State-level public enterprises (SLPEs) contribute 11 percent to India’s GDP and occupy a central place in the economic reforms process of the country. As per the Medium Term Fiscal Plan of the government of Karnataka, performance measures identified to improve the performance of the SLPEs include phasing out revenue deficit, reducing fiscal deficit and budgetary support, and restructuring the enterprises to generate more profits, among others. The policy framed by Karnataka's Department of Public Enterprise to sustain economic growth through private partnerships and to reduce financial burden on the state exchequer on account of the SLPEs is discussed in this volume. Eight case studies in the book present a balanced view of the theory and practice of the SLPEs in Karnataka.
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List of Tables and Figures |
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11 | (6) |
| About the Editors/Contributors |
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17 | (2) |
| Preface |
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19 | (2) |
| Study Methodology |
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21 | (4) |
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1 State Level Public Enterprises in Karnataka: An Overview |
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25 | (10) |
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Contribution to the State GDP |
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Government Reforms and Policy Initiatives |
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2 Hutti Gold Mines Limited |
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35 | (22) |
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Corporate Social Responsibility |
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Production and Operating Results |
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Financial Performance Evaluation of Hutti Gold Mines |
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Findings, Summary and Recommendations |
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3 Karnataka Power Transmission Corporation Limited |
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57 | (20) |
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Evaluation of Financial Performance of KPTCL |
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Summary and Recommendations |
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4 Karnataka State Police Housing Corporation Ltd |
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77 | (24) |
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Comparison with Other Enterprise |
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KSPHC Functioning and Performance: An Analysis |
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Restructuring/Turnaround Management |
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Summary of Findings and Suggestions |
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5 Bangalore Metropolitan Transport Corporation Limited |
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101 | (20) |
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Methodology for the Analysis of Performance of BMTC |
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Staff per Schedule per 100 kms of Vehicle Utilisation (VU) |
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6 Hubli Electricity Supply Company Limited |
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121 | (16) |
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Strategies and Vision of the Company |
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Bulk Purchase Power in HESCOM |
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Reduction of Distribution Losses |
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7 Karnataka Neeravari Nigam Ltd. |
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137 | (34) |
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Classification of Irrigation Project |
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Irrigation: International Scenario |
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Water and Constitution of India |
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Water Resources in Karnataka |
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Karnataka Neeravari Nigam Limited (KNNL) |
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Gtalur Lift Irrigation Scheme |
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Kalasanala and Bandurnala Projects |
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Kolachi, Konnur and Bennihalla LIS |
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Current Assets to Current Liabilities |
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Corporate Social Responsibility |
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Memorandum of Understanding (MoU) |
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Conclusion and Recommendations |
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8 Horticultural Producers Cooperative Marketing and Processing Society |
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171 | (28) |
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Management (Board Committee) |
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Long-term Solvency Ratios |
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External Environment Analysis |
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Conclusions and Suggestions |
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9 Karnataka State Agricultural Marketing Board |
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199 | |
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Loans for Developmental Works |
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Floor Price Scheme for Agriculture/Horticulture |
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External Environment Analysis |
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Conclusions and Suggestions |
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Ram Kumar Mishra , Director, Institute of Public Enterprise (IPE), Hyderabad, India is a graduate from the International Management Programme, SDA Bocconi, Milan, Italy, and a fellow of the British Council and the Commonwealth Secretariat. He has been working on key assignments with Indian government including the Performance Management Division, Cabinet Secretariat, Ministries of HRD, Power, Trade and Commerce, Heavy Industry & Public Enterprises, and Finance (Department of Disinvestment). He has also been a researcher for Planning Commission, Finance Commission, Prime Minister's Economic Advisory Council, State Bureaus of Public Enterprises, financial institutions and banks. He has supervised more than 70 doctoral researchers and his current areas of interest include: performance management, corporate finance, corporate governance, restructuring, economic reforms, social sector management and good governance. S. S. Subrahmanyam has over 37 years of industrial, financial, venture capital and consulting experience, out of which last 22 years had been in senior and middle management positions. He was associated with a large public finance institution as an executive dealing with business promotion, entrepreneurial selection, project appraisals, venture capital funding, equity balancing, budgeting, strategic planning, project management, taxation policies and procedures, mergers & acquisitions - to mention a few, apart from other routine senior management functions such as people management, performance appraisals, build and motivate teams, etc. He has also worked at a leading public sector machine tool company dealing with production, planning, operations management, methods engineering, systems analysis, etc. During his tenure of around 17 years at Andhra Pradesh Industrial Development Corporation (APIDC, a State Government owned financial institution), he had been closely associated with innumerable and varied clientele in different traditional sectors - industry and trade, finance, health care, infrastructural sectors - power, telecommunications, energy - and high technology sectors - software, biotechnology. Presently, he is working for IPE as a Senior Consultant providing expertise for design and implementation & training.
