Professional Documents
Culture Documents
Indian Aviation Industry (NEW) PDF
Indian Aviation Industry (NEW) PDF
Through
Fverturbulent times, FDI relaxation alone not a game changer
MARCH 2012
Summary
The Indian Aviation Industry has been going through a turbulent phase over the past several years facing multiple headwinds high oil prices and
limited pricing power contributed by industry wide over capacity and periods of subdued demand growth. Over the near term the challenges facing
the airline operators are related to high debt burden and liquidity constraints - most operators need significant equity infusion to effect a meaningful
improvement in balance sheet. Improved financial profile would also allow these players to focus on steps to improve long term viability and brand
building through differentiated customer service. Over the long term the operators need to focus on improving cost structure, through rationalization
at all levels including mix of fleet and routes, aimed at cost efficiency. At the industry level, long term viability also requires return of pricing power
through better alignment of capacity to the underlying demand growth.
While in the beginning of 2008-09, the sector was impacted by sharp rise in crude oil prices, it was the decline in passenger traffic growth which led to
severe underperformance during H2, 2008-09 to H1 2009-10. The operating environment improved for a brief period in 2010-11 on back of recovery
in passenger traffic, industry-wide capacity discipline and relatively stable fuel prices. However, elevated fuel prices over the last three quarters
coupled with intense competition and unfavorable foreign exchange environment has again deteriorated the financial performance of airlines. During
this period, while the passenger traffic growth has been steady (averaging 14% in 9m 2011-12), intense competition has impacted yields and forced
airlines back into losses in an inflated cost base scenario. To address the concerns surrounding the operating viability of Indian carriers, the
Government on its part has recently initiated a series of measures including (a) proposal to allow foreign carriers to make strategic investments (up to
49% stake) in Indian Carriers (b) proposal to allow airlines to directly import ATF (c) lifting the freeze on international expansions of private airlines and
(d) financial assistance to the national carrier. However, these steps alone may not be adequate to address the fundamental problems affecting the
industry.
While the domestic airlines have not been able to attract foreign investors (up to 49% FDI is allowed, though foreign airlines are currently not allowed
any stake), foreign airlines may be interested in taking strategic stakes due to their deeper business understanding, longer investment horizons and
overall longer term commitment towards the global aviation industry. Healthy passenger traffic growth on account of favorable demographics, rising
disposable incomes and low air travel penetration could attract long-term strategic investments in the sector. However, in our opinion, there are two
key challenges: i) aviation economics is currently not favorable in India resulting in weak financial performance of airlines and ii) Internationally, too
airlines are going through period of stress which could possibly dissuade their investment plans in newer markets. Besides, foreign carriers already
enjoy significant market share of profitable international routes and have wide access to Indian market through code-sharing arrangements with
domestic players. Given these considerations, we believe, foreign airlines are likely to be more cautious in their investment decisions and strategies
are likely to be long drawn rather than focused on short-term valuations. On the proposal to allow import of ATF, we feel that the duty differential
between sales tax (averaging around 22-26% for domestic fuel uplifts) being currently paid by airlines on domestic routes and import duty (8.5%10.0%) is an attractive proposition for airlines. However the challenges in importing, storing and transporting jet fuel will be a considerable roadblock
for airlines due to OMCs monopoly on infrastructure at most Indian airports. From the working capital standpoint too, airlines will need to deploy
significant amount of resources in sourcing fuel which may not be easy given the stretched balance sheets and tight liquidity profile of most airlines.
ICRA LIMITED
Contacts
An j a n G h o s h
+91 22 3047 0006
aghosh@icraindia.com
Analysts
Subrata Ray
+91 22 3047 0027
subrata@icraindia.com
Shamsher Dewan
+91 124 4545 328
shamsherd@icraindia.com
Si d d h a r t h Sh a h
+91 22 3047 0018
siddharth.shah@icraindia.com
100%
100%
Approvals
Automatic
Automatic up to 74%
FIPB - beyond 74%
49%
(NRIs 100%)
Automatic
74%
Automatic up to 49%
FIPB 49% to 74%
100%
Automatic
74%
(NRIs 100%)
Automatic up to 49%
FIPB 49% to 74%
Automatic
100%
Automatic
* Note: Foreign airlines are currently not allowed to participate directly or indirectly
in the equity of an Air Transport Undertakings engaged in operating Scheduled,
Non-Scheduled and Chartered airlines.
Source: Department of Industrial Policy and Promotion (DIPP), ICRA Research
ICRA LIMITED
Historically, the Indian aviation sector has been a laggard relative to its growth potential due to
excessive regulations and taxations, government ownership of airlines and resulting high cost of air
travel. However, this has changed rapidly over the last decade with the sector showing explosive
growth supported by structural reforms, airport modernizations, entry of private airlines, adoption of
low fare - no frills models and improvement in service standards. Like elsewhere in the world, air
travel is been transformed into a mode of mass transportation and is gradually shedding its elitist
image.
1%
5%
29%
80%
60%
40%
99%
95%
71%
34%
66%
20%
46%
48%
54%
52%
63%
69%
37%
31%
0%
2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11
FSC (%)
LCC (%)
Jan-12
Oct-11
Jul-11
Apr-11
Jan-11
Oct-10
Jul-10
Apr-10
Jan-10
Oct-09
Jul-09
Apr-09
Jan-09
80,000
70,000
60,000
50,000
40,000
30,000
20,000
Internationally the LCC model came into existence when the US Congress passed the Airline
Deregulation Act in 1978 easing the entry of new companies into the business and giving them
freedom to set their own fares and choose routes (Prior to this routes and fares were fixed by a
Government Agency). This was followed by entry of carriers like Southwest, which pioneered the LCC
concept. Majority (~60-65%) of an airline cost are dependent on external factors, which cant be
managed by an LCC. This includes the fuel cost (~40%), maintenance cost (~12%) and ownership cost
(~12-15%). LCCs try to achieve a cost advantage in other ways by avoiding the in-flight services,
operating from secondary airports, selling tickets through the internet, higher number of seats in the
aircraft, inventory reduction through use of similar aircraft and lower employees per aircraft.
The Indian aviation sector was exposed to intense competition with the advent of a low-cost airline Air Deccan back in 2003. The success of Air Deccan spurred the entry of other LCCs like SpiceJet,
Indigo, Go Air and subsequently low fare offerings from Jet airways and Kingfisher airlines. As a
result, the sector which was completely dominated by full-service airlines till a decade ago is now
dominated by low-cost airlines. However, longer term viability of LCCs models in India remains to be
seen (Kingfisher exited the segment recently) as airport charges are same for FSCs and LCCs in India.
Besides, the fuel costs forms a larger proportion of overall costs as compared to international
standards due to higher central and state government levies (viability of direct ATF imports remains
to be seen due to lack of supporting infrastructure) and high congestion at major airports (half an
hour hovering at major airport could increase fuel costs by Rs.60,000 to Rs. 115,000 depending on
aircraft, besides impacting aircraft utilizations). These constraint can be resolved only if there
significant improvement in infrastructure such that LCCs could operate on secondary airports.
Jan-10
Feb-10
Mar-10
Apr-10
May-10
Jun-10
Jul-10
Aug-10
Sep-10
Oct-10
Nov-10
Dec-10
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Tax Rates
Excise Duty
8%
~23-24%
~15-18%
Ancillary Revenues
Remarks
Reduces maintenance and inventory cost.
Lower charges, lower turnaround time due to less congestion.
Improves aircraft utilization by reducing waiting time at airports.
More seats per flight so spread costs over a larger base.
Helps to keep the costs and hence the fares low.
Reduces employee cost and leads to higher employee productivity.
The traditional method of ticketing costs around US$ 4.5 per
passenger whereas the cost of an e-ticket comes to US$ 1 which
helps reduce selling expenses.
Primarily on-board sales. Provides alternate source of revenues
helps to reduce break-even PLF.
ICRA LIMITED
Domestic revenues are largely INR denominated; Robust pax traffic growth, but yields out of sync with cost structures due to
intense competition, government support to national carrier and customer preference for LCC models
Airlines with international operations generate part of revenues in foreign currency; foreign carriers dominate in the longer
haulage and premium service offerings
Earnings from aircraft sub-leases (dry or wet) are mostly in $ terms, helps rationalize capacities
Low contributions from cargo and auxiliary revenue due to their modest adoption level
Non-Operating Income
Aircraft Sale & Lease back
With capacity constraints at global aircraft manufacturers & rising commodity prices, market value of successful aircraft models
often exceed book values making sale and lease back (conversion of Financial Lease to Operating Lease) an attractive option to
book non-operating incomes, generate free cash flows and deleverage the balance sheet
Cost Structure
Fuel Cost
Employee Cost
Aircraft Maintenance Expenses
Landing, Navigation & Airport Charges
Other Expenses
Selling & Distribution Expenses
General & Administrative Expenses
ATF costs contributes 30-45% of overall operating costs for Full Service Carriers (FSCs) & 40-55% for Low cost carriers (LCCs)
Domestic ATF prices are linked to fluctuation in crude oil prices and movement in INR vs. $
High central and state levies translates into a 60-70% higher ATF prices in India over the global average
Significant congestion at major domestic airports increases fuel costs considerably
Given the fact that Indian airlines have been in aggressive expansion phase, dearth of experienced pilots require airlines to
employee foreign pilots which command higher salaries and are often paid in foreign currency
EBITDAR
ICRA LIMITED
Most airlines follow an operating lease model for large part of their capacity; Lease rentals are also denominated in foreign
currency thereby exposed to fluctuation in forex movement; Depreciation costs mainly for owned aircrafts (Financial Lease)
Significant rise in interest expenses due to deterioration in the capital structure, cash losses and increased working capital
requirements besides overall rise in interest rates
34%
21%
19%
20%
20%
13%
9%
-3%
Dec-11
Sep-11
Jun-11
Mar-11
Dec-10
Sep-10
Jun-10
Dec-09
Mar-10
-25%
Sep-09
-17%
Jun-09
Mar-09
40.0%
30.0%
20.0%
10.0% 3%
0.0%
-10.0%
-20.0%
-30.0%
44%
40%
29%
33%
32%
35%
36%
36%
47%
52%
50%
34%
20.0%
10.0%
Dec-11
Sep-11
Jun-11
Mar-11
Dec-10
Sep-10
Jun-10
Mar-10
Dec-09
Sep-09
Jun-09
Mar-09
0.0%
-3%
-4%
-14%
-1%
-4%
-10%
-11%
-11%
-7%
-9%
-25.0%
Indian
Aviation Industry Operating Performance [2/2]
Note: Aggregate Data for Listed Airlines
Source: Capitaline, ICRA Research
ICRA LIMITED
Dec-11
Sep-11
Jun-11
Mar-11
Dec-10
Sep-10
Jun-10
Mar-10
-26%
Dec-09
Jun-09
Mar-09
Sep-09
-26%
-30.0%
Sales Growth: After a strong rebound in 2010, the pax growth has been moderating over the last few
quarters due to moderating economic growth and weak industrial activity. Besides, severe
competitive pressure from domestic LCC players (rapidly gaining market share) and Air India (trying
to maintain market share) have resulted in price wars (at times below cost pricing), lowered yields
and moderated sales growth for the airlines. Even on international routes, the yields have remained
weak due to weaker economic conditions and severe competition from global airlines.
Rising ATF Prices & Steep Rupee Depreciation: The airlines industry had been severely impacted by
the significant increase in ATF prices (up 57% in last 18 months) as Indian Carriers do not hedge fuel
prices and have exhibited limited ability to charge fuel surcharges due to irrational and undisciplined
pricing dictated by competition rather than costs / demand. Besides, the steep rupee depreciation
(~18.7% depreciation in CY11, although partly reversed through 7.3% YTD appreciation in CY12) acts
double whammy as apart from fuel costs, substantial portion of other operating costs like lease
rentals, maintenance, expat salaries and a portion of sales commissions are USD-linked or USDdenominated.
Profit Margins: With combined impact of 1) moderating pax growth 2) lower yields due to excessive
competitive 3) rising ATF prices 4) steep rupee depreciation and 5) rising debt levels and interest
costs, the profitability margins of the airlines industry have been severely impacted. As per Centre
for Asia Pacific Aviation (CAPA), Indian carriers could be posting staggering losses of $2.5 billion (~Rs
12,500 crore) in 2011-12, worse than the losses of 2008-09 when traffic was declining and crude oil
prices spiked to $150 per barrel.
Overall, the industry has been marred by cost inefficiencies and is bearing the brunt of aggressive
price cuts, rising costs, expensive jet fuel, a weaker rupee, high interest payments and hence
mounting losses. The government support required to bailout the loss making Air India has increased
substantially; while the leading private players like Kingfisher Airlines, Jet Airways and SpiceJet are
making significant losses. With Banks unwilling to enhance their exposure to the industry, recast
their loans or pick up equity stakes without viable business plans, industry needs to come out with
strong equity infusion plans. Hence, the government is mulling allowing foreign carriers to pick
strategic stakes in domestic airlines to help them stay afloat in these difficult times, besides bringing
global expertise and best industry practices over the medium term.
Jan-10
Feb-10
Mar-10
Apr-10
May-10
Jun-10
Jul-10
Aug-10
Sep-10
Oct-10
Nov-10
Dec-10
Jan-11
Feb-11
Mar-11
Apr-11
May-11
Jun-11
Jul-11
Aug-11
Sep-11
Oct-11
Nov-11
Dec-11
Jan-12
Feb-12
Jet Airways
Kingfisher Airlines
SpiceJet
Exhibit 15: Foreign Carriers Pax market shares in International Routes (FY10 Data)
British Airways
3.0%
3.1%
3.3%
3.6%
4.1%
4.3%
Thai Airways
Cathay Pacific
Jet Airways
10.8%
12.5%
Air India
21.4%
-
2,000,000
4,000,000
6,000,000
8,000,000
26%
22%
23% 19%
26%
26%
23%
16%
13%
10.00%
3%
0.00%
11%
7%
14%
-9%
8%
2%
-10.00%
Q4
FY10
Q1
Q2
Q3
Q4
Q1
Q2
Q3
FY11 FY11 FY11 FY11 FY12 FY12 FY12
Jet Airways : EBITDAR Margins - Domestic (%, LHS)
Jet Airways : EBITDAR Margin - International (%, LHS)
Jet Airways : Rev per pax (International/Domestic)
ICRA LIMITED
As per DGCA data, foreign carriers already enjoy ~65% market share in international traffic and hence
~27% of total passenger traffic (Domestic + International). For Jet Airways, due to longer haulage (~4.6 hrs
avg block hours in international routes as compared to ~1.6 hrs avg block hours in domestic routes),
revenue per passenger carried on international route has been 2.5x to 3.0x revenue per passenger carried
on do
mestic route. We expect this ratio to be higher on an industry wide basis as foreign carriers
dominate longer haulage routes, full service offerings and business traffic as compared to shorter haulage,
low fare offerings & VFR (visiting friends and relatives) traffic prominence of Indian carriers. As a result, we
estimate that the foreign carriers have already garnered 42-48% of total airline revenues (inbound,
outbound & within India). Besides, the stark difference between Jet Airways domestic and International
EBITDAR margins indicates that the foreign airlines could be already enjoying majority of the industry
profits, with the domestic carriers left with price conscious no-frills pax traffic, less viable routes and hence
saddled with high operating losses. Besides, due to number of code sharing agreements, foreign carriers
can offer enhanced connectivity into Indian cities without acquiring stakes in Indian carriers.
3.00
2.50
2.00
1.50
1.00
0.50
-
Besides, since the airlines stocks have corrected significantly over the last two years, fresh equity infusions
are current market capitalizations (although 50-100% higher YTD) could lead to considerable stake dilution
for the existing promoters who have built these businesses over the years. Besides, the amount of fresh
equity that could be raised at current market prices would not be a game-changer considering the
staggering debt levels and quarterly losses posted by the airline industry (auditors have already raised
concerns over the rapid depletion of networth for all listed airline companies).
Exhibit 17: Promoter Stake dilution incase in fresh equity infusion
Jet Airways
Kingfisher
SpiceJet
Total
15,210
7,057
86
22,353
2,767
1,150
1,066
4,982
80%
59%
39%
2,658
1,104
1,024
4,787
5,425
2,254
2,090
9769
41%
30%
20%
Direct ATF Imports: Benefits and near term feasibility remain misty
In addition to the proposal on FDI, the empowered group of Minister has also recently approved the proposal for airlines to import Aviation Turbine Fuel (ATF) directly, a demand that the
airlines have been lobbying for quite some time now. While the cabinet approval is yet come by, in our opinion, the impact of this development is likely to be a mixed bag. Although the
taxation differential (between currently applicable sales tax rates and likely import duty) certainly suggest a large potential saving for airlines, the availability of infrastructure is likely to be
a considerable roadblock. Given the monopoly of OMCs at major airports, airlines would have to resort to a fee-based structure for utilizing their infrastructure for fueling, storing and
transporting ATF. At the same time, airlines will also have to engage a fair bit of working capital in sourcing imported ATF as against credit period available from OMCs. Given the current
liquidity constraints, managing additional credit lines from banks is also likely to be a challenge for airlines and overall would reduce the potential savings being envisaged.
At present, airlines buy ATF from OMCs which is priced on an import parity formula and is also subject to sales tax varying from 4%-30% depending upon states. Given the higher tax rates
at major airports, airlines pay on an average 22-26% sales tax on ATF for domestic operations. With the option to import directly, the effective taxes on ATF would prima facie reduce as
airlines will pay import duties and will be exempted from paying sales tax thus resulting in large savings for airlines. While the savings appear to be significant, there are various practical
issues that airlines will have to sort out before they could start importing ATF directly. At most airports (barring the private ones), state-run OMCs own and operate the infrastructure for
sourcing, fueling and storing aviation fuel. For sourcing fuel directly, airlines will have no other option but to utilize the existing infrastructure possibly on a fee-based structure with OMCs.
In addition, airlines will also lose out on volume discounts (ranging between 4-5%) and credit period offered by OMCs and would need to pay in cash for direct imports, implying
incremental funding requirement. There is also an additional worry that the states may implement an entry tax (as applicable on crude oil in some states) to offset the revenue loss from
sales tax. Given these hurdles, the effective savings could be much lower than what is reflected from tax differential. In absolute terms, the impact will be higher on airlines with higher
share of domestic operations like Indigo or SpiceJet.
Financial guarantees to the debt-ridden national carrier in securing funding at competitive rates
As per media reports, Group of ministers (GoM), headed by finance minister cleared the financial restructuring plan for Air India under which the national carrier will be allowed to raise Rs
7,400 crore through government- guaranteed bonds bearing a coupon rate of 8.5-9%. According to official data, Air India has outstanding loans and dues worth Rs 67,520 crore. Of this, Rs
21,200 crore represents working capital loans, Rs 22,000 crore long -term loans taken for fleet acquisition, Rs 4,600 crore dues to vendors and it carries an accumulated loss of Rs 20,320
crore. The ministerial group also decided to restructure the carriers Rs 21,200 crore working capital loans - Rs 7,400 crore shall be come from the bond issue, Rs 9,800 crore will be
converted into long-term debt of 10 to 15 years and the balance Rs 4,000 crore will remain outside the restructuring exercise. While the financial guarantees may help it overcome near
term headwinds, operation turnaround at ailing national carrier remains critical for overall health of the industry.
ICRA LIMITED
Annexure 1: Key operating indicators and valuations for the Global Airline Industry
Company Name
Sales
Net
Profits
EBITDAR
RoE
ASKMs
RPKMs
PLF
Yield
FC/ ASKM
CY/FY
CY/FY
CY/FY
CY/FY
CY/FY
CY/FY
CY/FY
CY/FY
CY/FY
CY/FY
CY/FY
CY/FY
2011
2011
2011
2011
2011
2011
2011
2011
2011
2012e
2013e
2012e
($ Bn)
($ Bn)
($ Bn)
(%)
(%)
In Bn
In Bn
(%)
7.9
18.0
8.4
0.4
18.8
--
235
193
82.1
16
3.7
4.2
6.3
--
--
--
--
--
236
187
79.3
--
--
20.8
M cap
EV
Current
Current
($ Bn)
Delta Airlines
Deutsche Lufthansa
P/E
Ratio
EV
/EBITDA
CY/FY
P
/BV
CY/FY
P
/CF
CY/FY
2013e
2012e
2012e
3.5
3.9
3.9
7.4
2.4
9.1
2.8
2.4
0.6
2.2
FSC Carriers
Air France-KLM
1.7
--
--
--
--
--
251
202
80.7
--
--
--
--
8.1
5.1
0.3
1.5
12.2
23.6
6.7
1.1
40.3
37
132
106
80.0
10
2.8
6.8
7.7
7.5
7.2
1.1
3.4
Singapore Airlines
10.2
7.1
2.8
0.1
31.6
108
85
78.5
3.1
27.2
19.5
4.2
3.8
1.0
6.9
7.7
15.8
8.2
0.1
22.5
87
58
67.5
3.6
30.4
17.2
5.9
5.3
1.2
4.4
7.7
--
--
--
--
--
116
97
83.4
--
--
14.5
10.6
7.1
5.9
1.0
5.6
7.0
14.7
6.3
0.6
32.2
31
140
111
79.2
10
2.6
5.8
6.9
6.4
6.1
0.9
2.1
6.3
15.2
6.1
0.5
31.4
60
119
93
78.0
10
2.7
5.3
6.1
7.4
6.8
1.2
1.9
Qantas Airways
4.1
7.6
6.7
0.0
19.8
133
107
80.1
11
3.0
13.1
8.6
3.9
3.2
0.6
2.4
Korean Airlines
3.6
14.6
10.7
(0.3)
--
-11
--
--
--
--
--
8.8
8.4
8.3
7.4
1.2
2.2
Malaysian Airline
1.5
3.0
--
--
--
--
51
39
75.4
--
--
--
85.0
16.2
7.2
2.4
17.2
Thai Airways
1.8
5.8
--
--
--
--
--
--
--
--
--
14.4
10.6
5.9
5.3
0.8
2.1
Garuda Indonesia
1.5
1.9
2.2
0.1
21.8
15
26
18
71.7
2.7
14.8
8.6
7.9
6.0
1.8
--
Asiana Airlines
1.3
--
4.8
0.0
--
--
37
28
76.4
--
--
6.9
5.5
6.7
5.7
1.2
2.9
0.8
1.3
1.5
(0.0)
12.8
32
27
83.4
11
2.8
15.0
8.0
3.4
2.8
0.6
2.6
Jet Airways
0.6
3.1
3.2
(0.0)
27.0
-5
40
31
78.6
2.9
--
--
88.2
10.2
4.0
--
Kingfisher Airlines
0.2
1.7
1.4
(0.2)
13.0
--
16
13
81.0
3.1
--
--
--
--
--
--
Ryan Air
8.1
8.8
1.1
0.0
41.4
17
63
53
84.1
2.7
13.1
12.8
7.3
7.1
1.9
7.1
Southwest Airlines
6.3
6.9
4.1
0.2
17.6
121
98
80.9
15
4.8
11.4
8.3
3.7
3.3
0.9
5.0
Air Asia
3.3
5.1
--
--
--
--
26
21
80.0
--
--
11.1
9.2
8.2
7.2
1.9
6.2
Cebu Air
0.9
1.1
--
--
--
--
10
85.0
--
--
9.6
8.0
6.2
5.0
1.7
5.3
Tiger Airways
0.5
0.8
0.5
0.0
30.3
23
10
85.8
1.8
--
78.0
--
16.3
2.4
--
SpiceJet
0.2
0.2
0.6
0.0
18.5
--
10
82.5
2.6
--
--
--
--
--
--
LCC Carriers
ICRA LIMITED
ICRA Limited
An Associate of Moody's Investors Service
CORPORATE OFFICE
Building No. 8, 2 Floor, Tower A; DLF Cyber City, Phase II; Gurgaon 122 002
Tel: +91 124 4545300; Fax: +91 124 4545350
Email: info@icraindia.com, Website: www.icra.in
nd
REGISTERED OFFICE
1105, Kailash Building, 11 Floor; 26 Kasturba Gandhi Marg; New Delhi 110001
Tel: +91 11 23357940-50; Fax: +91 11 23357014
th
Branches: Mumbai: Tel.: + (91 22) 24331046/53/62/74/86/87, Fax: + (91 22) 2433 1390 Chennai: Tel + (91 44) 2434 0043/9659/8080, 2433 0724/
3293/3294, Fax + (91 44) 2434 3663 Kolkata: Tel + (91 33) 2287 8839 /2287 6617/ 2283 1411/ 2280 0008, Fax + (91 33) 2287 0728 Bangalore: Tel + (91 80)
2559 7401/4049 Fax + (91 80) 559 4065 Ahmedabad: Tel + (91 79) 2658 4924/5049/2008, Fax + (91 79) 2658 4924 Hyderabad: Tel +(91 40) 2373
5061/7251, Fax + (91 40) 2373 5152 Pune: Tel + (91 20) 2552 0194/95/96, Fax + (91 20) 553 9231
Copyright, 2011 ICRA Limited. All Rights Reserved.
Contents may be used freely with due acknowledgement to ICRA.
All information contained herein has been obtained by ICRA from sources believed by it to be accurate and reliable. Although reasonable care has been taken to ensure that the
information herein is true, such information is provided 'as is' without any warranty of any kind, and ICRA in particular, makes no representation or warranty, express or implied, as
to the accuracy, timeliness or completeness of any such information. All information contained herein must be construed solely as statements of opinion, and ICRA shall not be
liable for any losses incurred by users from any use of this publication or its contents.
ICRA LIMITED