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Dhanendra Kumar

First Chairperson of Competition Commission of India, India’s Executive Director at World Bank’s Board & Secretary to Govt of India

Dhanendra Kumar is a distinguished former civil servant and expert in competition law and policy. Born in 1946, he joined the Indian Administrative Service (IAS) in 1968 and has had a long and illustrious career in public service.1

Key Positions and Achievements

First Chairman of Competition Commission of India (CCI):: Kumar served as the inaugural chairman of the CCI from February 2009 to June 2011.12 In this role, he was instrumental in establishing the commission's enforcement machinery, regulations, systems, and procedures.2

Executive Director at World Bank:: Prior to his role at CCI, Kumar held the position of Executive Director at the World Bank, representing India, Bangladesh, Sri Lanka, and Bhutan from November 2005 to January 2009.1

Government Service:: Throughout his career, Kumar has served as Secretary in various ministries of the Government of India, including:

  • Ministry of Defence
  • Ministry of Road Transport and Highways
  • Ministry of Culture1

Current Role and Expertise

Kumar is currently the founder and chairman of Competition Advisory Services (India) LLP (COMPAD), a niche advisory and consulting firm specializing in competition law, regulatory affairs, and government policies.13 His expertise in these areas is widely recognized, and he is frequently invited by major business-focused media outlets in India to author articles and provide commentary on contemporary business topics.1

Awards and Recognition

Kumar's contributions to public service have been acknowledged with several honors, including:

  • The National Citizen's Award, presented by Mother Teresa, for his outstanding contribution to the development of Industrial Parks in Haryana
  • An honorary doctorate in recognition of his contributions to public affairs1

Dhanendra Kumar continues to be active in his field, sharing his expertise through various platforms and contributing to the development of competition law and policy in India.

Highlights

Aug 29 · linkedin

Glad to share my piece in BS on Demergers, to unlock value for shareholders.

While companies usually start with a single idea, as they grow, they expand, reaching a point where their operations & market conditions make it beneficial (from a tax and growth perspective) to demergeinto separate legal structures.

Over time, businesses develop independent brands. When these business units become large enough, maintaining them under one corporate structure can create challenges like capital allocation asymmetries. Companies then consider demerging these to allow each unit to grow and deliver more shareholder value.

Different business units may have distinct strategic needs, across sectors—from pharmaceuticals to infrastructure. The rationale is to create focused entities, each with its own strategic direction, better resource allocation, improved management oversight, and, ultimately, higher profitability.

According to a Deloitte study ( link in article), large-scale consolidations and corporate restructurings have been the primary drivers of strategic deal volumes. Such transactions accounted for 90% of the overall deal value in the FS sector in 2022 and 59% in 2023, underscoring strategic importance of demergers as a tool for unlocking shareholder value.

For instance, Reliance, a conglomerate ranging from petrochemicals to retail, decided to demerge its financial services business in 2023. This allowed the demerged unit to focus on its own growth trajectory, attract dedicated investors, and operate under a regulatory framework more suited to its industry. L&T also undertaken several demergers to streamline its operations.

This trend is growing- Raymond, Siemens India, Tata Motors, Quess Corp, AllCargo Logistics, Strides Pharma, HP, and Sanofi India- opting various forms of demergers with similar objectives.

Mining major Vedanta Limited is also on its demerger plans that will result in the creation of six independent “pure play” companies once the demerger is approved by stakeholders. Under Vedanta’s proposed demerger scheme, shareholders holding one share of Vedanta Limited will additionally receive one share of each of the five newly listed companies. The company’s demerger rationale is that each independent entity will have greater freedom to grow to its potential via an independent management, capital allocation, and niche growth strategies, sector-focused independent businesses that will provide investment opportunities to Indian and global investors. Vedanta’s demerged entities, can focus on their own, aluminium, oil and gas, power, base metals, and steel and ferrous metals.

Demergers facilitate better agility and focus in management, improved operational efficiency, and increased profitability. Shareholders stand to benefit as significant value gets unlocked through these carefully executed processes.

Ministry Of Corporate Affairs #SEBI #CCI #Reliance #Vedanta #Raymond #Tatas #Siemens #Deloitte #HP #Sanofi #demergers #restructuring

Aug 28 · linkedin

Glad to share coverage in media (Moneycontrol, BS etc.) on the impact of shrinking competition in several sectors, leading to rise in prices and exploitation of consumers.

The airline industry in India is rapidly heading towards a duopoly, with Indigo and Air India, others falling by wayside resulting in rising prices. The percentage of domestic routes lacking competition went up from 55.2% in April 2019 to 69.2% in April 2024. As a result, only 30.8% of the 1,083 routes now have more than one airline, leading to aggressive fare hikes where there is hardly any competition. The bankruptcies of Jet Airways in 2019 and Go First in 2023, along with SpiceJet's financial struggles, left IndiGo and the Air India Group controlling over 90% of the domestic air passenger market.

According to data, Indigo dominates 61% of its routes. During the high demand periods like long weekend between August 15 and 19, and festivals like Raksha Bandhan, the fares surge. According to statics, Indigo had no competition on 33.4% 491 domestic routes in April 2019. However, five years later, by April 2024, the airline enjoyed zero competition on 61.2% of its 838 domestic routes. Indigo promoter Rahul Bhatia is reported to commented that India deserved more than just two major airlines, and Indigo market dominance is not entirely of its own volition, as certain airlines have fallen by the wayside. Notably, while assessing the Air India/Vistara merger, the CCI raised duopoly concerns which were sought to be assuaged by the parties by offering voluntary commitments.

If we look at EU, and how Regulation Can Prevent Market Distortion, EU has taken proactive steps to safeguard competition in its aviation sector through Regulation (EU) 2019/712. This regulation allows the European Commission to investigate and act against anti-competitive practices by airlines. The EC can launch investigations based on complaints from Member States or airlines and involve all relevant parties.

There are similar problems in other sectors too. The Indian telecom sector, currently dominated by Reliance Jio and Airtel, is also in a virtual duopoly, with Vodafone facing severe problems and BSNL in distress. To restore competition, the government may consider infusion of funds and technology in BSNL, with greater freedom to act, to serve as a counterbalance. BSNL has a huge legacy of technocrats and telecom infrastructure running across the length and breadth of the country, and with suitable support, can offer competition in the market. Similarly, Vodafone too can be supported and made to rise up.

Competition is key to automatic regulation of prices and quality to serve consumers. Proactive action by the competition watchdog & policy makers & concerned regulators can help the situation, adequate competition as well as economic and sectoral growth.

#ministyofcivilaviation #ministryoftelecom Competition Commission Of India IndiGo (InterGlobe Aviation Ltd) Air India Limited BSNL LTD airtel Vodafone

Related Questions

What are some of Dhanendra Kumar's notable achievements at the Competition Commission of India?
How did Dhanendra Kumar's career at the World Bank influence his work in India?
What is the National Competition Policy, and what role did Dhanendra Kumar play in its formulation?
Can you provide examples of Dhanendra Kumar's contributions to the Ministry of Corporate Affairs?
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Dhanendra Kumar
Dhanendra Kumar, photo 1
Dhanendra Kumar, photo 2
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Location

Delhi, India