Saturday, April 24, 2010

BUY SELAN EXPLORATION @ 440.TARGET XXXX


Selan Exploration Technology Limited (SELAN) is engaged in oil exploration and production with a right to develop three discovered oilfields situated in the state of Gujarat namely Bakrol, Indrora and Lohar, all with proven oil and gas reserves. SELAN was subsequently awarded two more fields in Gujarat namely Ognaj Oilfield and Karjisan Gas field.
The Proven and Probable (2P) Reserves of Bakrol Oilfield alone are 73 Million Barrels as per the latest annual report. Management has indicated that Indrora Oilfield contain far larger quantities of recoverable oil than Bakrol. Let us conservatively assume 100 Million Barrels of Oil Reserves under Selan. At $ 70 per barrel, Selan’s reserve could be valued at Rs. 33,000 Cr.
Selan’s production cost is $11 per barrel, which is reasonably low. Rawa Field has the cost of production at around $7 per barrel and considered to be one of the lowest cost. Company has to pay $5 per barrel as Royalty to the government. Better technology in oil production and increased capex could result in dramatic change in the scale of production from next couple of years. Selan has budgeted for Rs100 Cr. capital expenditure for next one year. Conservative management and low- debt balance sheet makes it a safe investment opportunity.
I have been buying Selan from the time it used to be quoted at single digit. It could be a multi-bagger even from the current levels. An Enterprise Valuation of 5% of 2P Reserves could lead to market capitalization of Rs.1650 Cr and that means a share price in four digits!!

Selan Exploration Technology Limited

(SELAN) is engaged in oil exploration and production with a right to develop three discovered oilfields situated in the state of Gujarat namely Bakrol, Indrora and Lohar, all with proven oil and gas reserves. SELAN was subsequently awarded two more fields in Gujarat namely Ognaj Oilfield and Karjisan Gas field.

The Proven and Probable (2P) Reserves of Bakrol Oilfield alone are 73 Million Barrels as per the latest annual report. Management has indicated that Indrora Oilfield contain far larger quantities of recoverable oil than Bakrol. Let us conservatively assume 100 Million Barrels of Oil Reserves under Selan. At $ 70 per barrel, Selan’s reserve could be valued at Rs. 33,000 Cr.

Selan’s production cost is $11 per barrel, which is reasonably low. Rawa Field has the cost of production at around $7 per barrel and considered to be one of the lowest cost. Company has to pay $5 per barrel as Royalty to the government. Better technology in oil production and increased capex could result in dramatic change in the scale of production from next couple of years. Selan has budgeted for Rs100 Cr. capital expenditure for next one year. Conservative management and low- debt balance sheet makes it a safe investment opportunity.

I have been buying Selan from the time it used to be quoted at single digit. It could be a multi-bagger even from the current levels. An Enterprise Valuation of 5% of 2P Reserves could lead to market capitalization of Rs.1650 Cr and that means a share price in four digits!!

Friday, April 23, 2010

BUY DCB BANK A GROWTH ORINTED STORY.


A new generation private sector bank, Development Credit Bank (DCB) is the preferred banking services provider across 80 state-of-the-art branches across 10 states and two union territories. The Bank has recently launched several value added initiatives and intends to become one of the country’s preferred and profitable private sector banks, providing a comprehensive suite of “best in class” products for customers in Retail, SME and Corporate Banking market segments in chosen geographies.

DCB has deep roots in India since its inception in the 1930’s. Its promoter the Aga Khan Fund for Economic Development (AKFED) holds over 23% stake. AKFED is an international development agency dedicated to promoting entrepreneurship and building economically sound enterprises in the developing world. It had co-promoted HDFC in India in the late seventies. AKFED operates as a network of affiliates comprising 90 separate project companies. Employing over 30,000 people, it reported annual revenues in excess of US$1.5 billion. The Fund is active in 16 countries in the developing world.

DCB - A Historical Perspective

Built on over 78 years of trust, tradition and togetherness, DCB was converted into a Scheduled Commercial Bank on May 31,1995, in the wake of India’s economic liberalisation. It was the only co-operative bank, which successfully crossed over and thrived in the face of change. The Bank has a network of 80 state-of-the-art, customer friendly, and conveniently located branches across the states of Maharashtra, Gujarat, Andhra Pradesh, Karnataka, Delhi/ NCR, Rajasthan, Goa, Tamil Nadu, Haryana, West Bengal and the Union Territories of Daman & Diu and Dadra & Nagar Haveli.

Spreading wings, with the wind beneath

Under the able guidance of an experienced Board of Directors and the leadership of a dynamic senior management team DCB strategically aims to enhance its reach and spread,while introducing exciting new banking products for its customers.

Seamless, flawless and timely service

To adhere to its vision of becoming the gold standard in customer service in Indian banking, intensive training and service quality programmes have been initiated with customer delight becoming the key focus of the Bank. This will become the lifeblood of DCB and act as its key differentiator.

Not just a Bank, a Financial Supermarket

DCB intends to offer an extensive range of products across its branches. Suitable variants of the basic products like savings and current accounts as well as innovative products such as the ‘DCB Trio’ and ‘Easy Business,’ keep DCB ahead of the pack. Demat Account and a range of investment products like mutual funds, insurance and bonds make the product offering complete.

Close to its roots, yet flying high

Since its inception, DCB has always taken an active interest in developing low-cost customer deposit products and providing for the needs of small and medium businesses in select regions. It continues to fulfil every consumer need with great enthusiasm. The Bank is also suitably equipped with the latest versions of Finacle from Infosys and Oracle to provide seamless service to its customers.

QUICK FACTS

  • Emerging Private Sector bank with a balance sheet size of approximately Rs. 6400 crores.
  • Network of 80 state-of-the-art branches, with access to more than 18,000* ATMs spread across the states of Maharashtra, Gujarat, Andhra Pradesh, Karnataka, New Delhi, Goa, Tamil Nadu, Haryana, West Bengal, Rajasthan, Union Territories of Daman & Diu and Dadra & Nagar Haveli.
  • Dedicated staff of over 1800.
  • SENIOR MANAGEMENT Mr. Murali M. Natrajan – Managing Director & Chief Mr. Anoop Prabhakar – Head – Corporate Banking
    Mr. Prabhakar is an M Sc (Physics) from Delhi University and comes with 32 years of in-depth banking experience in Corporate & Retail Banking, Business Process Re-engineering, Stressed Assets Recovery and International Banking which also includes an international assignment of 3 years in the UK. In his last role, he was working as General Manager – Local Head Office (Chennai) at State Bank of India and was responsible for management of an extensive network of branches across Tamil Nadu and Pondicherry. Officer (CEO)

    Prior to joining DCB, Mr. Natrajan served as the Global Head for SME banking in Standard Chartered Bank. He was responsible for providing strategic context and business development capabilities to drive a distinctive and consistent business model across 27 markets in Asia, Africa and the Middle East. Mr. Natrajan joined Standard Chartered Bank, India to head the Mortgage & Auto Business. In November 2004, he was promoted as Head of Consumer Banking for India & Nepal overseeing business that include Mortgages, Wealth Management, Branches, ATMs, Credit Cards, Personal Loans and SME.

    A Fellow Member of the Institute of Chartered Accountants of India, Mr Natrajan started his career with American Express TRS in India where he worked for 5 years in Business Planning, Finance and Operations. In 1989, he joined Citibank where he spent 14 years in various disciplines such as Operations, Credit, Finance, Product Management and Business Management of Consumer Banking. Prior to joining Standard Chartered Bank in October 2002, he had successful stints as Cards Business Director in Citibank India, Hong Kong and Indonesia.

    DCB’s business segments are Retail, micro-SMEs, large SMEs, mid-Corporate, MFIs, Agriculture, Commodities, Government, Public Sector, Indian Banks,Co-operative Banks and NBFCs. DCB has approximately 600,000 customers􀂃DCB has strong business alliances with reputed financial institutions to provide value to customers. Some of the key alliance are: Birla Sun Life Life Insurance, ICICI Lombard General Insurance, India Infoline, Axis Bank, HDFC Bank, Wells Fargo (formerly Wachovia), Euronet, CMS Securitas Ltd., FIS, Venture Infotek, VISA, NFS, Cashnet, MCX, NCDEX and ICX, Bank of New York Mellon.

    􀂃 DCB has a strong management team and Board with Mr. Nasser Munjee a Chairman (worked in HDFC; instrumental in setting up IDFC; sits on the boards of many large Indian companies). Mr. Murali M Natrajan, appointed as the Managing Director & CEO April 29, 2009 (previously worked with Standard Chartered Bank, Citibank and American Express, in India and abroad). Strong Retail and SME experience. Previous assignment Global Headfor SME, Standard Chartered Bank

    80 Branches in 28 Cities, Strong Presence in Western Region*DCB is tied up withEuronet in India. DCB customers can access VISA ATMs across the world Branches80DCB ATMs110*Network 35,000 +GOA 􀂃Mapusa (1)

    􀂃Margao (1)

    􀂃Panaji (1)

    􀂃Vasco –Da –Gama (1)GUJARAT􀂃Ahmedabad (4)􀂃Ankleshwar (1)􀂃Bhuj (1)􀂃Daman (1)􀂃Dediapada (1)􀂃Gandhinagar (1)􀂃Rajkot (1)􀂃Sidhpur (1)􀂃Silvassa (1)􀂃Surat (1)􀂃Vapi (1)MAHARASHTRA

    􀂃Aurangabad (1)􀂃Mumbai & ItsSuburbs (28)􀂃Nanded(1)􀂃Nashik(1)􀂃Pune(4)ANDHRA PRADESH 􀂃Hyderabad (8)􀂃Warangal (2)HARYANA􀂃Gurgoan(1)KARNATAKA 􀂃Bengaluru (4)NEW DELHI􀂃Chandni Chowk (1)􀂃Connaught Place (1)􀂃Greater Kailash II (1)􀂃Kapashera Road (1)􀂃Kondli (1)􀂃Preet Vihar (1)RAJASTHAN􀂃Jodhpur (1)TAMIL NADU􀂃Chennai (2)WEST BENGAL􀂃Kolkata (3)

    Major Shareholders ( %)

    AKFED & Platinum Jubilee Investment Ltd. (Promoter and Promoter Group)23.10.

    AL Bateen Investment Co L.L.C.3.70

    ICICI Prudential Life Insurance Company Ltd.2.93.

    Bajaj Allianz Life Insurance Company Ltd.2.91

    DCB Investments Ltd. (SVG Capital)2.65

    Housing Development Finance Corporation Ltd. 2.02

    Birla Sun Life Insurance Company Ltd. 1.96

    Edelweiss Securities Ltd.1.51

    Khattar Holdings Pvt. Ltd. 1.50India CapitalOpportunities1Ltd.1.41

    TATA Capital Ltd.3.29



    DCB planned exit of unsecured Personal Loans, Commercial Vehicles and Construction Equipment was replaced by secured Advances in MSME, SME, Retail Mortgages, mid-Corporate and Agri, Microfinance and Rural Banking

    􀂃Balance Sheet has begun to grow in the last few months. Balance Sheet as on March 31, 2010 was Rs. 6,137 Cr.as against Rs. 5,943 Cr.as at March 31, 2009

    􀂃Net Advances grew to Rs. 3,460 Cr.as on March 31, 2010 from Rs. 3,274 Cr.as on March 31, 2009

    􀂃CASA book grew by 18%year to year. CASA ratio as on March 31, 2010 stands at 35.3%as against 30.9% as on March 31, 2009

    􀂃Retail Deposits (Retail CASA and Retail Term Deposits) continuedto show good results. Retail Deposits were at 81.5%of Total Deposits as on March 31, 2010 as against 67.9%as on March 31, 2009

    􀂃Net Interest Margin was at 2.79%for FY 2009-10 as against 2.86%for FY 2008-09

    􀂃Unsecured Personal Loans portfolio substantially reduced and stood at Rs. 95 Cr.as on March 31, 2010 as against Rs. 330 Cr.as on March 31, 2009

    􀂃DCB full year Net Loss for FY 2009-10 was Rs. 78 Cr.as against FY 2008-09 Net Loss Rs. 88 Cr.

    􀂃Capital Adequacy Ratio (CAR) remained strong at 15.4%as on March 31, 2010 with Tier I at 12.4% and Tier II at 3.0% under Basel I. Under Basel II CAR was 14.9%as on March 31, 2010

    Starting Q3, Aga Khan Foundation to cut holding through QIP, rights issue.

    The Reserve Bank of India (RBI) has given the Aga Khan Fund for Economic Development (Akfed) time till March 2014 to lower its stake in co-operative-turned-commercial lender Development Credit Bank (DCB).

    In line with RBI's move to promote diversified shareholding, Akfed, which holds a 23.11 per cent in the bank, has to lower its stake to 10 per cent.

    A specific exemption is required for an entity to hold over 10 per cent in a private sector bank. DCB's application for an exemption has been turned down by RBI. It has not been granted branch licences since 2007 as it has failed to conform to the regulation.

    The fact that DCB is the only loss-making commercial lender in the country, and has been in the red for the past five quarters, has also not helped its case for more branch licences.

    Promoters of two other private sector lenders, IndusInd Bank and Dhanlaxmi Bank, both profitable, are also in breach of the 10 per cent cap. But, they were granted branch licences last year after they submitted roadmaps to reduce promoter stakes to within stipulated limits.

    DCB Managing Director & CEO Murali Natarajan told Business Standard in an interview that the bank had already submitted a roadmap for dilution of promoter holding and was expected to begin the exercise through a qualified institutional placement or a rights issue in the third quarter of the current financial year. Akfed will not participate in the issue.

    Besides, the bank is exploring the possibility of offering a strategic stake to long-term investors.

    DCB has been weighed down by losses on unsecured personal loans, which accounted for up 34 per cent of the bank's loan portfolio at its peak in August 2008. Since then, the bank has stopped issuing fresh unsecured loans. It ran down its unsecured book to about Rs 88 crore as on December 31, 2009.

    Natarajan is confident the bank will swing back to profits in the current financial year. "It's hard to get licences if you are not a profitable bank. We are keeping RBI informed about how the bank is progressing. So, once we start entering the positive territory, I don't think that problem will be there. The second issue is ownership, on which we have submitted a roadmap. So, over time, I expect that we should be able to get a few branch licences," Natarajan said.

    DCB saw its promoter shareholding fall to 23.11 per cent from 24.86 after it placed Rs 88 crore fresh equity with institutional investors in November last year.

    However, Natarajan said the bank would have to look at additional ways to reduce its shareholding.

    "We can't keep raising capital to reduce promoter shareholding. There has to be an appropriate time for doing so. Investors will be interested only if there is a return that they can expect," said Natarajan.

    Dubai-based investment fund Al-Bateen has a 3.7 per cent stake in the bank while Tata Capital and HDFC own 3.29 per cent and 2.02 per cent, respectively.

    The bank's capital adequacy ratio as on December 31, 2009, was 16.9 per cent, while Tier-1 capital adequacy was 13.6 per cent.



Saturday, April 17, 2010

BUY JSW ENERGY.DT.18.04.010


BONANZA FOR SHARE HOLDERS ONLY NEWLY LISTED CO. IN POWER SPACE ON 27. APRIL GOING TO ANNOUNCE DIVIDEND FOR ITS VALUABLE SHARE HOLDERS
Presently they are on with 1000 megawatt of capacity. Infact they are holding some of the shares also, about 70 lakh shares of JSW Steel also along with them.
ITS BEST POWER STOCK AS COMPARE TO PEERS REL.POWER , ADANI POWER, IB POWER ,JSW Energy can also opt to buy the entire shareholding in Mainsail Trading 55 (Proprietary) Ltd., another investor in South African Coal Mining, from RBH Resources Holding (Proprietary) Ltd., according to the statement. Royal Bafokeng Capital and Mainsail collectively hold a majority stake, or about 284.6 million shares, in South African Coal Mining.
Shares of JSW Energy gained to close in a flat Mumbai market at Rs 120, the highest closing since January 4 when the shares were listed after the company’s share sale in primary market. JSW Energy raised Rs 4,500 crore through a public offer to part finance power projects with a total capacity of 3,000 mw. It plans to have total power producing capacity of 11,400 mw by 2015, AS COPMARE TO REL.POWER WHICH IS GOING TO COMMISSION Two units with total capacity of 1320 MW will be commissioned by Mar 12 . JSW Energy is the dynamic vertical of JSW Group. The company plans to foray in all areas of power: Generation, Transmission, Distribution and Trading. In less than a decade of its operations the company has crossed several milestones working on power solutions in the States of Karanataka, Maharashtra, Rajasthan and Himachal Pradesh.
JSW Energy was incorporated in 1994, with the objective to develop, construct and operate power plants. Today JSWEL is one of the fastest growing Power Company and it is working towards becoming the top 3 private power producers in the country within the next 3 years.
The company has been in the business of power generation since 2000 and Company has realized its growth because it is an established power company with a track record, operational efficiency, industry experience, and a deep understanding of the power industry in India
Company has recently commissioned its 600(2x300) MW expansion of Vijayanagar Power Project and has synchronized the first unit 135MW of (1080MW) power project in Barmer, Rajasthan. This is apart from the 260 MW power project in Vijayanagar
The company is an early entrant in the power trading business. Currently most of the revenue is derived from power generation. Company is working towards becoming a leading full-service integrated power company in the Indian power sector with presence across the value chain.
Company has planned its power plants to be diverse in geographic location, fuel source and off-take arrangements. As part of the power generation business, Company is also expanding its generation capacity by construction and implementation of new power plants in Maharashtra, Rajasthan and Himachal Pradesh. Each project is planned to be strategically located either near an available fuel source, load centre or infrastructure facilities. SO SELL ALL OTHER POWER STOCKS & HVE FAITH IN SAAJAN JINDAL AS COMPARE TO RPOWER OF ANIL AMBANI WHO LOST HIS GOOD FAITH AMONG INVESTORS & EAT ALL INVESTORS MONEY BY RAISING MONEY IN RPOWER AT 240 PER SHARE. Angel Broking is of the view that spot power prices have gone up significantly, after declining to a low of Rs 3.39/unit in October 2009 - February 2010; currently, a unit costs Rs 5.83 on average (Since March 2010). Companies like Jindal Steel & Power, JSW Energy and Tata Power are likely to be the key beneficiaries of the higher merchant tariffs . The prices of power in the short-term market (as per the figures available from the Indian Energy Exchange, IEX) have been on an upward swing since March 2010, after lying low for close to four months during the winter. Apart from the increased demand, the fall in the generation of hydro-based plants due to poor monsoons has also resulted in the upswing in merchant power rates. The merchant rates are currently at their highest levels since August 2009, and have touched day-high rates of Rs10/unit.' says Angel Broking research report.

Toshiba JSW POWERS : POWER EQUIPMENT MANFACTURING PROJECT.

Toshiba JSW Turbine and Generator Pvt. Ltd. (Toshiba JSW), a joint venture between JSW Group and Japan-based electronic goods major Toshiba Corporation, is setting up a facility near Chennai to manufacture steam turbines and generators for thermal power plants.
Toshiba JSW has signed a memorandum of understanding (MoU) on July 7, 2009, with the Tamil Nadu Government to facilitate the process of setting up a production unit. The MoU was signed in the presence of Chief Minister, M Karunanidhi and senior officials of Government and Toshiba JSW.
The MoU allows Toshiba JSW to lease land for the construction of manufacturing facilities at a site in Chennai. Toshiba JSW was established in September last. Toshiba holds 75 per cent ownership rights in the company. The balance 25 per cent is held by JSW Group (JSW Steel five per cent and JSW Energy 20 per cent).
Toshiba JSW will use the proposed facility to manufacture mid- to large-sized steam turbines and generators, ranging from 500 MW to 1,000 MW, for super-critical thermal power plants in Indian domestic market. Super critical power plants are said to be more fuel efficient, saving 3-4% more of coal per unit.
Driven by strong economic growth, the Indian power generation equipment market is expected to see demand growth of 15,000-16,000 MW a year for the next decade, according to the Eleventh (2007-2012) and Twelfth (2012-2017) Five-Year National Electricity Plans published by the Indian government. Coal-fired thermal power stations will account for over 60 percent of the capacity growth, far surpassing other energy sources, and 80 percent of those power stations will be highly efficient super-critical thermal power plants.
Toshiba JSW has signed a memorandum of understanding (MoU) on July 7, 2009, with the Tamil Nadu Government to facilitate the process of setting up a production unit. The MoU was signed in the presence of Chief Minister, M Karunanidhi and senior officials of Government and Toshiba JSW.
ON GOING PROJECTS
JSW Energy Limited – SBU I (“JSWEL–SBU I”) – 260 MW Power Plant, Vijayanagar, Karnataka (ISO 9001:2000, ISO 14001:2004 and OHSAS 18001:2007 certified)
Company owns and operates a 2 x 130 MW dual fuel (coal and gas) power plant in Vijayanagar, Karnataka. The 260 MW power plant has been operational since 2000.
The 260 MW power plant has operated at a PLF averaging 93.44% and it has also continuously improved its heat rate from 2,565 Kcal/ kWh in fiscal 2001 to 2,321 Kcal/ kWh in fiscal 2009.
The power plant operates on a combination of coal and gas which is a by-product of JSW's steel plant. The fuel is sourced from JSWSL which is located on a site adjacent to the JSWEL-SBU I power plant.
JSWEL-SBU II - 600 MW Power Plant, Vijayanagar, Karnataka.
Company has commenced commercial operations in both of the 2x300 MW units of the coal based power plant in Vijayanagar, Karnataka. The first unit was commissioned in April 2009 and commenced commercial operations on July 1, 2009 and the second unit was commissioned in late July 2009 and achieved its commercial operation in September 2009.
The estimated total cost of the 600 MW project is Rs 18,600.0 million. Company has spent Rs. 16,652.6 million on the construction and development of this project. The debt component of the project cost is Rs. 13,950.0 million, for with which JSWEL-SBU II has entered into financing documents with a consortium of banks led by IDBI Bank Limited. The working capital assessment for the entire 600 MW power plant has been completed.





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rajashtan
Raj WestPower Limited (“RWPL”) Phase I – 1,080 MW Lignite-Fired Power Plant.
Company is constructing an 8 X 135 MW lignite-fired power plant in Barmer, Rajasthan. Company has acquired the required land of 1,186 acres for the project. The company has commissioned its first unit of 135 MW and subsequent units will be commissioned in each quarter, Company is planning to commission all the units by December, 2010. The total cost of the project is estimated to be Rs. 50,000.0 million, which is financed with equity of Rs.12, 500.0 million and debt of Rs. 37,500.0 million. The company began the commercial operation of its first 135 MW unit in October 2009.
Company is also implementing an additional 2 X 135 MW power plant at Barmer, Rajasthan. This power plant is intended to be on the same parcel of land as the 1,080 MW project described above which is currently under construction and company expects to achieve commercial operation of the plant by January 2013.
Company is planning to sell the entire power generated from this project under short-term power arrangements through JSWPTC on merchant basis.





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Ratnagiri

JSW Energy (Ratnagiri) Limited (“JSWERL”) – 1,200 MW Coal-Fired Power Plant.
Company is constructing a 4 X 300 MW coal-fired power plant in Ratnagiri, Maharashtra. The company has acquired 360 acres of land for this project. This project was awarded to JSWEL pursuant to a MoU with the Government of Maharashtra
Company is expecting to commission the first unit of 300 MW by January, 2010 and subsequent units will be commissioned in every quarter, Company is planning to commission the complete project by December, 2010.
The project site is located in close proximity to the sea. A significant volume of the water required for the project will be satisfied by sea water. The raw water will be supplied to the JSWERL power plant facility by Maharashtra Industrial Development Corporation in accordance with a MoU entered into between JSWERL and the MIDC on March 3, 2008 for the supply of water from MIDC's water treatment plant at Nivali to this power plant to meet the water requirements of the project.
The plant will run on imported coal JSW Infrastructure has built a Greenfield port at Jaigarh.
Company has entered into an agreement with JSW Jaigarh Port for handling imported coal. As part of this contract, JSW Jaigarh Port will store and handle the delivery of coal of up to 4.0 million tons annually to a stockpile at JSWERL's power plant.
3,200 MW – imported coal based thermal power plant.
Company is planning to expand the Ratnagiri Project with a 4 X 800 MW power plant. The added capacity will be using the super critical technology by which it will achieve lower operating costs due to better efficiencies and lower carbon emissions compared to sub-critical technology. The estimated project cost is Rs. 150,006.80 million and company is planning to finance the project with a debt equity ratio of approximately 75:25.