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Tata Chemicals debt down by 33 per
cent to Rs 617 cr
Financial Express November
6, 2003
Tata Chemicals Ltd (TCL), which has adopted a two-pronged
strategy towards efficient financial management, has brought
down the total debt of the company by 33 per cent to Rs 617
crore, resulting in a debt equity ratio of 0.36.
TCL, CFO, PK Ghose said in a conference call: A large
proportion of the companys outstanding debt has been
repaid through internal cash generations. Additionally,
the weighted average cost of borrowing has come down to 8.2
per cent during the second quarter ended September 30, 2003
as compared to 105 per cent during the corresponding quarter
previous fiscal. The net interest outgo contracted by 50 per
cent to Rs 25 crore during the first half of current fiscal.
As part of the companys export initiative, Tata Chem
has intensified its focus on countries which were earlier
serviced by China.
The company is servicing markets in Indonesia, Thailand,
Bangladesh and the Arabian Gulf. Most of the markets in these
areas are for dense soda ash, which is required by glass manufacturers.
Demand for soda ash has increased in these countries, since
Chinas own demand has gone up.
Said TCL MD, PR Menon, The infrastructure requirement,
mainly driven by China, has gone up. Chinese production demand
for soda ash has rocketed in the last couple of years. China
used to be the main exporter to these markets, and currently,
because of the huge demand in their own country, they have
pegged their exports virtually at the same level that they
had over the last two years. We saw an opportunity to get
a foothold into these markets. It is not that these markets
have themselves gone up considerably in the last two years
- they have moved up, but it is really because Chinas
own demand has gone up. TCL continues to be the leader
in the soda ash segment with market share of 34.3 per cent.
Over the last six months, the company has exported 81,000
mt of soda ash which is 75 per cent of the total volume achieved
in the last financial year.
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