JM Financial

Asset Reconstruction Company

Limited (JMFARC)

Corporate Presentation

May 2018
 Safe Harbour

This presentation and the following discussion may contain “forward looking statements” by JM Financial
Asset
Reconstruction Company Limited (“JMFARC”) that are not historical in nature. These forward looking statements, which
may include statements relating to future results of operations, financial condition, business prospects, plans
and objectives are based on the current beliefs, assumptions, expectations, estimates and projections of the
management of JMFARC about the business, industry and markets in which JMFARC operates.
These statements are not guarantees of future performance and are subject to known and unknown risks,
uncertainties

and other factors, some of which are beyond JMFARC’s control and difficult to predict, that could cause actual
results, performance or achievements to differ materially from those in the forward looking statements.
Such statements are not and should not be construed as a representation of future performance or achievements
of

JMFARC. In particular, such statements should not be regarded as a projection of future performance of JMFARC.
It should be noted that the actual performance or achievements of JMFARC may vary significantly from such statements.

1
 Business Highlights

• JMFARC is the 3rd largest capitalised ARC with net worth of Rs. 967 Crore (as on March 31, 2018)
Strong Balance Sheet
• JM Financial Ltd is the holding company with 57.07% holding, balance equity held by Banks, HNIs & FII
and Strong Sponsors
• 77.07% stake is held by Sponsors (JM Financial Ltd – 57.07% and Sekhsaria / Neotia Family – 20%)

• Aggregate dues of Rs. 32,349 Crore acquired till March 31, 2018 at a price of Rs. 14,761 Crore
• JMFARC’s cash investment of Rs. 3,028 Crore till March 31, 2018
• Total recovery from acquired assets Rs. 3,510 Crore till March 31, 2018 with focus on turnaround of
Acquisitions & underlying companies
Resolutions • All Acquisition/ Pre-Acquisition Due Diligence (both Legal & Financial) & Resolution/Recovery activities
are conducted in-house and not outsourced to any external agencies
• On restructured assets we are closely working with diverse sector specific professionals and sector
specialised firms for revival of the acquired units.

• Highly professional team of 66 personnel comprising professionals having a wide and varied experience from the
banking, asset reconstruction, consultancy and legal background.
• Team comprises of personnel having experience varying from minimum experience of less than 1 year
to
maximum experience of more than 35 years.
Team Strengths • Of the total number of employees, approximately 1/3rd of the total number have been with the company for
more5 years.
than
• Team is fairly balanced with ~1/3rd of professionals involved in legal activities, acquisition related activities and
resolution activities respectively
• Corporate Office in Mumbai. Branches in Delhi, Bangalore, Kolkata, Secunderabad and Borivali
(Mumbai)

2
Industry Overview

3
 Stress in the Indian Banking Sector

Stressed assets • The macro stress tests suggest that under

• Big opportunity for ARCs (%)
given the high level of the
NPAs, expected slippage in baseline scenario, the GNPA ratio may rise to 11.1
15% 12.1% 12.2% per cent by September 2018 (RBI’s Financial
restructured assets and the 10.9% 11.5%

mounting pressure on 12% 10.0% Stability Report)

9.1% 9.6% 10.2%
Banks to off-load NPAs 9% 7.5% 7.8%
• PSBs continued to hold the highest level of stressed
4.5% advances ratio at 16.2%, private sector
6% 3.3% 4.1%
2.8% banks
• Presently, Banks are 3% (PVBs) 4.7% and Foreign banks (FBs) 4.1%
attempting to offload large
corporate accounts 0% • Total Stressed Advances as on September 2017 at
Mar-12 Mar-13 Mar-14 Mar-15 Mar-16 Mar-17 Sep-17
12.2% as compared to 12.1% in March 2017
Gross NPA % Stressed Assets %
• Typically such cases also
pose requirement for NPA Status as on September 2017
additional investments for
revival in the form of critical
Capex, Working Capital,
etc.
Restructured Total Market(1)
GNPAs of SCBs** Accounts of GNPAs of NBFCs as on
10.2%
~Rs.7.4 Lakh
SCBs**
2.0%
4.9%
~Rs. 0.7
= Sept, 2017

Lakh Crore ~Rs.9.5 Lakh Cr.

Crore ~Rs.1.4 Lakh Crore

Huge business opportunity in the distressed assets space

Source Reserve Bank of India Reports; Research Reports, Industry sources

Note SCBs refer to Scheduled Commercial Banks, PSBs refer to Public Sector Banks, PVBs refer to Private Sector Banks,FBs refer to Foreign Banks
** As a % of Gross Bank Credit of Rs.72,06,800 Crore as on September 2017; Gross Advances of NBFCs for September 2017 is as per
estimates 4
(1) The above estimate is a derived figure from various reports published by RBI and other Industry Sources
 Current Legal Framework - RBI Guidelines

Classify Account as All SMA accounts with exposure of Default prior to March 01,2018 Default after March 01,2018
SMA 0 – 1- 30 days, Rs.5 crore and more should be 180 days from the date as 180 days from the date
SMA1 -- 31- 60 reported weekly to CRILC and mentioned of default
days, SMA 2 – 61 - Monthly main report to RBI
90 days

In case of default
RP to be implemented* Insolvency under IBC
RBI Guideline on within 180 days to be filed within 15
Revised days
Framework for
Resolution of
stressed Assets
w.e.f
March 01,2018
Timelines of Resolution will be announced
over a 2 year period by RBI

The RBI has withdrawn all the restructuring schemes and has got in place a time bound process for resolution of bad loans in
consonance with IBC

* Implementation means the account should not be in default at any point during the specified period of one year, failing
which the lenders shall refer the account to NCLT under IBC.

5
 Current Legal Framework – IBC 2016
Insolvency and Bankruptcy Code – 2016 (Code)

Bankruptcy & • National Company Law Tribunal governs Corporate Entities

Insolvency
Adjudicator • Debt Recovery Tribunal governs Individuals and Partnership
Firms

Insolvency • Insolvency and Bankruptcy Board of India will be governing body for all the insolvency proceedings in the
Regulator country
•
With effect from December 1,2016 BIFR and AAIFR stands dissolved

Insolvency • Identifies financial creditors and constitutes a creditors committee – 75% majority vote
Resolution • Creditors committee has to decide to proceed with a revival plan or liquidation within a period of 180 days which may be extended for a period
Professionals not exceeding 90 days

• Application on Default • Formation of Credit Committee

Insolvency
Resolution • Appointment of an Insolvency • Goes into Resolution Plan /
Process Professional Liquidation
•
Moratorium period (180/270 days)
• Application on Default • Current bankruptcy regime is highly fragmented with multiple
judicial
• IP may act as Liquidator forums
Liquidation
•
Process • Formation of a Liquidation Dissolution of the Corporate Debtor
•
• Trust Invite claims from Dues of secured creditors and workmen shall have priority
creditors over
Statutory dues and all other dues
SEBI Guidelines on Acquisition of Distress Assets under NCLT

• The new investor will be exempted from making open offers after buying stakes from lenders, however such exemptions shall be subject to following
conditions :-
1. Approval by the shareholders of the company by special resolution
2. Lock – in of their shareholding for a minimum period of 3 years
• The relaxations would also be applicable for acquisitions pursuant to resolution plans approved by NCLT under the Insolvency and Bankruptcy Code 2016.

6
JMFARC Overview

7
 Summary of Assets Acquired & Outstanding
as on March 31, 2018

Assets Acquired - Gross Security Receipts Outstanding

• Acquired financial assets of Rs. 32,349 Crore (Total • SRs subscribed by JMFARC and Others - Rs. 12,965 Crore
• dues) • SRs subscribed by JMFARC - Rs.1,987 Crore
Cost of Acquisition Rs. 14,761 Crore
• • 42% Acquired at 100% dues and balance 58% acquired at
No of Trusts: 159 33%
•
No of Banks/FIs: 70
•
Contribution by JMFARC in acquisitions Rs. 3,028 Crore

Proposed Recovery Strategy of Outstanding SRs (existing

Industry - wise Exposure
AUM)
Portfolio & Settlement
Others 6%
Hospitality Sale of Assets
24% 31% under
SARFAESI
Iron & Steel 25%
7%

Real Estate
Ceramics 13%
7% Restructuring
Textiles Pharma 69%
7% 11%

Outstanding SRs – Rs.12,965 Crore – March 31, 2018 Outstanding SRs - Rs.12,965 Crore – March 31, 2018

8
 Resolution and Recoveries

Cumulative recovery till March 31, 2018

Rs.3,510 Crore

• Capital / Business restructuring as required with existing

management
• Additional financing Sale of
Resolution Assets
• Sale of Core / Non-Core Asset under
Strategy
• Change of Management SARFAESI
16%
• Assets resolved: Total SRs redeemed Rs. 1,766 Crore, JMFARC
SRs redeemed Rs. 1,132 Crore

• Fortnightly / Monthly monitoring of operations

• Appointment of external agencies, if required (for TEV studies and
Monitoring valuations)
Mechanisms • Regular Site / Company visits
• Controls – Cash flow escrow mechanism etc
• Board representation wherever required Settlement
21% Restructured
Accounts
63%

• Complete repayment from business operations

• Complete repayment from Sale of Assets
Exit Strategies
• Mix of the above two - Part repayment from business operations
and part from sale of assets
Focus on Restructuring and turnaround

9
 Recovery Over the Years
INR Crore

Total Recovery & Security Receipts Redeemed

Total Recovery till March, 2018 :

Rs.3,510 Crore
1200

Total SRs Redeemed till March,

2018 : Rs.1,766 Crore 974
1000
910
JMFARCs SRs redeemed till
March, 2018 : Rs.1,132 Crore
800

608 609 587*

600
516 502

400 362
321
276
221 199
200 146
96 82

0
2009-2014 2015 2016 2017 2018
Recovery during the year Total SRs JMFARCs SRs
Redeemed Redeemed
Consistent Track Record of Recovery and Redemption

* JMFARC SRs redeemed includes SR sale of Rs 212 crore 10

 Accounting for JMFARC

• Accounting within the framework of Accounting Standards issued by ICAI

Accounting
• Specific accounting guidelines for ARCs by RBI
Framework
• Conservative accounting philosophy

• Main items of revenue - Management Fees, Interest and Upside/ Profit

• The recognition of revenue is as per the terms of the contract of specific trusts
Revenue • Management Fees is charged as fixed percentage of the NAV of SRs (lower rating range) or AUM if NAV is
Recognition not available.
• On cash investments by JMFARC, income is booked only after 100% redemption of SRs.
• Upside / Profit recognised on realisation after redemption of SRs

• SRs are classified as ‘available for sale’ as per the RBI guidelines
Valuation of • Valuation of SRs are at cost or realisable value whichever is lower on a global basis for all SRs
Investment in • Latest declared NAV is considered as realisable value. NAV is declared every six months.
SRs • Gross impairment on global basis, if any is charged to P&L whereas gross appreciation is ignored

• Unrealised management fees outstanding over 6 months from the end of planning period or 6 months from the date
of
recognition (after the planning period) is reversed (as per RBI guidelines)
Provision/ write off
• Similarly expenses recoverable from trust are to be charged to P&L as per RBI guidelines if the same
of receivables and
remains unrealised after 6 months from the end of planning period or 6 months from the date of incurrence
investments
• SR investments in Trusts which have exceeded 5 years (or 8 years with 3 year extension by the Board) has
to be fully written off as per RBI guidelines

Income and Profitability has inherent lumpiness due to the nature of business

11
 JMFARC Financial Performance
Last 5 years trend

Total Income AUM

(Rs.Crore) (Rs.Crore)

14,000 12,965
387 11,874
400
319 12,000
9,821
300 10,000
8,398
214 224 8,000
200 6,000
120 3,646
4,000
100
2,000
0 0
2014 2015 2016 2017 2018 2014 2015 2016 2017 2018

Profit Before Tax Profit After Tax

(Rs. Crore) (Rs.Crore)

180 167 120 108 108

158
160
100
140
120 80
100 84 55
75 60
80 48
60
60 36
40
40
20 20
0
0
2014 2015 2016 2017 2018 2014 2015 2016 2017 2018

12
 JMFARC Financial Performance
Last 5 years Trend

Networth Total Borrowings

(Rs.Crore) (Rs.Crore)

1200 1600
967 1,351
1000 1400
1,130 1,163
1200
800
1000
525
580 765
600 800
417
330 600
400
400 346
200 200
0 0
2014 2015 2016 2017 2018 2014 2015 2016 2017 2018

Debt Equity ROE & ROA

(x) (%)

3.00 2.71
25% 23%

2.01 20% 17%*

16%
2.00
15%
1.46 1.41 10% 10%
8%
1.05 10% 7% 5%*
1.00 5%
3% 3%

0%
2014 2015 2016 2017 2018
0.00
2014 2015 2016 2017 2018 ROE ROA

* Weighted Average networth for FY 18 since there was equity infusion 13

 Networth, Liability Profile and Credit Rating

Networth Composition Credit Rating

As on March 31, 2018

Sharehol
ders' ICRA & CARE
Funds Bank Loan of Rs. 650 Crore AA- (Stable)
56%
• March’ 18 Net
worth Rs. 967
ICRA & CARE
Crore as against Non Convertible Debentures of Rs. 1000 Crore AA- (Stable)
Retained Rs 214 Crore in
Earnings FY10
44% ICRA & CARE
Commercial Paper of Rs.750 Crore A1+ (Stable)
Total Networth :Rs.967 crore

Liability Profile
As on March 31, 2018

Bank Gearing Philosophy

CC/OD/
• Gearing Ratio: 1.41 STL
CPs
• Gearing of maximum 3 times with opportunity
8%
22% Bank Term based short term spikes
Loans (3-4
yrs) • 60%- 70% to be funded by way of Medium / Long
• Long Term Credit 19% term
Rating of AA- Stable NCDs & Term Loans
and Short Term NCDs (3-4
Credit Rating of A1+ yrs)
• Balance to be funded by bank cash credit lines
by ICRA & CARE. 51% (Opportunistic borrowing by way of CPs/ ICDs to reduce
cost of borrowing)
March 2018: Total Borrowings:
Rs.1,351 Crore • Focus for increasing the bank cash credit lines

14
Annexure 1

Select Case Studies - Acquisitions

15
 Select Case Studies

Project Hospitality Project Pharma

• Engaged in the manufacturing and sale of

Intermediates and Active Pharmaceutical Ingredient
(APIs). Also engaged in contract manufacturing
• Leading player in the luxury hotels segment in
India • Has 8 manufacturing facilities including 2 USFDA
Business / • approved plants
Asset Owns and operates ultra-luxury 5-star hotels
Details across India (5 owned hotels – Mumbai, Delhi, • Good product portfolio which includes 65+ APIs and
Chennai, Udaipur and Bangalore – and 4 managed 55+ Intermediates in the Antibiotics, Lipid Lowering
hotels at Gurgaon, Kovalam & Goa) Agent, Oncology, Anti-platelet agents, Anti-
asthamatic, Anti-malarial, NSAIDs, Anti-anginal
therapeutic areas
• Good business with over leveraged balance sheet due to aggressive debt-funded
• Portfolio with high margins and limited competition
capex from other Indian players
• and interest during construction
Strengths / World class hotel properties and well established brand • Good established customer base
•
Challenges Expected improvement in Rev PAR • USFDA approvals for three plants already in
•
place
• Adequate security cover •
• Non-core assets to generate significant cash flow to bring down the debt level Surplus assets available for upfront debt
Failed efforts to sell hotel properties under CDR process reduction through asset sale

• Simultaneous acquisition of loans from 14 banks (~96% of CDR debt) giving better control • Already acquired ~94% of the debt and plan to
on recovery aggregate debt from other banks to drive
• Significant upfront cash payment to banks and reduction of risk through Class A-Class recovery efforts
B transaction structure. Working closely with the company to move towards an asset • Resolution Strategy
light model
Resolution Working with the company for turning around
• Sale of few hotel properties and non-core assets and debt to equity conversion to the performance through
plan and bring down the debt level
progress − Sale of few plants to reduce the debt levels
• Sale of one of the hotel properties completed at significant premium
− Focus on high margin products
• Started receiving cash flows from some non-core assets − Restructuring of dues
• Leveraging JM group’s expertise in finding investors for the company and for sale of − Infusion of additional funds for start up
• assets capital expenditure, Working Capital &
Resolution Strategy payments of Statutory of Dues
− Restructuring of Debt / Induction of Strategic Investor
16
 Select Case Studies (cont’d)

Project Ceramics Project Cements

• • Engaged in cement manufacturing business since

The company is engaged in the manufacture and marketing of
1987
tiles
Business / • Owns and operates approx. 1.0 mn TPA cement plant in Telangana
(ceramic and vitrified) and processing and refining of marbles
Asset • Two units located in Maharashtra with non-core real estate
• Access to limestone reserves estimated more than 80 mn
Details assets
tonnes
• Company is operational for last three decades
• Well established dealer network and brand image for the
product

• Unit is currently not operational

• Strong brand recall and dealer network
• Plant is well maintained in a ready to operate
• Surplus assets available for monetization to reduce the debt condition.
Strengths / • Listed entity with lenders controlling ~51% shares (~45% Pledge,
levels
Challenges • Possibility of revival of operations through ~6%
restructuring owned)
• Lack of funding due to NPA tag to revive and scale up operations • Anticipate improvement in investor interest in cement units in that
region
due to improving local area dynamics and like infrastructure spending

• Financial and business restructuring to revive its operations and repay

dues
• Restructuring by reduction of debt to a sustainable level through part • Already acquired ~88% of the debt
payment from sale of non-core assets and part by conversion of debt
Resolution to preference and equity shares • Resolution Strategy
plan and • Infused equity to shore up working capital and revive business − Sale to a strategic Investor/ Financial Investor
progress
• Started receiving small amount of cash flows from operations and − Restart the unit with professional management and by infusion
few from sale of non-core assets of the company of additional Working Capital

• Resolution strategy : Restructuring of Debt including Additional

Equity
Capital Infusion

17
 Select Case Studies (cont’d)

Project Drugs Project Pan India

• Engaged in the manufacturing and sale of • Leading Real Estate Developer having operations across
Intermediates and Active Pharmaceutical Ingredient • India
(APIs) Group has delivered about 23.39 million sqft while it had
• Has 3 manufacturing facilities including 2 USFDA about 34.78 million sqft in various stages of development as
Business / inspected plants with one Japanese FDA approval of FY16. About 60% of this area under development is at
•
Asset handover/finishing stage
Details • Good product portfolio which includes 50+ APIs in the •
antibiotics (Cephalosporin' based) and non antibiotics Over the past 5 years company has delivered about 16.50 million
• sqft
- in cardiovascular, osteoporosis, Diabetes, Anti-
Hypertensive, and Oncology segment Acquired debt of Rs 869 Crore of two group companies with underlying
securities
Underlying securities include projects to be completed & delivered in Gurgaon, Ambala,
• Good product mix and reasonably Projects
• Kolkata, stalled due and
Bengaluru to slowdown
Chennai in respective markets
admeasuring and
13.09 mn liquidity
sqft out ofcrunch
which 7.8 mn sqft is
established • Lack of additional funding to restart construction
customer base. already sold
• • Adequate cash flow cover along with additional land bank available as
Strengths / Good track record in the export market. Also
Challenges • security
has exposure to regulated markets for higher
Diversified cash flows given the geographical spread and stage of
• margin business
construction
Certain non-core assets in process of being sold
− 5 projects are brownfield while 3 are greenfield
for debt reduction
− 62% of surplus cash flows expected within the next 3.5 years
• Underlying securities are located at good locations within the specific micro markets
• Company requires Rs.175 – Rs 250 Crores immediate funding for completion of projects.
• Additional funds sanctioned by JMFARC to complete the construction of projects at
all
• Already acquired ~71% of the debt and plan to locations
aggregate debt from other banks to drive •
Resolution • Surplus from these projects is expected to be sufficient to repay dues.
recovery efforts
plan and • Resolution strategy Additional securities are also available, liquidity to be generated from sale of
progress • additional land bank/assets.
− Sale of assets / Company to a Strategic
Tern Sheet entered with one of the reputed South Based developer to sell a
Investor / NCLT
• mortgaged project
Company is in active discussions to dispose various assets to fund construction and
• repay debt
Resolution Strategy : Restructuring of Debt, Infusion of additional funds for
project completion, JVs for completion of projects, Sale of Surplus Land

18
Annexure 2

Select Case Studies - Resolution

19
 Select Case Studies

Project Resin Project Retail

Company • Engaged in manufacturing and trading of resins • Acquisition of 3.76 lakh Personal Loan & Credit Cards accounts spread across
Backgroun • Non-operational unit 24
d locations

• Price expectation mismatch between bank and JMFARC for • Establishing point of contact with large number of customers, as many of
acquisition of debt them
• Class A-Class B transaction structure to meet bank’s • were non-traceable
Challenges & • Grievance handling
expectations – Providing the banks substantial cash upfront
Opportunities Adhering to strict compliance requirements for Recovery Agencies and
and opportunity to share the upside
• Risk of long drawn resolution because of ongoing litigations • Agents stipulated by RBI and Indian Banks’ Association
and an existing court order in favour of the borrower Setting up robust IT infrastructure for capturing customer profile,
agency allocation and follow up trail, collection and reconciliation
• Initiated legal actions against the company and promoters • JMFARC took over the servicing, collection and monitoring and appointed a nodal
on management agency
multiple forums • Tele Calling, Field Visits and Skip Tracing Agencies appointed to achieve the last mile
− Pursued sale of mortgaged properties through SARFAESI Act connectivity with customers
Resolution
− Attached personal properties of promoter through DRT • Following infrastructure and mechanisms were set up for effective recovery and real time
Plan and monitoring:
Recovery • Negotiated settlement with the promoter through sale − More than 100 collection agencies with more than 750 agents
of − 3 tier mechanism for redressal of consumer grievance
mortgaged property − Periodic audits/checks conducted on agencies/ agents to ensure recovery / compliance
•
Account resolved within 2 years with regulations
− Decentralization of settlement process to ensure faster decision making
Year of Acquisition Sep-10 Year of Acquisition Jun-11
Resolution Year of Resolution May-12 Year of Resolution Mar-13
IRR 30% IRR 68%

• Low Cost of Acquisition

Critical • Transaction Structure • Establishing pan-India reach for collection/recovery
Success
• Negotiated settlement at a higher amount despite court • Strategizing recovery efforts for front ended returns
Factor
order • Strict monitoring & compliance resulting in minimal
complaints

20
 Select Case Studies (cont’d)

Project Poultry Project Paint

• Integrated poultry breeder located in Western India

• Promoter having more than 45 years of experience in • Engaged in manufacturing of paints
Company • Plants located at Rajasthan, Maharashtra & Tamil Nadu and windmills at
the business
Backgroun Satara
d • Group’s businesses include Hatching Eggs, Day-Old- •
Chicks Operational only on job work basis
(DOC), Grand Parent Stock and Broilers in India
• Inefficiently managed Company • Despite being operational, no surplus cash available for debt servicing
• The land was split (due to family partition) and mortgaged to • Fragmented debt holding of the Company with 5 banks sharing same
Challenges & • security
different lenders making it tough to sell and reducing
Opportunities Disagreement between lenders on a common way forward for resolution
realizable value of the land •
• Excellent land parcel in heart of Nasik city available as • Loans secured mainly by 2nd charge on the fixed assets
security Mortgaged assets spread across 3 states, time consuming enforcement
• Aggregation of debt from lenders and sale of the split land • Aggregated part of the debt ensuring first charge over assets
parcels as a single plot which increased realization and • Took lead and steered the resolution process – Persuaded the balance
unlocked value
Resolution debt holders to arrive at a common resolution strategy
Plan and • Adequate time given to the Borrower to sell the land parcel • Buyer of assets given flexibility to make payment over a period of 1 year in
Recovery in order to ensure that the land is not sold at distressed order to ensure timely sale and good realization
• value • Resolution of the account within 3 years
Company paid off the dues through sale of assets • Full Redemption of Class A and Class B SRs and upside sharing with banks
•
Resolution of account within 2.5 years
Year of Acquisition Sep-10 / Nov-11 Year of Acquisition Mar-09 / Mar-10
Resolution
Period Year of Resolution Jan-13 Year of Resolution Oct-11
IRR 44% IRR 126%

• Good underlying Security

Critical
• Aggregation from other banks to ensure full security
Success • Transaction Structure
of underlying land
Factor
• Negotiated settlement on attractive terms

21
 Select Case Studies (cont’d)

Project Metal Project Real Estate

• Operating in a niche industry - Engaged in production of minor • Real Estate Developer having operations in Bangalore and Hyderabad .
metal oxides which are used for making carbide grade Group
Company tool steel, electronic and optical applications has delivered 5 mn sqft, has 5 mn sqft under development and 5mn sqft in
Backgroun • Only player in India in the industry. Unit located at Taloja, Navi • the planning stage
d Mumbai Flagship project in Bangalore comprising of 8.5 lakhs sqft of saleable area in
• Promoters having > 20 years exp. in mining business in 520 residential units in Phase I (sold & fully occupied) and about 9 Lakh sqft
Nigeria of saleable area in 368 units in Phase II
• Lack of funding availability due to NPA tag to revive and scale
Challenges & up • Lack of funding to restart construction
Opportunities • operations • Adequate security value and additional land
• Surplus assets available for monetization to reduce the debt banks
level
• Possibility ofofrevival
Subdivision of operations
land property and sale of excess land to raise • Structured the financing leading to reduced cost of capital for the Company by
funds for revival, financing working capital and reduction of restructuring the acquired dues and infusion of additional funds
debt • Phase I of the project completed successfully and fully sold
•
Restructuring of debt • The project got additional FSI due to change in regulations which is currently
•
Resolution Optimization of plant operations to generate cash flows for
being utilized in Phase II development. Phase II is currently being developed as
Plan and debt servicing
the tallest residential tower in Bangalore. Further additional financing being
Recovery • done for Phase II
Restructured debt serviced as per the agreed schedule for • Advantages to the selling Banks
2 years
• − Upfront cash recovery of 12.5% with enhanced recovery potential
Revived and stabilized operations, dues to JMFARC − Restructuring and fresh funding possible which could not be implemented by
refinanced through NBFC at the end of 2.5 years Banks due to regulatory issues

Year of Acquisition Mar-10 Year of Acquisition Sept-11 to Oct-12

Resolution
Period Year of Resolution Sep-12 Year of Resolution 2018 (Not Fully Exited)
IRR 26%

Critical • Sale of Non Core Asset • Transaction structure

Success
• Operational Flexibility of an ARC vis-a-vis • Project monitoring and
Factor controls
Bank

22
 Select Case Studies (cont’d)

Project Township

• Engaged in the development of Real Estate Projects.

Company
Backgroun
d • Operating Company with good asset base

• Aggregation of Debt from several lenders

Challenges &
Opportunities • Low fidelity of cash flow projection due to uncertainty involved with real estate
segment
• Good collateral base limiting downside involved in the transactions

• Restructuring debt of the company at sustainable level

Resolution
Plan and • Back ended structuring of principal repayment
Recovery
• Achieving Exit through refinancing of debt from other financial institution post improvement in financial performance of
company
Year of Acquisition Nov 12- May 13
Resolution
Period Year of Resolution February 2018
IRR 30%

Critical • Structuring of transaction

Success
Factor • Good underlying Security

23
Annexure 3

List of Board of Directors

24
 Board of Directors & Shareholders

Board of Directors
Public sector
Mr. V. P. Shetty Chairman Banks*
14.51%
Valiant
Mr. Narotam Sekhsaria Sponsor Director Mauritius
Partners FDI
Limited
8.42%
Mr. Pulkit Sekhsaria Sponsor Director JM Financial
Limited* Radhakrishna
57.07% Bimalkumar
Mr. H. N. Sinor Independent Director Private
Limited
3.50%
Mr. G. M. Ramamurthy Independent Director

Mr. Narotam
Dr. Anil K Khandelwal Independent Director Sekhsaria
16.50%

Ms. Rupa Vora Independent Director

Mr. Anil Bhatia Managing Director & CEO

Mr. Adi Patel Sponsor Director Sponsors – JM Financial Ltd is the principal sponsor

RBI registration in September 2008

* IOB (6.09%), UCO Bank (3.33%), UBOI (2.90)%, CBOI (2.19%) 25

 Profile of Board of Directors
• Banking experience of 40 years.
• Commerce Graduate and holds a CAIIB degree
• CMD of UCO Bank, Canara Bank and IDBI Bank.
Mr. V. P. Shetty
• Chaired the CDR Core Group meetings.
• Recipient of "Banker of the Year – 2003“.
• Currently also Chairman of JM Financial Products Ltd and JM Financial Asset Management Limited.

• Holds a bachelor's degree in chemical engineering.

• Founder-Promoter and Chairman of Ambuja Cements Ltd and ACC Ltd.
Mr. Narotam Sekhsaria • Instrumental in two of the largest model cement sector turnarounds – Modi Cements Ltd. & DLF Cement Ltd.
• Played a major role in the Ambuja Cements spectacular growth, turning it into one of India’s success stories in the cement
industry.

• Graduated from Mumbai University and has undertaken Management courses at Wharton, Indian School of Business, London
Business School and INSEAD.
• 2 decades of experience.
Mr. Pulkit Sekhsaria
• He was whole time Director on the Board of Ambuja Cements Ltd.
• Instrumental in execution and management of 3 import and export terminals and Shipping Division.
• Actively involved in the investments in various fields.

• Commerce and Law Graduate and has Banking experience of 40 years.

• ED of Central Bank (1996).
Mr. H. N. Sinor • Ex MD & CEO of ICICI Bank and AMFI.
• CEO of IBA (2003-2008).
• Director on Board of many leading
companies and current member of
• Banking
Has doneBoard Bureau.
Bachelor of Science and holds B.L, ACS, CAIIB, DCL, DTL & DLL degrees.
• 27 years of banking experience.
Mr. G. M. Ramamurthy • Legal Advisor to leading FI/bank.
• Managed NPA recovery portfolio of IDBI amongst other functions.
• Chairman of the CDR Empowered Group.

26
 Profile of Board of Directors (cont’d)
• Holds bachelor’s degree in Chemical Engineering.
• Former Chairman and Managing Director of Bank of Baroda and Dena Bank.
• Former President- Indian Institute Banking & Finance.
Dr. Anil K Khandelwal
• Deputy Chairman- Indian Banks Association.
• Member of various expert committees and current member of Banking Board Bureau.
• Awarded Asian Banker Lifetime Achievement award in Financial Services by Asian Banker Singapore.

• Eminent Chartered Accountant and has over 3 decades of experience in finance.

• Group Director & CFO in IDFC alternatives business for a decade.
Ms. Rupa Vora • Associated with Antwerp Diamond Bank NV as CFO.
• Associated with KBC Bank NV as Financial Controller.
• Practicing experience of 9 yrs as an independent Chartered Accountant.

• 32 years of experience in the Indian Financial Markets

• Commerce Graduate and focus in the last 18 years
has been on Asset Reconstruction and Distressed
Assets, Credit Markets, Debt Capital Markets,
Mr. Anil Bhatia
• Mortgage backed Securitisation, Domestic Loan
Syndication, Corporate Bond Trading, Cross-Border
• Financing, Structured Products.
• Senior level relationships with major Scheduled Banks, Financial Institutions, Corporates, Public Sector Undertakings and
Multinationals.
Country Head – Credit Markets and Debt Capital Markets, ABN Amro, India
• Mr.
MD Adi PatelofisJMFARC
& CEO a qualified chartered
since accountant and has been associated with the JM Financial Group for over 24 years
inception
• Mr. Patel has been instrumental in implementing the financial transactions for some of the leading business houses in India.
Mr. Adi Patel
• Over the last 15 years, he has developed strong relationships with leading Indian and global clients across various industry
segments and has advised them on numerous financial, strategic, mergers, acquisitions & restructuring transactions.

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