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Brief Overview of the IFCI case

The Industrial Corporation of India (IFCI) was the first development financial institution (DFI) in India, and it was founded in 1948. The IFCI contributed greatly to the enhancement of Indian industry by providing loans. In fact, they were designed to provide medium and long term financing to large-scale business. IFCI have assisted more than 6000 firms and it helped developing key sectors such as sugar and textile cooperative. They also created direct and indirect employment for over 1m people.

The position of IFCI took and well as their competitors changed radically with the introduction of the new economic policy (NEP). The new policy promoted privatization, globalization, and abolition of the industrial licensing and the removal of monopolies. That allowed the entry of private sectors, which of course increased competition for DFI such as IFCI. The Industrial Corporation of India was then restructured and incorporated as a company in July 1, 1993. Hence, that move allowed them to make debut in the capital market in December 1993 with an IPO of US$ 0.80$.

Following the IPO, the company started a rapid expansion program, which included borrowing from the debt market at high interest rate and the leverage of high yielding loan assets to cover up the cost of borrowing. On the other hand, employee knowledge was not being updated and they lacked the managerial skills to keep up with fast growing environment. As a result, they broken down under pressure and cleared applicant’s file without proper due diligence. The lack of due diligence when clearing up file contributed to bad loans, or in other words non-performing assets (NPA). IFCI’s non-performing assets rose to 8.26% in 1997 to 20.7% in 2000. In addition, they ended up lending money to 396 “sick” units with outstanding debts totaling over $300 million. Following the

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