The turbulent acquisition raises questions about the role of top accounting firms and regulations that allow airlines to operate in a high-cost and high-security business without transparency or financial disclosures. Remember how Air Saharas high-spending ways and its public posturing was punctured when an Ernst & Young (E&Y) valuation indicated big blotches of red in its books That report, apparently, did not tell the whole story. Clearly, Vijay Mallyas advisors did a better job at questioning and scrutinizing E&Ys valuation than the Jet people. The flamboyant Mallya declined to acquire Air Sahara and went on record to say that he found Saharas price expectations unrealistic.
The fault, however, lies with the government that allowed Sahara to operate for so many years, despite nagging questions about its funding, without a balance sheet ever being available in the public domain. Those who attempted to get it from the registrar of company affairs drew a blank, reflecting the state of the ministrys record-keeping. My own attempts to get a balance sheet from the company were also turned down by Air Saharas PR team. In fact, just before the airline was put up for sale, I was told that a massive restructuring exercise was on and the airlines past would be no indicator of its future. Surely, potential buyers were not sold a similar line
Remember how Air Saharas enterprise value was initially pitched at a billion dollars In September 2005, Saharas high profile president, Rono Datta, had asserted to a newspaper that,initial estimates by Ernst & Young have put our enterprise value between $750 million and $1 billion, and not the meagre $300 million.
Suddenly, in March 2006, even the $300 million is looking exaggerated. One business newspaper says that Jet wants the price dropped to $272 million, while my sources, privy to some details, say that the real value of the airline could be even lower. What is clear is that no credible numbers are available, despite the mediation of a high-profile accounting firm. Isnt it ironical in India that the tax department puts individual payers through a virtual wringer during the detailed scrutiny, but a large airline operation with a fleet of 26 leased aircraft and flying 123 flights a day has never been asked tough questions or revealed its published accounts
How do airlines operate for so long without transparency on finances
How did a leading accounting firm go so wrong in its valuation probe
We need to look anew at the regulations which allowed such a data haze
Knowledgeable sources tell us that E&Ys valuation either left out or glossed over several important issues, such as compensations to be paid if wet leases are transferred, reduction in value of airport space allocation (since the government has made it clear that it will not automatically transfer these to Jet), a golden parachute for President Rono Dutta (estimated to be run into millions of dollars), as well as unrecorded liabilities and irrecoverable advances, mainly to group companies.
While the Jet-Sahara deal is on the rocks, the valuation of the loss-making Air Sahara at $750 million by a leading accounting firm and the dramatic collapse of that valuation in just a few months ought to form a publicly debated case study for finance students.
Where does the Jet-Sahara deal go from here Although Jet Airways has bought itself three months for negotiations, there is no reason to believe the deal will eventually go through. However, one possibility is that Air Sahara may end up as a 100% Jet subsidiary operating in the budget segment and competing with Kingfisher, Go Air and Air Deccan. But some aviation experts believe that this will be too a high price to salvage the deal. Pointing to the Kingfisher example, they say that Jet Airways would do better to start a new budget airline from scratch. This would allow Jet to choose its aircraft, instead of adapting Air Saharas existing fleet and will avoid the more sensitive and thorny issue of dealing with Air Saharas highly paid pilots and engineers. Especially since Air Sahara currently does not give Jet any special synergies in terms of route network or new destinations.
Clearly, Jet will have to use the next three months to evaluate the deal very carefully. After all, it is losing market share to rapidly growing budget airlines and its load factor has also dropped. It is always easier to jettison a bad deal than to work on a salvage operation that chokes the time and energy of senior management.