Professional Documents
Culture Documents
By
CA Rajesh Chaturvedi
February 4 , 2012
What is CDR
Corporate Debt Restructuring is basically a mechanism by way of
which company endeavors to reorganize its outstanding
obligations.
2
Why CDR
3
CDR Borrowers Point of View
When a company is having outstanding debts which
cannot be serviced under its existing operations it can
resort to any of the following courses of action:
Enhance its quantum of Debt with an expectation to
increase its Profitability & to pay off its original debt,
however the company may not be able sustain such
enhanced level of debt
Cease the current operations of the company & undergo
winding up, so this will ultimately lead to unnatural
death of company
To consider a structured plan to re negotiate the terms
of its current debt with existing lenders itself
4
This is where restructuring gains prominence.
CDR- Lenders perspective
CDR gives the lenders a unique opportunity to
avoid being encumbered with NPAs.
The primary interest of lenders always lies in
recovering the principle amount lent to corporate
along with returns on that investment & not in
liquidation of assets
Apart from this Liquidation proceedings are
notorious for yielding low returns for creditors
6
Objectives of CDR
By way of CDR there is a hope of preservation of
Viable corporate that are affected by certain
internal & external factors
7
CDR Structure
The CDR structure in India is based upon the three tier structure as follows:
This is the top tier in CDR mechanism comprised of representatives of all the
financial institutions & banks.
Standing This body lays down the policies & guidelines to be followed by the EG & CDR
Forum cell for debt restructuring
8
Legal Basis to CDR
The legal basis to the CDR System is provided by the Debtor-
Creditor Agreement (DCA) and the Inter-Creditor Agreement
(ICA).
ICA: All banks /financial institutions in the CDR System are required
to enter into the legally binding ICA with necessary enforcement and
penal provisions, if 75% of creditors (by value) agree to a debt
restructuring package, the same would be binding on the remaining
creditors.
DCA: Debtors are required to execute the DCA. The DCA has a legally
binding stand still agreement binding for 90/180 days whereby both
the debtor and creditor(s) agree to stand still and commit themselves
not to take recourse to any legal action during the period.
9
Certain Instances of CDR
In the past, there have been several companies which have been
referred to CDR, few of them are as follows:
Subhiksha Retail
Vishal Retail
GTL Infra
Air India
Wockhardt
India cements
Jindal Steel
Essar Steel
HPL
10
Accounts classification under
CDR system
Standard &
Substandard Category 1 Additional
Accounts CDR funding can
be
System
provided
Doubtful NO
Accounts Category 2 Additional
CDR funding can
System be
provided
11
RBI Guidelines for restructured
Account
The dues to the bank are fully secured by tangible security (not
applicable in the infrastructure projects, provided the cash flows
generated from these projects are adequate & escrow mechanism
available).
The unit becomes viable in 10 years, if it is engaged in infrastructure
activities and in 7 years in the case of other units.
The repayment period of the restructured advance including
moratorium period doesnt not exceed 15 years in the case of
infrastructure advances and 10 years in the case of other advances.
Promoters sacrifice and additional funds brought by them should be
minimum of 15% of the banks sacrifice.
Personal Guarantee is offered by the promoter except when the unit is
affected by the external factors pertaining to the economy and
industry,
The restructuring under consideration is not a repeated restructuring
12
Exit & Recompense Clause
The payment of recompense amount gets triggered in the following
circumstances:
Mandatory Cases:
Exit: The exit of the borrower from the CDR mechanism either
voluntarily or at the end of the restructuring period.
Performance: If the performance of the borrower in any whole
financial year improves in comparison to CDR projections.
Declaration of dividend: If the borrower declares dividend in any
financial year in excess of ten percent on annualised basis. The
recompense amount shall be payable prior to distribution of
dividend.
13
Exit & Recompense Clause
Methodology:
On the occurrence of any of the trigger events, the
referring/monitoring institution shall convene a meeting of the
Monitoring Committee to determine the quantum of the recompense
amount payable by the borrower till the trigger date.
14
Points to be considered while
preparing restructuring package
S.No. Particulars S.No. Particulars
1. Entry into CDR System. 8. Monitoring Mechanism.
2. Financial Viability Parameters : 9.. Sharing of Securities.
Benchmark Levels i.e. BEP, RoCE,
IRR, Cost of capital & Loan life ratio
3. Category 1 & 2 under CDR System. 10. Conversion of Debt/Sacrifices in to
Equity.
4. BIFR Cases; Eligibility Criteria. 11. Additional Finance and sharing
thereof.
5. Cases of Willful Defaulters: 12. Payment Parity.
Benchmark Levels
6. Borrower Classification for 13. TRA: Treatment For Interest on WC
stipulation of Standard Terms & and Term Loan (TL/WCTL/FITL)-
Conditions Treatment in TRA.
7. Time Frame for Processing and 14. Prudential & Accounting Issues
Implementation of Restructuring
Schemes. 15
Points to be considered while
preparing restructuring package
S.No. Particulars S.No. Particulars
15 Prepayment of Restructured Debt 18. Revocation of Restructuring scheme/
and Exit From CDR System. Legal action for recovery.
16. Recompense Clause. 19. Re-workout of CDR Packages.
17. OTS/ Assignment of Debts. 20. Exit Cases From CDR System.
16
Certain Case studies
Case Study -1
Particulars FY 09 FY 10 FY 11 FY 12 (H1)
Sales 819 1031 1306 740
EBIDTA 158 157 187 121
% EBIDTA 19.3% 15.2% 14.3% 16.3%
Interest 57 73 86 64
PBT 30 (4.4) 2.1 8.0
PAT 24.37 4.00 -3.42 6.38
Cash Accruals 96.64 94.09 96.07 56.61
Long term Debts 860.27 897.28 867.02 839.38
Why CDR for KSLIL
Increasing in cost
causing reduction
in profits
Affecting the
Deficit in cash flow
business volumes
Inadequate working
capital
Reasons for deterioration of financial
position
As explained before company had undertaken an expansion project
in FY 2010 & 2011, however during the project implementation the
textile industry underwent major change causing a major deviation in
the assumptions envisaged during project appraisal & present
scenario such as :
Kingfisher Airlines
Kingfishers Debt recast package
If we look at the books of Kingfisher, banks & FIs have taken the
following CDR route:
Rs. 750.10 Crores of loans were converted into 7.5% compulsorily
convertible preference shares which thereafter converted into equity
Rs. 553.10 Crores of Loans were converted into 8% Cumulative
Redeemable preference Shares redeemable at par after 12 years.
Repayment of the balance loans was rescheduled with a moratorium
on repayment of principal of 2 years and step-up repayment over the
subsequent 7 years
Interest for the period July 1, 2010 to March 31, 2011 on loans from
the banks was converted into a funded interest term loan repayable
in 9 years including 2 years moratorium.
Interest rate on loans reduced by over 300 bps
Additional fund based loan facilities of Rs.768.32 Crores and non-
fund based facilities of Rs.444.40 Crores sanctioned by the banks
Part of the working capital limits of Rs.297.40 crores converted into
working capital term loans.
33
Analysis of the debt recast package
Action Taken Impact upon company
3. Moratorium period of two years Reduces the stress upon cash flow
as there will be no repayment liability
for 2 years
34
Analysis of the debt recast package
Action Taken Impact upon company
36
Thank You