The Modi government is said to be exploring the idea of merging 13 oil companies – Oil and Natural Gas Corporation (ONGC), Indian Oil and other refining and marketing companies, as well as some non-production companies such as Petroleum Conservation Research Association – to create a megacorporation to rival some of the global oil giants. Such a megacorp could conceivably have a market value in excess of $80 billion.

The logic behind this mega-merger, which may never happen, is questionable. The world over, big is no longer beautiful; it is focused, aggressive companies that deliver value. Creating a leviathan that will be too big to manage hardly makes sense.

If at all the government wants to aggregate, the best option is a holding company, which allows market values to be consolidated into one entity, even while leaving the subsidiary units, many of which are anyway listed, to focus on the job at hand and deliver the goods.

Consider the downsides of a mega-merger.

One, mergers are about people, not just assets and liabilities. Trying to get 13 groups of employees to work in a single company will be a herculean task in human resources, and will probably engage the merged entity for more than two years before things settle. This time is better used getting these companies to become leaner and meaner. Worldwide, two out of three mergers do not deliver value. Dharmendra Pradhan, the Minister of State for Petroleum, should not waste his time with such an idea.

Two, historically, oil companies have been vertically integrated from exploration to refining to marketing, and sometimes even petrochemicals. But each part of the value chain is a different business, and has its own challenges. The exploration and production cycle needs a different management focus from the refining business, which needs information on optimum sourcing of crudes based on demand for petro-products. Marketing and retailing are, of course, consumer-facing businesses, where branding and distribution are key.

Oil Companies Merger

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