Mains Ready By December. Smash Mains & Smash PYQ Admissions Open
Talk to Mentor

Civilsdaily

GS Paper: GS3-14.Investment models

  • What are Hybrid Funds?

    This newscard is an excerpt from an originally FAQ published in TH.

    Try this PYQ:

    Q.Which of the following is issued by registered foreign portfolio investors to overseas investors who want to be part of the Indian stock market without registering themselves directly?

    (a) Certificate of Deposit

    (b) Commercial Paper

    (c) Promissory Note

    (d) Participatory Note

    Hybrid Fund

    • A hybrid fund is one that invests in both equity and bonds. So, such funds ought to help investors with their asset allocation decision.
    • This refers to how you allocate your annual savings between equity and bond investments.
    • Suppose you are unsure of the proportion of equity and bond investments to have in your portfolio.
    • By investing in a hybrid fund, you could outsource your asset allocation decision to the manager of the fund, so the argument goes.
    • The issue is that each goal you pursue requires different asset allocation. For instance, the asset allocation for your child’s education portfolio must be different from your retirement portfolio.
    • Hybrid funds cannot consider your individual goal requirement as it is a collective investment vehicle.

    Tax efficiency of the fund

    • Based on current tax laws, a hybrid fund that holds 65% or more in equity is considered as an equity fund.
    • So, if you redeem your units in such hybrid funds after a holding period of more than 12 months, you have to pay long-term capital gains tax of 10%.
    • If a hybrid fund holds less than 65% in equity, you have to pay 20% capital gains tax with indexation if you sell your units after a holding period of more than 36 months.

    Back2Basics: Stocks vs. Bonds vs. Equity

    • A stock represents a collection of shares in a company which is entitled to receive a fixed amount of dividend at the end of the relevant financial year which are mostly called Equity of the company.
    • Bonds term is associated with debt raised by the company from outsiders which carry a fixed ratio of return each year and can be earned as they are generally for a fixed period of time.
    • Bonds are actually loans that are secured by a specific physical asset.
    • It highlights the amount of debt taken with a promise to pay the principal amount in the future and periodically offering them the yields at a pre-decided percentage.
    • Equity is ownership of assets that may have debts or other liabilities attached to them. Equity is measured for accounting purposes by subtracting liabilities from the value of an asset.

  • What is Infrastructure Investment Trusts (InvITs)?

    The National Highways Authority of India (NHAI) has come up with its Infrastructure Investment Trust (InvIT) issue.

    Try this PYQ:

    Q.Which of the following is issued by registered foreign portfolio investors to overseas investors who want to be part of the Indian stock market without registering themselves directly?

    (a) Certificate of Deposit

    (b) Commercial Paper

    (c) Promissory Note

    (d) Participatory Note

    Significance of the issue

    • The issue will enable NHAI to monetize its completed National Highways that have a toll collection track record of at least one year.
    • The NHAI reserves the right to levy a toll on identified highways and it will help the company raise funds for more road development across the country.

    What are InvITs?

    • Infrastructure investment trusts are institutions similar to mutual funds, which pool investment from various categories of investors and invest them into completed and revenue-generating infrastructure projects, thereby creating returns for the investor.
    • Structured like mutual funds, they have a trustee, sponsor(s), investment manager and project manager.
    • While the trustee (certified by Sebi) has the responsibility of inspecting the performance of an InvIT, sponsor(s) are promoters of the company that set up the InvIT.
    • In the case of Public-private partnership (PPP) projects, it refers to the infrastructure developer or a special purpose vehicle holding the concession.
    • While the investment manager is entrusted with the task of supervising the assets and investments of the InvIT, the project manager is responsible for the execution of the project.

    How will it work for NHAI?

    • NHAI’s InvIT will be a Trust established by NHAI under the Indian Trust Act, 1882 and SEBI regulations.
    • The InvIT Trust will be formed the objective of investing primarily in infrastructure projects.
    • The fund raised can be invested in the project SPVs by way of an issue of debt.
    • The trust can utilise it to repay their loans or even for prepayment of certain unsecured loans and advances.

    Why does NHAI need fund?

    • At a time when private sector investment in the economy has declined, fund-raising by NHAI and spending on infrastructure will not only provide a fillip to the economy but will also crowd-in private sector investment.
    • So NHAI’s InvIT offer is a way for the government to tap alternative sources of financing to boost public spending in the roads and infrastructure sector.
    • It is important to note that in October 2017, the Centre had launched Bharatmala Pariyojana, its flagship highway development programme, for development of 24,800 km of roads.
    • In order to complete the projects, NHAI needs adequate funds and one of the options is to monetize the completed and operational NH assets.

    How does it benefit the investor?

    • Retail or even large financial investors may not be typically able to invest in infrastructure projects such as roads, power, energy etc.
    • InvITs enable these investors to buy a small portion of the units being sold by the fund depending upon their risk appetite.
    • Given that such trusts comprise largely of completed and operational projects with positive cash flow, the risks are somewhat contained.
    • The investors can benefit from the cash flow that gets distributed as well as in capital appreciation of the units.
    • Unitholders also benefit from favourable tax norms, including exemption on dividend income and no capital gains tax if units are held for more than three years.

  • Fund for pharmaceutical innovators

    Pricing of the drugs in a contentious issue across the world. In some countries like the U.S. price of the drug at 100000%  of the production cost is not atypical. In India, prices are much lower. This article suggests the novel of Health Impact Fund which could strike the balance between affordability and R&D.

    Medicines: Humanities greatest achievements

    • They have helped attain dramatic improvements in health and longevity as well as huge cost savings through reduced sick days and hospitalizations.
    • The global market for pharmaceuticals is currently worth ₹110 lakh crore annually, 1.7% of the gross world product (IPFPA 2017, 5).
    • Roughly 55% of this global pharmaceutical spending, ₹60 lakh crore, is for brand-name products, which are typically under patent.

    Issue of high drug prices

    • Commercial pharmaceutical research and development (R&D) efforts are encouraged and rewarded through the earnings that innovators derive from sales of their branded products.
    • These earnings largely depend on the 20-year product patents they are entitled to obtain in WTO member states.
    • Such patents give them a temporary monopoly, enabling them to sell their new products without competition at a price far above manufacture and distribution costs, while still maintaining a substantial sales volume.
    • In the United States, thousandfold (100000%) markups over production costs are not atypical.
    • In India, the profit-maximising monopoly price of a new medicine is much lower, but similarly unaffordable for most citizens.

    Covering large R&D costs: before we think about a solution

    • To be sure, before such huge markups can yield any profits, commercial pharmaceutical innovators must first cover their large R&D costs.
    • Currently, this cost is  ₹14 lakh crore a year (Mikulic 2020).
    • This includes the cost of clinical trials needed to demonstrate safety and efficacy, the cost of capital tied up during the long development process, and the cost of any research efforts that failed somewhere along the way.

    Three concerns with R&D

    1. Neglect of the diseases suffered by the poor

    • Innovators motivated by the prospect of large markups tend to neglect diseases suffered mainly by poor people, who cannot afford expensive medicines.
    • The 20 WHO-listed neglected tropical diseases together afflict over one billion people (WHO n.d.) but attract only 0.35% of the pharmaceutical industry’s R&D (IFPMA 2017, 15 and 21).
    • Merely 0.12% of this R&D spending is devoted to tuberculosis and malaria, which kill 1.7 million people each year.

    2. High prices of new medicines

    • Thanks to a large number of affluent or well-insured patients, the profit-maximising price of a new medicine tends to be quite high.
    • Consequently, most people around the world cannot afford advanced medicines that are still under patent.
    • This is especially vexing because manufacturing costs are generally quite low.

    3. Rewards are poorly correlated to the therapeutic value of drugs

    • Firms earn billions by developing duplicative drugs that add little to our pharmaceutical toolbox — and billions more by cleverly marketing their drugs for patients who won’t benefit.
    • These large R&D investments would be much better spent on developing new life-saving treatments for deadly diseases plaguing the world’s poor.

    Health Impact Fund: Solution to the above problems

    • The Health Impact Fund as an alternative track on which pharmaceutical innovators may choose to be rewarded.
    • The basic idea behind it:
    • Any new medicine registered with the Health Impact Fund would have to be sold at or below the variable cost of manufacture and distribution.
    • But would earn ten annual reward payments based on the health gains achieved with it.

    How health impact fund would work?

    • The Health Impact Fund could start with as little as ₹20000 crore per annum and might then attract some 10-12 medicines, with one entering and one exiting in a typical year.
    • Registered products would then earn some ₹17000-₹20000 crore, on average, during their first ten years.
    • Of course, some would earn more than others – by having greater therapeutic value or by benefiting more people.
    • Long-term funding for the Health Impact Fund might come from willing governments.
    • Those countries would contribute in proportion to their gross national incomes — or from an international tax, perhaps on greenhouse gas emissions or speculative financial transactions.
    • Non-contributing affluent countries would forgo the benefits: the pricing constraint on registered products would not apply to them.
    • This gives innovators more reason to register as they can still sell their product at high prices in some affluent countries and affluent countries reason to join.

    The fund will have the following 5 major benefits

    1. Help the Neglected areas of research

    • The Health Impact Fund would get pharmaceutical firms interested in certain R&D projects that are unprofitable under the current regime – especially ones expected to produce large health gains among mostly poor people.
    • With the Health Impact Fund in place, there can be more research on diseases like Tuberculosis or Malaria, even Covid.
    • We can develop rich arsenal of effective interventions and greater capacities for targeted responses quickly.

    2. Rewarding health outcomes and not sales

    • The Health Impact Fund will focus on performance of drugs and not make it a marketing stunt.
    • Like in its model, firms would earn annual reward payments based on the health gains achieved with by the medicine.
    • Present scenario: firms seek to influence hospitals, insurers, doctors and patients to use their patented drug and to favour it over other more effective medicines.

    3. Sustainable research and marketing system

    • A reward mechanism oriented towards health gains rather than high-markup sales would lead to a sustainable research-and-marketing system.
    • How? Simple for health gains, innovators will have to ensure:
    • They will have to think holistically about how their drug can work in the context of many other factors relevant to treatment outcomes.
    • They will need to think about therapies and diagnostics together, in order to identify and reach the patients who can benefit most.
    • They will need to monitor results in real time to recognize and address possible impediments to therapeutic success.
    • Finally, they will have need to ensure that patients have affordable access to the drug and are properly instructed and motivated to make optimal use of it with the drug still in prime condition.
    • Such a system would obviously make research more streamlined and sustainable.

    4. No fear of compulsory licence clause

    • Participation of commercial pharmaceutical firms is crucial for tackling global pandemics.
    • At present such firms have issues with use of compulsory licences by governments as it divest them of their monopoly rewards.
    • Health Impact Fund registration would remove this risk as states would have no reason to interfere with innovators whose profit lies in giving real and rapid at-cost access to their new product to all who may need it.

    5. Holistic approach

    • Multinational firms can collaborate with national health systems, international agencies and NGOs, to build a strong public-health strategy around its product.
    • The highest goal here would be complete eradication of many communicable diseases(Example: Malaria) which we are fighting right now.

    Can we apply the above to Covid-19?

    • Applying it to a new disease like COVID-19 is complicated by the fact that we lack here a well-established baseline representing the harm the disease would have done in the absence of the new medicine to be assessed.
    • For malaria, such a baseline can be established on the basis of a stable disease trajectory observable over many years.
    • In the case of a new epidemic, one must rely on a modelling exercise that estimates the baseline trajectory on the basis of obtainable data about the spread of the disease and its impact on infected patients.
    • This surely is a challenging undertaking which cannot yield precise or uncontroversial results about what damage the epidemic would truly have done if the vaccine or medication in question had not appeared.

    Consider the question “Drug pricing has always plagued the authorities and policymakers. Cap it and you tend to lose on innovation. Deregulate it, and high prices make it unaffordable. In light of this, examine the issues with the R&D in the pharmaceutical sector and suggest the ways to strike the balance between lives and innovation.”

     Conclusion

    The Health Impact Fund would give innovators the right incentives. It would guide them to ask not: how can we develop an effective product and then achieve high sales at high markups? But rather: how can we develop an effective product and then deploy it so as to help reduce the overall disease burden as effectively as possible?

  • Foreign direct investment (FDI) in India

    The FDI in India grew by 13% to a record of $49.97 billion in the 2019-20 financial years, according to official data.

    Get aware with the recently updated FDI norms. Key facts mentioned in this newscard can make a direct statement based MCQ in the prelims.

    Ex. FDI source in decreasing order: Singapore – Mauritius – Netherland – Ceyman Islands – Japan – France

    Data on FDI

    • The country had received an FDI of $44.36 billion during April-March 2018-19.
    • The sectors which attracted maximum foreign inflows during 2019-20 include services ($7.85 billion), computer software and hardware ($7.67 billion), telecommunications ($4.44 billion), trading ($4.57 billion), automobile ($2.82 billion), construction ($2 billion), and chemicals ($1 billion).
    • Singapore emerged as the largest source of FDI in India during the last fiscal with $14.67 billion investments.
    • It was followed by Mauritius ($8.24 billion), the Netherlands ($6.5 billion), the U.S. ($4.22 billion), Caymen Islands ($3.7 billion), Japan ($3.22 billion), and France ($1.89 billion).

    What is FDI?

    • An FDI is an investment in the form of a controlling ownership in a business in one country by an entity based in another country.
    • It is thus distinguished from a foreign portfolio investment by a notion of direct control.
    • FDI may be made either “inorganically” by buying a company in the target country or “organically” by expanding the operations of an existing business in that country.
    • Broadly, FDI includes “mergers and acquisitions, building new facilities, reinvesting profits earned from overseas operations, and intra company loans”.
    • In a narrow sense, it refers just to building a new facility, and lasting management interest.

    FDI in India

    • Foreign investment was introduced in 1991 under Foreign Exchange Management Act (FEMA), driven by then FM Manmohan Singh.
    • There are two routes by which India gets FDI.

    1) Automatic route: By this route, FDI is allowed without prior approval by Government or RBI.

    2) Government route: Prior approval by the government is needed via this route. The application needs to be made through Foreign Investment Facilitation Portal, which will facilitate the single-window clearance of FDI application under Approval Route.

    • India imposes a cap on equity holding by foreign investors in various sectors, current FDI in aviation and insurance sectors is limited to a maximum of 49%.
    • In 2015 India overtook China and the US as the top destination for the Foreign Direct Investment.

    Back2Basics

    Amendment in the FDI Policy for curbing opportunistic takeovers/acquisitions of Indian companies

  • [op-ed of the day] Strategic disinvestment does not deserve the criticism it gets

    Context

    Air India is on the block.

    Why disinvestment is not such a bad idea?

    • Wisdom lies in the use of resources to meet the emergent needs: True wisdom lies in the use of resources, including the so-called “family silver”.
      • To meet emergent needs.
      • As also for better returns.
      • Even individuals and private sector organizations committed to meeting their obligations or optimizing wealth creation take such initiatives routinely.
    • The weakening of Indian economy
      • This fiscal year’s second quarter growth in the gross domestic product (GDP) slipped to 4.5% and the portents of a slowdown have been quite apparent.
      • Private sector investment is sagging. Gross capital formation has dipped.
      • Aggregate demand has contracted.
      • Public sector expenditure is the single engine that’s driving economic growth.
    • Clamour for the government to open its purse and limited fiscal room.
      • Shrunk revenue growth: There is a clamour for the government to open its purse and help out. However, its revenue growth has shrunk.
      • Low direct tax collection: Direct tax collections registered a growth of only a little more than 6%.
      • The cautious approach by the RBI: The Reserve Bank of India has taken a rate cut pause, inter alia, to watch the government’s approach to the fisc.
      • Commitment to low inflation: The political executive seems determined to honour its commitment to low inflation and macroeconomic stability.
      • India facing Hobson’s Choice: India is thus faced with a Hobson’s choice—either to significantly revise its fiscal deficit target or monetize state assets.
    • The liberalized markets and optimizing wealth.
      • Perception in the capital market: Capital markets operate on perceptions. Valuations of public sector enterprises tend to be much lower than those of private sector companies even if their profit numbers are the same.
      • Why should India suffer suboptimal wealth creation?: The liberalized market philosophy that the country has pursued aims at optimizing wealth creation. In case a change in ownership structure can deliver higher wealth, why should Indian society retain the current ownership frame and suffer suboptimal wealth creation?
      • Need to make policies aimed at value creation: Given the limits on India’s resources, it is all the more important to see that policies are geared to ensure that value is created.
      • Stake sales can achieve value creation: For validation of this surmise, look at the rapid rise in the enterprise value of Bharat Petroleum, as indicated by its share price, since the announcement of its strategic disinvestment.
    • Not all private sector companies perform well: In those cases, the losses are not funded by innocent taxpayers.

    Twin angles to welcome strategic disinvestment

    • One: The need for India to invest in fresh asset creation.
    • The fresh asset can be created by way of roads, ports and airports that would result in a cascade effect for the economy’s growth.
    • Two: The optimization of wealth generation from the country’s assets.
      • This, incidentally, will benefit individual shareholders, including employees with shares, who have invested in the equity of listed public-sector companies such as Bharat Petroleum.
      • Energy security of the country not harmed: As there are other state-owned petroleum companies undertaking exactly the same activities, such as refining and marketing crude oil, the sale of one company does not tamper with the energy security of the country.

    Way forward

    • Caution against undervaluation: The government, however, must ensure that it is not taken for a ride. It must make a good judgment of the value of the company it decides to disinvest from and if the market conditions are not favourable for the move it must wait for the opportune moment.
    • Asset creation from the proceeds: Instead of using the proceeds from the disinvestment to fund revenue deficit the proceeds must be utilized strictly for new asset creation.

     

     

  • FDI in coal mining

    The Union Cabinet has approved an ordinance to amend two laws to ease mining rules, enabling foreign direct investment in coal mining.

    About the Ordinance

    • At a Cabinet meeting chaired by PM the ordinance to amend the Mines and Minerals (Development and Regulation) Act, 1957 and the Coal Mines (Special Provisions) Act, 2015 was approved.

    Benefits of the proposed FDI

    • The decision would boost the ease of doing business and increase the growth avenues.
    • The Coal India would be strengthened and the government was aiming at achieving production of one billion tonnes by 2023-2024.
    • The “end-use restrictions” had been done away with allowing “anyone to participate in the auction of coal blocks”.
    • The ordinance would strengthen the auction process of those mines whose leases were expiring on March 31, 2020. Seamless transfer of clearances would also be facilitated.

    Back2Basics

    Foreign Direct Investment (FDI)

    • A FDI is an investment in the form of a controlling ownership in a business in one country by an entity based in another country.
    • It is thus distinguished from a foreign portfolio investment by a notion of direct control.
    • FDI are commonly made in open economies that offer a skilled workforce and above-average growth prospects for the investor, as opposed to tightly regulated economies.
    • FDI frequently involves more than just a capital investment. It may include provisions of management or technology as well.

  • Government Owned Contractor Operated (GOCO) Model 

    Indian Army has initiated the process of identifying potential industry partners to implement the Government Owned Contractor Operated (GOCO) model for its base workshops and ordnance depots intended to improve operational efficiency.

    GOCO model

    • The GOCO model was one of the recommendations of the Lt. Gen. DB Shekatkar (Retd.) committee to enhance combat capability and re-balancing defence expenditure.
    • In GOCO model, the assets owned by government will be operated by the private industries.
    • Under the GOCO model, the private companies need not make investments on land, machinery and other support systems.
    • The missions are set by government and the private sectors are given full independence in implementing the missions using their best practices.
    • The main advantage of the model is that the targets are achieved in lesser time frame. Also, it will boost competitiveness among the private entities paving way to newer technologies.

    Who will be eligible under the mode?

    • The service provider should be an Indian registered company with at least 10 years of working experience in related domains and have an average annual turnover of ₹50 crore for each of the last three financial years.

  • PPP Investment Models: HAM, Swiss Challenge, Kelkar Committee

    Kelkar Committee Report: Reforming the PPP

    In the Union Budget 2015-16, Finance Minister announced that the PPP mode of infrastructure development has to be revisited, and revitalized. In pursuance of this announcement, a Committee was constituted to look into the issues.

    The proposals include a provision for monetisation of projects, revamp of the model concession agreement and creation of a new institutional mechanism.

    What was committee asked to look into?

    • Review of the experience of PPP Policy.
    • Analyse risks involved in PPP projects in different sectors and suggest optimal risk sharing mechanism.
    • Propose design modifications in PPP based on international best practices and our institutional context.
    • Measure to improve capacity building in govt for effective implementation of the PPP projects.

    Why is there need to reform PPP framework?

    Background: PPP contracts are typically of very high-value, often with huge capital and operating costs.

    • The emergence of risks not foreseen at the time of signing the agreement exposes such projects to potential distress, making them unviable for the developers and prompting demands for a renegotiation of the original terms.

    How to manage risks in PPP projects?

    • Optimal allocation of risks across PPP stakeholders to boost investment.
    • Sector specific model concession pacts to capture interest of all stakeholders.

    What are the design modifications proposed by the committee?

    The Kelkar panel has come out with clear-cut norms on resolving issues and clarifying norms on re-negotiation of contracts.

    • Formulate a national PPP policy and seeking Parliament’s backing for it to be effective.
    • It emphasised upon the need to establish independent sector regulators for faster implementation of infrastructure projects and swifter dispute resolution mechanisms.
    • The report stated that the PPP structure should not be adopted for small projects.
    • It added that the govt should encourage development of airports, ports and railways through PPP, by ensuring easier funding for projects with long gestation periods.

    Let’s take a look at much deeper level about various specific dimensions of PPP framework and panel’s recommendation.

    How to streamline the stalled projects?

    Background: The Ministry of Statistics and Programme Implementation (MOSPI) says that 40% of all central govt infrastructure projects are behind schedule or have overshot their original cost estimates.

    Panel’s view: Follow the example of the Ministry of Road Transport and Highways, and NHAI, which has taken several successful steps in reducing the number of stalled projects in the sector.

    What are the institutions proposed in the report?

    • An Infrastructure PPP Project Review Committee be constituted.
    • It recommends creation of an Infrastructure PPP Adjudication Tribunal.

    How to renegotiate the PPP contracts?

    Background: More than 50% of PPP projects come up for renegotiation.

    The panel has suggested extensive guidelines stipulating the reasons that form the basis for re-negotiation & those that should not be entertained as valid reasons.

    The panel wants full disclosure of few items prior to the renegotiation:

    • Long-term costs
    • Risks and potential benefits
    • Financial implications for the govt

    Panel has suggested formation of an independent body, like a renegotiation commission, which can oversee the renegotiation of model concession agreements across sectors.

    What is panel’s view on Swiss Challenge method?

    Swiss Challenge Method: It is a process of awarding contracts as any person with credentials can submit a development proposal to the govt, which will be made online and a second person can give suggestions to improve and beat that proposal.

    The Panel wants Swiss Challenge method to be actively discouraged.

    Reason: It brings information asymmetries in the procurement process and result in lack of transparency and in the fair and equal treatment of potential bidders in the procurement process.

    Criticism: India’s ambitious plan to build new expressways across the country by adopting the ‘Swiss Challenge’ method has become uncertain.

    Why report calls for changes in anti-corruption law?

    The report calls for promptly amending the Prevention of Corruption Act, 1988

    Reason: To differentiate between genuine errors in decision-making and plain corrupt practices.

    What is panel’s view on 3P India?

    Background: Finance Minister had announced the setting up of 3P India in 2014-15 budget with a corpus of Rs 500 crore.

    The panel wants the revival of a defunct proposal to establish 3P India to support PPP projects. It can function as a centre of excellence, enable research, and review and roll out activities to build capacity

    How to deal with private sector?

    The private sector must be protected against the loss of bargaining power over long time spans. It has asked for comprehensive guidelines to be framed in this regard.

    How to build capacity in PPP projects?

    • Strengthen 3 key pillars of PPP framework – governance, institutions and capacity.
    • Structured capacity building programmes for different stakeholders.
    • A national level institution to back institutional capacity building activities.

    The report pitches for pragmatism, transparency and a business-like attitude for all stakeholders.

    Published with inputs from Pushpendra