCES
BORROWINGS
20000
18000
16000
14000
12000
10000
8000
6000
4000
2000
0
2003
2004
2005
2006
2007
2008
The
debt in the Companys consolidated balance sheet has increased
considerably after the Corus acquisition. The gross debt in the Tata Steel
Group was US$10.54 billion in March 2008 which increased to US$11.78
billion as at the end of March 2009. Tata Steel has about $9 billion of debt in
its books and has to repay $795 million in 2009-10 and $1.3 billion in 201011; however, the company is free from repayment until December 2009. It
has $1.9 billion cash and cash equivalents in its books, and requires $1.2
billion for its capital expenditure during this fiscal.
The increase was primarily on account of raising of new loans to the tune of
US$2.07 billion, during the year in Tata Steel India, to fund growth projects
and to ensure an adequate liquidity buffer in the wake of global liquidity
crisis.
During the year, the company repaid debts to the extent of US$ 1.66 billion
including a prepayment of debt in Tata Steel Europe of around 150 m
(US$215 million). The entire foreign currency term debt in Tata Steel India is
hedged into rupees at acceptable levels. Therefore the company was
unaffected by the volatile movement of the rupee on account of the above
loans.
The gross debt as on March 2009, showed an increase of US$830 million,
which was primarily on account of revaluation, due to currency movements.
Taking into account the liquid equivalents of US$1.9 billion, the net
consolidated debt as at March 31, 2009 was US$9.9 billion.
2005
2006
2007
2008
The
Company entered into a loan agreement with the State Bank of India and
other banks for Rs. 9,500 crores. In January 2008 Rs. 9,000 crores was repaid
with proceeds from the Companys Rights Issue and Rs. 500 crores was
repaid on 28th February, 2008. In November 2007, the Company made a
rights issue offering to shareholders in India, (i) 1 ordinary share for every
five ordinary shares at a price of Rs. 300 per share and (ii) 9 cumulative
compulsorily convertible preference shares (CCPS) for every 10 ordinary
shares at a price of Rs. 100 each.
Unsecured Loans
In the year 2008, Tata Steel raised $500 million equivalent seven-year senior
unsecured bank loan facility in yen to fund production capacity expansion
and also acquisitions.
Unsecured Loans
25000
20000
15000
In crores
10000
5000
0
2008
2007
2006
2005
2004
CURRENT LIABILITIES
CURRENT LIABILITIES
7000
6000
5000
4000
In crores 3000
2000
1000
0
2008
2007
2006
2005
2004
The current liabilities increased by Rs. 577 crores from a level of Rs. 3,523
crores as on 31st March, 2007 to Rs, 855 crores as on 31st March, 2008. The
increase was mainly due to increase in the value of purchases/services on
account of expansion projects.
I.
Increase in Profits
50
45
40
35
30
25
20
15
10
5
0
49.74
42.03
16.95
0
2003
9.92
0.91
2004
2005
2006
2007
2008
From the above table TATA STEEL has given good profits in the year
2004 and 2005.
Gross Profit
Year
2008-09
2008-07
2007-06
Amount (Rs in
Crs)
9778.51
8830.00
1497.81
8500
8289.01
7900.97
8000
7080.94
7500
7000
6500
6000
2008-09
2008-07
2007-06
The Gross Profit has increased over the period of 3 years however the
change in Gross Profit from 2008-09 and 2007-08 was less as compared to
2006-07 and 2007-08. The Graph shows the increase in Gross Profit 2006-07
to 2008-09.
2008-09
2008-07
2007-06
8289.01
7900.97
7080.94
The Profit before depreciation and Tax increased at a rate of 11.84% from
2006-07 to 2007-08 and 4.91% from 2007-08 to 2008-09. The fall in the
PBDT was mainly due to the market crunch and global recession which left
its a mark on the companys Financial Statements. However it was
observed that the companys Profits after depreciation and tax followed a
stable increase i.e. an average increase of 11%.
Gross Profit Margin
The GP Margin for 2006-07 was 7.58% followed by 39.79% in 2007-08 and
36.43% in 2008-09.
8400
8200
8000
7800
7600
7400
7200
7000
6800
6600
6400
8289.01
7900.97
7080.94
2008-09
2008-07
2007-06
Depreciation:
Capital Assets whose ownership does not west in the company is
depreciated over the estimated useful; life or five years whichever is less.
In respect of other assets depreciation is provided on a straight line basis
applying the rate specified in Schedule 14 to the Companies Act 1956 or
based on estimated useful life whichever is higher. However, asset value up
to Rs 25000 is fully depreciated in the year of acquisition. The details of
estimated life of each category of assets are as under:
Building 30 60 years.
Total depreciation for the Financial Year 2006-07 accounted to Rs. 819.29 crs
followed by Rs. 834.61 crs in 2007-08 and Rs. 973.40 crs in 2008-09.
II.
FINANCIAL RISK
TAX AND INTEREST RATE ANYALSIS
From the above balance sheet Interest charged in 2008 is 41,493 (Rs
mn) and in 2009 it decrease to 38,283 (Rs mn) i.e. Change of -8.4%.
Tax charged in 2008 was 40,493 (Rs mn) and in 2009 it decrease to
39,751 (Rs mn) due to decrease in gross profit.
Finance for the Corus acquisition was raised through bridge loans and
later refinanced by Tata Steel which has led to a dramatic increase in
the interest outflow; in the April-June quarter the interest outflow was
Rs241.7 crore compared to Rs41.6 crore for the same quarter last year.
Dividend Policy
Tata Steel has been continuously providing dividend to its shareholders to
maximize its wealth. In the year 2008-09 the company paid a dividend of Rs
1168.95 crores. The payment of dividend is always fixed by the company
irrespective of profits or losses.
Tata Steel is giving a significant higher rate of dividend year after year in
comparison to its nearest competitors.
In 2006-07 the year the company completed 100 years a dividend of 25%
was issued to the shareholders.
Tata Steel
180
160
140
120
100
80
60
40
20
0
2003
2004
2005
2006
2007
2008
Tata Steel was initially giving higher amount of dividend initially on its PAT.
But over a period of time, it decided to change its strategy and putting back
all its earnings on development of the company.
FINANCIAL RATIOS
Ratio Analysis
Operating expenses are expected to increase marginally resulting in increase
of EBITDA margin of 38.7%.But compared to previous year the
EBITDA/Turnover has reduced because the profits were higher than last
years.
ROCE over the years has reduced because of slowdown as well as huge
inventories of stock and new plants introduced in Jamshedpur.
Asset Turnover is very good In last four years the assets were utilized to the
fullest but in the last year due to less demand, it reduced by 1%, but in
overall terms it is optimally used all resources.
27.28
20
15
15.34
10
12.71
11.43
2007
2008
5
0
2004
2005
2006
Tata Steel over the years has been increasing its debt in order to
finance the Corus deal. They took a loan of $ 8 Billion from the bank to
acquire Corus.
Current Ratio
Current Ratio
50
40
30
Tata Steel
20
10
0
2004
2005
2006
2007
2008
The current ratio is a financial ratio that measures whether or not the
firm has enough resources to pay its debts over the next 12 months. It
compares a firms current assets to its current liabilities. Tata Steel has
a high amount of unutilized current assets. The company has high
level of inventory or WIP. Since the demand for steel has reduced
drastically the company is having huge inventory and because of this
the liquid ratio is low.
Year
2003
2004
2005
2006
2007
2008
EBITDA/TURNOVER RATIO
The EBITDA for the Group at Rs. 18,495 crores (US$ 3,636 mn) for the
financial year 2008-09 was1% higher than the EBITDA of Rs.18, 287
Crores (US$ 3,595 mn) recorded during the financial year 2007-08.
EPS RATIO
EPS is the reported profit over the number of shareholders in the
company. In the last 5 years EPS has doubled from 31 to 66 and it is
expected to reach 104 in FY10.
P/E RATIO
P/E RATIO IS expected to double in 2010 because of higher profitability
and dividend payouts in the previous years.
Future Prospects
The Company has embarked upon setting up three green field steel plants in
eastern India:
12 MTPA* plant in Jharkhand
6 MTPA plant in Orissa
5 MTPA plant in Chhattisgarh
Jamshedpur Steel Works will become
*MTPA = million tonnes per annum
10
MTPA
unit
by
2010.
Solution for Sales (SFS) offers based on the Theory of Constraints (TOC)
concept saw stabilisation in the steel division. The replenishment module
was extended to cover 100% of the retail channel of TATA TISCON, achieved
90% coverage in TATA SHAKTEE and 60% in TATA Steelium. This resulted in
a reduction of stock outs in retail shops and more significantly, a reduction
in channel stocks. Reliability solutions were extended to direct customers in
the Steelium distribution. For the Construction Projects segment, an S-DBR
(Simplified Drum Buff er Rope) mechanism was implemented under the
Theory of strains supply chain improvement initiative which improved the
availability of rebars at the warehouses, thereby reducing instances of
delays and loss of orders.
The term focus is on the implementation of the Fit for Future restructuring
in Europe, to continue with the 3 mtpa expansion project in Jamshedpur and
overseas raw material projects, to increase production volume in India and
optimise working capital management across the Group to preserve liquidity
Looking towards the future, the steel industrys main contribution to the
reduction of CO2 emissions should be to further develop the use of byproducts and to work with its customers to help design well, long lasting,
more energy and material efficient products. Additionally, improvements in
areas other than primary steel production may offer further opportunities for
CO2 reduction