Sensex

Wednesday, June 11, 2008

DG - Aluminium: Expected to remain in deficit in 2008 and onwards

Aluminium: Expected to remain in deficit in 2008 and onwards

The global demand remains strong, while supplies are being impacted due to spike in power costs; Domestic players witness enrichment of product mix and geographical mix

Aluminium prices at LME have come down from US$ 3041 per tonne on 23rd April 2008 to US$ 2825 per tonne on 5th June 2008. The prices have been coming down on a sequential basis, even from March 2008. Still, they are higher on y-o-y basis by about 5% in April 2008, nearly 4% in May 2008 and about 7% in June 2008 (upto 5th June 2008).

Aluminium prices continue to remain range bound in the range of USD 2800 to 3000 per tonne in April and May 2008. The average aluminium prices for the month of May'08 stood at USD 2903.95 per tonne, 4% higher on Y-o-Y basis. However, the prices for May are 2% lower on M-o-M basis. The aluminium prices have shown the increasing trend in past couple of months and the real push behind metals this year has been an influx of fund money into commodities with a bit volatility. With equities suffering under the weight of the global credit crunch and the dollar falling sharply, funds are looking for strong returns. As a result, commodities are in vogue as a hedge against rising prices.

The surging trend in international prices has also reflected in the domestic aluminium prices and the domestic average aluminium prices for May 2008 stood at Rs 145.20 per kg in May 2008, 3% higher on Y-o-Y basis. However on M-o-M basis the prices have improved by 2% against dip in international prices on Y-o-Y.

Domestic aluminium production improves on Y-o-Y in April 2008

In April 2008, the total aluminium production in the country was estimated at 102,317 tonne (3% higher on Y-o-Y) against a target of 101,909 tonne. Out of this, National Aluminium Company (Nalco) produced 29,123 tonne (target 28270 tonne), Bharat Aluminium (Balco) produced 29,893 tonne (target 30262 tonne) and Hindalco Industries (Hindalco) and Madras Aluminium (Malco) produced 40,109 tonne and 3,192 tonne respectively against target of 40,157 tonne and 3220 tonne. Nalco's production amounted to 28% of total production for April 2008 and Balco, Hindalco and Malco's production constituted 29%, 39% and 3% of total aluminium production for April 2008.

NALCO sold 33085 tonne of alumina and exported 4057 tonne of aluminium in April 2008.

Global aluminium & alumina production data

As per the data given by Aluminium International Institute, world aluminium production for the period January 2008 to April 2008 was higher by 7% to 12.7 million tonne on Y-o-Y basis (11.87 million tonne in corresponding previous period). Growth in Chinese aluminium output, which contributes about 33% of the world primary aluminium production, has been 9% Y-o-Y to 4.21 million tonne. The aluminium output in Asia, except China, (10% of total production) surged by 4% on Y-o-Y to 1.26 million tonne.

In April 2008 only, the world aluminium production was 3.21 million tonne, up 7% on Y-o-Y basis while the Chinese aluminium production which constitutes 34% of the world' total aluminium production, increased by 11% Y-o-Y to 1.10 million tonne in April 2008. The aluminium output in Asia, except China (9.8% of total production) surged by 4% Y-o-Y to 0.31 million tonne.

The world alumina production for the quarter ended March 2008 was 20.29 million tonne against 18.55 million tonne in corresponding previous quarter, up 9% on Y-o-Y basis. The alumina production of China (constituting 26% of total world alumina production) for the quarter was 5.26 million tonne against 4.38 million tonne in corresponding previous quarter, up 20% on Y-o-Y basis.

Expansion projects of Hindalco

Brownfield Expansions

Muri: The expansion of the Muri Alumina refinery from 110,000 TPA (Tonne Per Annum) to 450,000 TPA is under commissioning in a phased manner. The entire steam and power requirement is being met by the new captive power plant. The production from the expanded facility is being ramped up progressively and has reached 180,000 TPA now. It will reach its full capacity during the year.

Hirakud: Phase II of the expansion of the smelting capacity from 100,000 TPA to 143,000 TPA is on track. Its capacity has touched 110,000 TPA in Q4' FY08 and will scale upto 143,000 TPA by July'08. The scaling up of the power generation capacity from 267.5 MW to 367.5 MW is complete and all units have been commissioned.

Belgaum: The allotment of the lease for bauxite mines for expanding the alumina refinery capacity at Belgaum, Karnataka from 350,000 TPA to 650,000 TPA is still awaited

Greenfield Expansions

Aditya Aluminium, the integrated aluminium project, encompassing 1-1.5 million TPA alumina refinery, 260,000-359,000 TPA aluminium smelter and 750-900 MW captive power plant is progressing as planned. The major portion of the total land required for the project has been acquired. Environmental clearances have been obtained for Smelter, the Captive Power Plant (CPP) and the Alumina refinery. The forest clearance for small areas of land is awaited. The water drawal agreement has also been finalized. Construction power is already in place, the regulatory clearances have been obtained for transmission lines for operation power. The Smelter is expected to be commissioned by March 2011 and the refinery by May 2011. The technology contracts for the Smelter and Alumina have been finalized with Aluminium Pechiney and Alcan respectively.

Mahan Aluminum project with a smelter capacity of 359,000 TPA and CPP of 900 MW is on schedule. The land acquisition for the project is underway. The Company has been allotted a coal block in a JV with the Essar group for the coal requirement of the CPP. Preliminary environmental clearances have been obtained. The power connectivity for commencing construction has been approved. The Water resource department has provided the necessary facilities as well. The production of coal is likely to start by Oct'09. The technology contract for the Smelter has already been finalized with Aluminium Pechiney. The Smelter is expected to roll on by September 2012.

Latehar For the Latehar project with a smelter capacity of 359,000 TPA and CPP of 900 MW, Tubed Coal mine has been allotted jointly with Tata Power. Preliminary Environmental clearances have been obtained. Land acquisition is in progress. Power for construction activity is sanctioned. The technology contract for Smelter has already been finalized with Aluminium Pechiney. The approximate date of commissioning is September 2013.

Utkal: Construction of Utkal Alumina Refinery with a capacity of 1.5 MTPA is currently underway. The company has acquired the land for the plant and other facilities. The Basic engineering packages have already been received from Alcan (technology supplier). Most of the major packages have been ordered. Detailed Engineering for the main plant area is almost complete. The civil works for Alumina refinery and Captive Power Plant is in progress. Bauxite mining activities will start by March 2009. The commissioning of the Plant is expected by March 2010.

Hindalco Almex Aerospace This joint venture company for manufacture of high strength aluminium alloys for applications in the aerospace, sporting goods and surface transport industries is at an advanced stage of implementation. Key equipments have arrived at site and are under installation. The project is slated to be completed by July'08

Details of Sterlite's Aluminium projects through Vedanta Aluminium

Sterlite-owned Balco currently has a capacity of 345,000 TPA at Korba, Chattisgarh, a 810 MW captive power plant and a 200,000 TPA alumina refinery, backed by 11.6 million tonne of high-grade bauxite resources. Sterlite has undertaken green field expansion through Vedanta Aluminium, in which Sterlite holds 30% equity. Vedanta has also built a 1.4 million TPA Alumina plant, which is used to feed Balco's smelter. Currently, Sterlite's cost for producing Aluminium is US$ 1550 per tonne, which is expected to decline to US$1100, once Alumina becomes available from Vedanta Aluminium.

Vedanta is also building a 0.5 million TPA aluminium smelter at Jharsuguda, Orissa, in two phases of 0.25 million TPA each, which will be supported by a 1215 MW captive power plant. The commissioning of the phase I of the Jharsuguda aluminum smelter comprising of 250,000 tonne per annum capacity would commence shortly, more than a year ahead of schedule, and this will get progressively commissioned during CY09 and will contribute significantly to the current year aluminum production. For the aluminum production, all the alumina refined will be fed from own captive refineries.

Rising power costs add cream to aluminium prices

The upward trend in electricity prices and security of supply is a key challenge in countries with major aluminium smelting capacity such as China, South Africa, Brazil, and the USA. Electricity prices are rising at 10% p.a. on a production-weighted basis. In China, the electricity supply balance is expected to tighten further and tariff discounts to smelters are being removed. Alumina producers are also affected by rising power costs. However, potentially even more important is reduced availability of high quality bauxite. Most vulnerable are Chinese refineries dependent on imported bauxite mostly from Indonesia. The alumina: aluminium price linkage rate is also rising.

Outlook

Aluminium market is expected to be in deficit in 2008, moving into deeper deficits in 2009 and 2010. Supply surpluses loom further out, but inventories will remain low relative to history. The main drivers of the deficit are supply curtailments induced by high power costs and shortages, and continued robust demand growth, about 8% p.a. This outlook will support prices in years to come and global aluminium prices are expected to surge in long run. However, in the short term some weakness may happen following a reversal of recent dramatic inflow of investment funds.

In the rising power cost scenario, domestic vertically integrated aluminium majors Hindalco and Nalco are relatively better placed, both to capture the uptrend, and withstand pressure during downtrend in prices. Their captive availability high aluminium content bauxite and captive power plants together makes them one of the cheapest producers of aluminium in the World.

From: Vivek Kochar vivek.kochar@gmail.com

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DG - Can North American auto suppliers create value?

Dear All:

 

Find time to read the attached article on Can North American auto suppliers create value?

 

v  North America’s auto suppliers are struggling for survival, squeezed by rising costs, blistering competition, declining production volumes, and relentless downward pricing pressure from automakers themselves facing severe business conditions.

v  McKinsey research finds that over the next five years, North American suppliers could potentially create value across 60 to 70 percent of a vehicle’s content, in three product segments: those that provide opportunities for significant innovation; those that are consolidated, with high barriers to entry; or those that give agile competitors early-mover cost benefits.

v  Creating value in the fourth area, which represents 30 percent of a vehicle’s content, will be extraordinarily difficult. Consequently, North American suppliers should actively consider their exit options in these segments.

v  Our findings, which have strategic implications for suppliers and OEMs alike, show that North America’s auto suppliers must consolidate and restructure their portfolios to improve profitability.

Thanks & regards,

 

Source: http://www.mckinseyquarterly.com/Can_North_American_auto_suppliers_create_value_2135_abstract

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DG - Do Read It

THE SEED--DONT MISS

 

A successful business man was growing old and knew it was time to choose a successor to take over the business. Instead of choosing one of  his directors or his children, he decided to do something different.

He called all the young executives in his company together. 'It is time for me to step down and choose the next CEO,' he said. 'I have decided to choose one of you.'

 

The young executives were shocked, but the boss continued. 'I am going to give each one of you a seed today - a very special seed. I want you to plant the seed, water it, and come back here one year from today with what you have grown from the seed I have given you. I will then judge the plants that you bring, and the one I choose will be the next CEO.'

 

One man, named Henry, was there that day and he, like the others, received a seed. He went home and excitedly, told his wife the story. She helped him get a pot, soil and compost and he planted the seed.

 

Every day, he would water it and watch to see if it had grown. After about three weeks, some of the other executives began to talk about their seeds and the plants that were beginning to grow. Henry kept checking his seed, but nothing ever grew.

 

Three weeks, four weeks, five weeks went by, still nothing. By now, others were talking about their plants, but Henry didn't have a plant and he felt like a failure.

 

Six months went by - still nothing in Henry's pot. He just knew he had killed his seed. Everyone else had trees and tall plants, but he had nothing. Henry didn't say anything to his colleagues, however. He just kept watering and fertilizing the soil - he so wanted the seed to grow.

 

A year finally went by and all the young executives of the company brought their plants to the CEO for inspection. Henry told his wife that he wasn't going to take an empty pot. But she asked him to be honest about what happened˜

Henry felt sick at his stomach. It was going to be the most embarrassing moment of his life, but he knew his wife was right.

He took his empty pot to the board room. When Henry arrived, he was amazed at the variety of plants grown by the other executives. They were beautiful--in all shapes and sizes. Henry put his empty pot on the floor and many of his colleagues laughed. A few felt sorry for him!

When the CEO arrived, he surveyed the room and greeted his young executives.

Henry just tried to hide in the back.

'My, what great plants, trees, and flowers you have grown,' said the CEO.

'Today one of you will be appointed the next CEO!'

 

All of a sudden, the CEO spotted Henry at the back of the room with his empty pot. He ordered the financial director to bring him to the front.

Henry was terrified. He thought, 'The CEO knows I'm a failure! Maybe he will have me fired!'

When Henry got to the front, the CEO asked him what had happened to his seed.

Henry told him the story.

 

The CEO asked everyone to sit down except Henry. He looked at Henry, and then announced to the young executives, 'Here is your next Chief Executive! His name is Henry !!!!!

 

Henry couldn't believe it. Henry couldn't even grow his seed. How could he be the new CEO the others said?

 

 

Then the CEO said, 'One year ago today, I gave everyone in this room a seed.

I told you to take the seed, plant it, water it, and bring it back to me today. But I gave you all boiled seeds; they were dead - it was not possible for them to grow.

 

All of you, except Henry, have brought me trees and plants and flowers.

'When you found that the seed would not grow, you substituted another seed for the one I gave you. Henry was the only one with the courage and honesty to bring me a pot with my seed in it. Therefore, he is the one who will be the new Chief Executive!'

Moral:

If you plant honesty, you will reap trust

If you plant goodness, you will reap friends.

If you plant humility, you will reap greatness.

If you plant perseverance, you will reap contentment

If you plant consideration, you will reap perspective.

If you plant hard work, you will reap success.

If you plant forgiveness, you will reap reconciliation.

So, be careful what you plant now; it will determine what you will reap later.

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DG - Learning continues | Why Paper Trading is not a good idea for stock market understanding and evaluating

Why Paper Trading is not a good idea for stock market understanding and evaluating

Paper trading is the biggest mistake that new traders can make. This is the most counterproductive way to learn how to trade properly. When paper trading, every single trading decision is based on zero emotions. You are actually training yourself how to decide entry and exit targets based on no risk. It is a fact that the greater the risk, the greater the reward. As paper trading has zero risk, it has no reward. It will actually increase your risk to gain reward when you start to trade with real money because you have been teaching yourself how to make decisions that do not apply in the real world. When you start to make these decisions in real life, it will be financially devastating.

In order to trade properly, traders must possess 100% technical skills, but they only need to apply 15% of these skills when trading. The other 85% of the equation is keeping their emotions under control. Trading profitably is 15% technical and 85% emotional. So how do you keep your emotions in check?

To do this, you must determine how much money to risk during the learning curve that makes trading a productive and educational experience. We do not suggest that you risk all your capital on each trade to make sure that you are "emotionally trading the markets." As individuals, we all have a different financial situation, and each person will have a specific zone where a certain amount of money at risk triggers a specific amount of emotion. Do you think a person with risk capital of over $2 million is going to be emotional with $100 at risk? If this person buys 100 shares of a $20 stock and the stock trades down to $19, is he going to have any emotions? I am sure that if he owned 10,000 shares in this situation, there would be a large number of emotions involved, probably too many emotions.

No one can speak for another individual's emotional level. What each of us must do to make trading educational is to find our "emotional risk level." I have a friend just starting out that trades a $25,000 account. He finds that a loss of $100 creates an emotional environment and $70 to $130 is his emotional risk level. When this trader is risking $50, there is not enough emotion. When he risks $500, there is too much risk and his emotions are too powerful for him to think clearly and to make proper decisions. After this trader had a month of experience, his emotional risk level increased so he was comfortable, yet still emotional, when risking $400.

The secret to educational and profitable trading is to closely monitor your emotional risk level and change your actions as necessary. This can also mean lowering your risk capital. My friend who was comfortable with $400 had to lower this amount to $300 after he and his wife found out they were pregnant and decided they needed to buy a house because their rented apartment was too small. This added more financial responsibility, and the down payment on their home lowered his risk capital. Numerous variables can come into play and influence a person's emotional risk level, and only you can judge where this level should be. No one knows your situation better than you do.

For those who are completely new to direct access trading, paper trading can be helpful only when you are learning the software platform. It is not wise to begin trading with real capital while trying to learn software. If you do not know how to set up charts, watch lists, order entry, hot keys, and if you are not familiar with the Level 2 screen, trading in demo mode is recommended when you follow a specific set of rules. Most demo accounts allow you to trade with a $1-million account. They also provide you with fictitious order fills. So in order to learn properly using a demo account, you must follow these guidelines:

  1. If you will be opening a $50,000 trading account, make sure that the demo account size is $50,000 and not the standard $1 million. Ask your broker to change the default demo amount to your actual account size. The reason is to make sure that you do not get used to risking more money than you have. If a new trader is used to risking $100,000 in demo mode, he is more likely to risk too much when he "goes live" trading real capital.
  2. You should trade share sizes that meet your emotional risk level. You do not want to get used to trading 2000 share lots when, in reality, you will be using only 200 shares or whatever amount meets your emotional risk level.
  3. Ignore unrealistic order fills that overpay for each trade. Trading simulators will often fill your order at a price that would never happen in the real world. If you want to buy a stock that is currently trading at $20, place your order for $20.05 and when you want to exit, do the same. If the stock moves up to $21, place your sell order for $20.95. This helps the trader get used to real life order fills. You do not want to get used to the paper profits that would never occur in real life.
  4. Create real emotions while paper trading. Find a friend to compete against in demo mode. For each point that you win, the other player must pay you $5 and vice versa. (Make sure you place a cap of $100 during your friendly competition.) This helps bring emotional trading decisions into the equation.

As soon as you are comfortable with the trading platform software, stop paper trading and start trading live, but make sure you stay within the lower limits of your emotional risk level during your first week. You will become a successful trader more quickly trading in live mode than if you trade in demo mode. Continuous paper trading will decrease your odds of successful trading because after doing something repetitive, it becomes instinct. Trading an unrealistic account size, unrealistic share sizes, getting unrealistic order fills, and trading unemotionally with no real risk repeatedly will provide you with instincts that are useless and counterproductive. When you decide to trade live after paper trading, you will actually trade at a level below someone with no experience. Before you can advance, you will have to shed all of your bad habits.

I hope you got a fair bit idea.

 

Regards

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DG - Wednesday Telefolio : Gujarat State Petronet : May 28

 

Gujarat State Petronet

Low risk, high growth

The company offers low risk bet on opportunities thrown up by almost doubling of gas supplies in India over the next two years.

Buy

Gujarat State Petronet

BSE Code

532702

NSE Code

GSPL

Bloomberg

GUJS@IN

Reuter

GSPT.BO

52-week High/Low

Rs 114 / Rs 50

Current Price

Rs 66 (as on 28th May 2008)


Inadequate gas supply has constrained growth of gas consumption in India. There is large unmet demand for gas with several existing users not getting enough gas and several potential consumers not getting any gas. As the natural gas supply in India is expected to almost double in the next couple of years, the Indian natural gas sector has become an attractive investment avanue. Since the demand is supply and infrastructure driven, there is huge potential across the gas value chain at the upstream, transmission and distribution sectors.

Low risk, high growth

The transmission segment has the lowest business risk in the gas value chain. This is due to negligible price risk and absence of competition due to natural monopoly. This makes the companies operating in this segment very attractive. One such company is Gujarat State Petronet (GSPL) which offers its transmission network in Gujarat on open access basis. It offers the best visibility among listed gas transmission utilities on volume growth based on already tied up contracts

Currently GSPL’s pipeline capacity is 40 mmscmd, but it carries less than 20 mmscmd due to non availability of gas. However, as the gas supply in India is likely to double over the next couple of years and Gujarat being one of the most gas conscious state, gas transported through GSPL will almost double over the next two years. This makes GSPL one of the best picks in the Indian gas utilities space, being most highly levered to increasing and visible domestic gas supplies.

GSPL is a gas transmission company with a network of pipelines in the western Indian state of Gujarat. It has a gas transmission network comprising over 1,100 kms of pipeline connecting Hazira, Vadodara, Ahmedabad, Kalol, Himmatnagar, Mehsana, Rajkot, and Vapi. GSPL's network connects all major supply sources in Gujarat to important consumption centres in the state and transports 18-19 mmscmd of gas.

Reliance Industries’ commencement of supply of KG Basin gas will be a major booster

Reliance Industries (RIL) has signed 15 year agreement with GSPL to transport 11mmscmd of gas in Gujarat from mid-2008. RIL is expected to start the supply of KG Basin gas during the second half of calendar year 2008 which will be initially of 40 mmscmd of gas which can be increased to 80 mmscmd at peak level (thus doubling the gas production in India from around 80 mmscmd in FY 2008 to around 160 mmscmd by FY 2010), within one year from the date of commercial production.

The transmission pipelines are set to be utilized much more efficiently with RIL commencing the production of natural gas in KG basin by second half of FY09. The idle capacity is to be brought to use with GSPL carrying 11-20-mmscmd of RIL gas in Gujarat for RIL’s captive use as well as for other consumers The existing pipeline grid itself would suffice for transmission of the additional gas from RIL.

GSPCL’s gas supply ensures GSPL’s long term growth

GSPL’s parent Gujarat State Petroleum Corporation (GSPCL) has made a large gas discovery in the KG basin. GSPCL is set to start gas production from KG basin after FY 2010, which could boost GSPL’s volumes by further 10-15 mmscmd.

There is scope for further accretion of reserves as GSPCL has several other exploration blocks in highly prospective basins. GSPC has 26 exploration blocks allotted under the NELP regime with 10-80% interest. Of its 26 NELP blocks six are in the highly prospective KG basin. Six other blocks are in the eastern offshore region in the Cauvery and Palar basin to the south of the KG basin. It also 12 other blocks in basins like Mumbai offshore, Cambay and Rajasthan, where commercial oil and gas discoveries have been made. It also has 11 pre-NELP blocks.

GSPL to gain from GSPCL’s role as gas aggregator in Gujarat

GSPCL, besides being a gas producer, is emerging as a gas aggregator in Gujarat, too. GSPL gets to transport most of the gas GSPC has marketing rights to. GSPC has a pool of 16 mmscmd of gas of which GSPL transport 15.5 mmscmd. Thus most additional imported LNG supplies are and will be routed through GSPL.

Gujarat to remain and will continue to remain the most favoured destination for gas supplies

Gujarat is the largest gas consumer and accounts for 30% of India’s gas consumption currently. This is because a large part of Indian gas production lands up in Gujarat either to be consumed or for onward transportation to northern India. Over 80% of India’s current gas production is produced in Gujarat onshore and Mumbai offshore region. A large part of Mumbai offshore lands up at Hazira in Gujarat and then is transported out of the state by the HVJ pipeline. Another reason is that both the operating LNG import terminals in India are located in Gujarat. Moreover, Gujarat is one of the most industrialized states in India and therefore has large gas demand.

Gujarat’s share in gas consumption to remain high atleast for the next 3-4 years

Most of the incremental gas production in India will come from the eastern offshore region. Gujarat will however continue to retain a share of 30% in Indian gas consumption even in FY12. There are large gas consumers like NTPC and RIL in Gujarat. This is because a significant portion of the gas produced in the eastern offshore region will get transported to Gujarat.

GSPL has 1,130 km of trunk and spur transmission network with a transportation capacity of 40-50 mmscmd. All the pipelines of GSPL are bidirectional, implying that in these pipelines can be used to transport gas in either direction. The flexibility such a network provides is likely to prove useful in future as gas flows into Gujarat from multiple sources. It also offers the best pipeline connectivity in Gujarat.

Capacity expansion to continue

GSPL is all set to expand its pipeline from 1,180 km to 2,000 km. The extension plan of another 800-900 km of pipeline will be operational in different phases by FY2010. The pipeline will connect to Pipavav port in South Gujarat and will extend to Mundra in West Gujarat. Further, the Company is developing several spur lines to connect Industrial clusters and medium size customers along the pipeline network. The Company has taken up development of spur lines in Vapi, Morbi, Mehsana and Baroda regions on priority basis. The company is likely to invest Rs 1100 crore by FY 2010 on extending its network.

Strategic stakes to add value

The Company has aquired strategic stakes in Krishna Godavari Gas Network Limited (planning to develop gas transmission & CGD (Compressed Gas Distribution) network in Andhra Pradesh), GSPC Gas Company Limited and Sabarmati Gas Limited which are developing CGD Network in the State of Gujarat. Increased availability of gas for automobiles in Andhara Pradesh as well as Gujarat will boost the business prospects of these subsidiaries/associates, bring additional value.

CEPS is more representative of its per share profits

GSPL uses aggressive depreciation policy whereby it depreciates pipelines over just 12 years (8.33% rate) as against their economic life of 30 years. GSPL’s peer GAIL has started depreciating pipelines at just 3.17% (30 years economic life) since FY06. If GSPL were to use this then its earnings would be much higher than reported.

On the one hand the company is investing aggressively to prepare itself for gas expected in the long run from GSPCL as well as imported LNG, it is depreciating the pipelines at accelerated rate explained above. As a result depreciation burden is increasing at an accelerated rate without any connection with the volumes being transported. To give an example most of the investments made for RIL gas has been implemented and consequent deprecation has already started in FY 2008, when the RIL gas will ramp up only in the later part of FY 2009.

Due to the company's policy of advance investment and accelerated depreciation, CEPS (cash earning per share) is more representative of its per share profits instead of EPS.

In FY 2008, we expect GSPL to register EPS of Rs 1.5. However, it is likely to report CEPS of Rs 4.4 for FY 2008. EPS and CEPS are expected to rise to Rs 2.1 and Rs 5.9 respectively in FY 2009. They are further likely to appreciate to Rs 3.6 and Rs 8.7 respectively in FY 2010.

The share price trades at Rs 66 (52-week High Low: Rs 50/Rs 114). While the Price / CEPS works out to 15.0 on FY 2008 CEPS, it falls to just 11.2 and 7.6 on FY 2009 and FY 2010 CEPS respectively.

Gujarat State Petronet: Financials

 

 

0603 (12)

0703 (12)

0803 (12P)

0903 (12P)

1003 (12P)

Sales

263.47

317.56

409.79

532.73

778.60

OPM (%)

73.7

84.4

87.0

88.0

90.0

OP

194.28

268.06

356.33

468.80

700.74

Other inc.

4.47

17.45

27.59

25.00

20.00

PBIDT

198.75

285.51

383.92

493.80

720.74

Interest

41.28

45.65

86.25

101.25

126.25

PBDT

157.47

239.86

297.67

392.55

594.49

Dep.

79.06

102.61

163.88

213.88

288.88

PBT

78.41

137.25

133.79

178.67

305.61

Tax

31.73

47.88

51.11

60.75

103.91

PAT

46.68

89.37

82.68

117.92

201.70

EPS (Rs)*

0.8

1.6

1.5

2.1

3.6

CEPS (Rs)

2.2

3.4

4.4

5.9

8.7

* Annualised on current equity of Rs 561.86 crore.
Face Value: Rs 10
EPS is calculated after excluding EO and relevant tax
Figures in Rs crore
Source: Capitaline Corporate Databases

 

Gujarat State Petronet: Results

 

 

0712 (3)

0612 (3)

Var. (%)

0712 (9)

0612 (9)

Var. (%)

0703 (12)

0603 (12)

Var. (%)

Sales

110.63

87.09

27

301.79

234.44

29

317.56

263.47

21

OPM (%)

87.8

86.6

 

86.7

84

 

84.4

73.7

 

OP

97.16

75.40

29

261.51

197.00

33

268.06

194.28

38

Other inc.

9.63

3.90

147

20.59

12.45

65

17.45

4.47

290

PBIDT

106.79

79.30

35

282.10

209.45

35

285.51

198.75

44

Interest

20.81

10.35

101

61.25

29.25

109

45.65

41.28

11

PBDT

85.98

68.95

25

220.85

180.20

23

239.86

157.47

52

Dep.

41.38

23.64

75

121.88

68.14

79

102.61

79.06

30

PBT

44.60

45.31

-2

98.97

112.06

-12

137.25

78.41

75

Tax

19.40

16.88

15

39.62

41.95

-6

47.88

31.73

51

PAT

25.20

28.43

-11

59.35

70.11

-15

89.37

46.68

91

EPS (Rs)*

1.8

2.0

 

1.4

1.7

 

1.6

0.8

 

CEPS (Rs)

4.7

3.7

 

4.3

3.3

 

3.4

2.2

 

* Annualised on current equity of Rs 561.86 crore.
Face Value: Rs 10
LP: Loss to Profit
PL: Profit to Loss;
EO: Extraordinary items
EPS is calculated after excluding EO and relevant tax
Figures in Rs crore
Source: Capitaline Corporate Databases

 

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