Professional Documents
Culture Documents
Project Finance
Project Finance
Pankaj Baag
Faculty Block 01, Room No 22
Mob: 8943716269
Ph (O): 0495-2809121
Ext. 121
Email: baagpankaj@iimk.ac.in
Session 1-2
1
(III Components):
I – Class Participation & Assignment : 30%
II - Project: 35%
III - End Term Exam : (open book) : 35%
• VC ----pf VC -- MFS2017
2
Group Formation
• Distribution of case assignment,
Readings, CP and dates
3
Date: 17th Dec 2019 (4+4 groups)
Time 30 min --Class participation –Readings & notes and cases
Topic Group presenting Group questioning
HBR case 1 6 5
2CD 8 10
3LM 7 4
HBR case 15, 16 1 2
Must send the ppts including links before the beginning of the class
The file should mention your gr number
There should be a question on learnings from your presentation along with the answer
Bring in addl. theory/current happenings/trends on the topic
Case 1--Note: An overview of project finance and infrastructure finance- 2014 update -- 214083-PDF-ENG
Case 15. Hamilton Real Estate: Confidential Role of Information for the CEO of Estate One --905052-PDF-ENG
Case 16..Hamilton Real Estate: Confidential Role of Information for the Executive VP of Pearl Investments -- 905053-PDF-ENG
4
Date: 24th Dec 2019 (4+4 groups)
Time 30 min --Class participation –Readings & notes and cases
Topic Group presenting Group questioning
HBR case 17, 18 9 8
(Uploaded)
4BR 5 1
5DA 2 6
HBR case 11 3 7
Must send the ppts including links before the beginning of the class
The file should mention yr gr number
There should be a question on learnings from yr presentation along with the answer
Bring in theory/current happenings/trends on the topic
Must send the ppts including links before the beginning of the class
The file should mention yr gr number
There should be a question on learnings from yr presentation along with the answer
Bring in theory/current happenings/trends on the topic
Case 6--Basel II: Assessing the Default and Loss Characteristics of Project Finance Loans (A) -- 203035-PDF-ENG
Case 14--Equator Principles: An Industry Approach to Managing Environmental and Social Risks -- 205114-PDF-ENG
6
Date: 31st Dec 2019 (4 groups)
Time 25 min Case presentation
Topic Group presenting Group questioning
Case 2 6 10
Case 3 8 5
Case 4 7 2
Case 5 1 4
Must send the ppts including links before the beginning of the class
The file should mention yr gr number
There should be a question on learnings from yr presentation along with the answer
Bring in theory/current happenings/trends on the topic
7
Date: 2nd Jan 2020 (4 groups)
Must send the ppts including links before the beginning of the class
The file should mention yr gr number
There should be a question on learnings from yr presentation along with the
answer
Bring in theory/current happenings/trends on the topic
8
Date: 14th Jan 2020 (2 groups)
Must send the ppts including links before the beginning of the class
The file should mention yr gr number
There should be a question on learnings from yr presentation along with the
answer
Bring in theory/current happenings/trends on the topic
9
Date: 21st Jan 2020
Time 10 min
Project proposal -1st stage
You will send the ppts before the start of the class with yr group
name as file name
10
Date: 6th Feb 2020 (2 groups)
Time 25 min
Project presentation
Group –3;4
Must send the ppts including links before the beginning of the class
The file should mention yr gr number
There should be a question on learnings from yr presentation along
with the answer
Bring in theory/current happenings/trends on the topic wherever
needed
11
Date: 11th Feb 2020 (4 groups)
Time 25 min
Project presentation
Group --8;10;1;2
Must send the ppts including links before the beginning of the class
The file should mention yr gr number
There should be a question on learnings from yr presentation along
with the answer
Bring in theory/current happenings/trends on the topic wherever
needed
12
Date: 13th February 2020 (4 groups)
Time 25 min
Project presentation
Group --9;6;5;7
Must send the ppts including links before the beginning of the class
The file should mention yr gr number
There should be a question on learnings from yr presentation along
with the answer
Bring in theory/current happenings/trends on the topic wherever
needed
13
• go through --Mod 1 appendix a-b-
• http://edbodmer.com/project-finance-model-collection/
14
What is project
15
The MM Proposition
“The Capital Structure is irrelevant as long as the firm’s investment
decisions are taken as given”
16
What is a Project?
• High operating margins.
• Low to medium return on capital.
• Limited Life.
• Significant free cash flows.
• Few diversification opportunities.
• Asset specificity.
17
What is a Project?
• Projects have unique risks:
– Symmetric risks:
• Demand, price.
• Input/supply.
• Currency, interest rate, inflation.
• Reserve (stock) or throughput (flow).
– Binary risks
• Technology failure.
• Direct expropriation.
• Counterparty failure
• Force majeure
• Regulatory risk
18
What Does a Project Need?
19
What is Project Finance?
Project Finance involves a corporate sponsor investing in and
owning a single purpose, industrial asset through a legally
independent entity financed with non-recourse debt.
20
“Project Finance involves one or more corporate sponsors
investing in and owning a single purpose, industrial asset
through a legally independent project company
financed with limited or non-recourse debt.”
21
Factors……
1. Project financing can be arranged when a particular facility or a related set of
assets is capable of functioning profitably as an independent economic unit.
2. The sponsor(s) of such a unit may find it advantageous to form a new legal
entity to construct, own, and operate the project.
• Expert financial engineering is often just as critical to the success of a large project as are the
traditional forms of engineering.
23
• Project financing may be defined as the raising of funds on a
limited-recourse or non-recourse
basis to finance an
economically separable
capital investment project in which the providers of the funds look primarily to the
cash flow from the project as the source of funds
to
service their loans and provide the return
of and a return on their equity invested in the project.
24
• The terms of the debt and equity securities are tailored to the cash flow characteristics of the
project.
• For their security, the project debt securities depend mainly on the profitability of the project
and on the collateral value of the project's assets.
25
• Project financings typically include the following basic features:
1. An agreement by financially responsible parties to complete the project and, toward that
end, to make available to the project the funds necessary to achieve completion.
2. An agreement by financially responsible parties (typically taking the form of a contract for the
purchase of project output) that, when project completion occurs and operations commence, the
project will generate sufficient cash flow to enable it to meet all its operating expenses and debt
service requirements under all reasonably foreseeable circumstances.
3. Assurances by financially responsible parties that, in the event a disruption in operation occurs
and funds are required to restore the project to operating condition, the necessary funds will be
made available through insurance recoveries, advances against future deliveries, or some other
means.
26
What is the ………..Conventional direct financing or financing on a firm's
general credit–
• Lenders to the firm look to the firm's entire asset portfolio to generate the cash flow to service
their loans.
• The assets and their financing are integrated into the firm's asset and liability portfolios.
• Usually such loans are not secured by any pledge of collateral.
27
But……….Critical distinguishing feature of a project financing---
• The project is a distinct legal entity;
• Project assets, project-related contracts, and project cash flow are segregated to
a substantial degree from the sponsoring entity.
• The financing structure is designed to allocate financial returns and risks more
efficiently than a conventional financing structure.
• The sponsors provide, at most, limited recourse to cash flows from their other
assets that are not part of the project.
• They typically pledge the project assets, but none of their other assets, to secure
the project loans.
28
• It is important to understand -what the term does not mean.
• Project financing is not a means of raising funds to finance a project that is so weak
economically that it may not be able to service its debt or provide an acceptable rate of return
to equity investors.
• In fact------A project financing requires careful financial engineering to allocate the risks and
rewards among the involved parties in a manner that is mutually acceptable.
29
The basic elements in a capital investment that is financed on a project basis .
30
• At the center is a discrete asset, a separate facility, or a related set of assets that has
a specific purpose.
• A project must include all the facilities that are necessary to constitute an
economically independent, viable operating entity.
31
• Therefore, a project cannot be an integral part of another facility.
• If the project will rely on any assets owned by others for any stage in its operating cycle, the
project's unconditional access to these facilities must be contractually assured at all times,
regardless of events.
32
• Project financing can be beneficial to lenders –
--when it reduces the risk of project failure,
--leads to tighter covenant packages, or
--facilitates a lower cost of resolving financial distress.
– Founded extensively on a series of legal contracts that unite parties from input suppliers to output
purchaser
– Project assets/liabilities, cash flows, and contracts are separated from those of the sponsors,
conditional on what accounting rules permit
– Investors and creditors have a clear claim on project assets and cash flows, independent from
sponsors’ financial condition
34
Major characteristics….contd…
36
A simplified project structure example:
A “nexus
of
contracts”
that aids
the sharing
of risks,
returns,
and
control
37
Source: Esty, B., “An Overview of Project Finance – 2014Update: Typical project structure for an independent power producer”
Major project contracts: • Input Supply Contract:
38
Major project contracts:
• Permits:
• Construction Contract:
– Contracts that ensure permits
– A contract defining the and other rights for
“turnkey” responsibility to construction and operation of
deliver a complete project the project, as well as for
ready for operation (a.k.a. investing in and financing of
Engineering, Procurement, the Project Company
Construction (EPC) Contract)
39
A Historical Perspective
• Project financing is not a new financing technique.
• Venture-by-venture financing of finite life projects has a long history; it was, in fact, the rule in commerce until the
seventeenth century.
• For example, in 1299-more than 700 years ago-the English Crown negotiated a loan from the Frescobaldi (a
leading Italian merchant bank of that period) to develop the Devon silver mines.
• The loan contract provided that the lender would be entitled to control the operation of the mines for one year.
• The lender could take as much unrefined ore as it could extract during that year, but it had to pay all costs of
operating the mines.
• There was no provision for interest.
• The English Crown did not provide any guarantees (nor did anyone else) concerning the quantity or quality of
silver that could be extracted during that period.
• Such a loan arrangement was a forebearer of what is known today as a production payment loan.
40
Drawbacks of Using Project Finance Structure:
Value Creation
Contractual Structure
42
How Does It Create Value?
43
Value creation by organizational structure:
Agency Costs Structural Solutions:
Problems • Concentrated equity ownership and single cash flow stream provides
critical monitoring
1. Agency conflicts between
sponsors (owners) and management • Strong debt covenants allow both sponsors and creditors to better
(control) monitor management
• High levels of free cash • High debt service reduces the free cash flow exposed to discretion
flow leading to
overinvestment in
negative NPV projects • Extensive contracting reduces managerial discretion
• Risk shifting/debt • “Cash Flow Waterfall” mechanism facilitates the management and
shifting by managers to allocation of cash flows, reducing managerial discretion.
invest in high risk,
negative NPV projects
to recoup past losses • Covers capex, debt service, reserve accounts, and distribution of
residual income to shareholders
• Refusal to make
additional investment • Given the projects are defined within narrow boundaries with limited
investment opportunities, moral hazard (risk shifting, debt shifting,
reluctance to invest) is minimized
44
Value creation by organizational structure:
Agency Costs Structural Solutions:
45
Value creation by organizational structure:
Agency Costs Structural Solutions:
• Conflicts between sponsors • Also, opportunities for vertical integration may be absent.
and other parties
(purchasers, suppliers, etc.)
• Long term contracts such as supply and off take contracts:
these are more effective mechanisms than spot market
transactions and long term relationships.
46
Value creation by organizational structure:
Agency Costs Structural Solutions:
Problems
• Since project is large scale and the company is stand alone, acts
of expropriation are highly visible in the international arena which
• Conflicts between sponsors detracts future investors
and government:
Expropriation through either • High leverage leaves less on the table to be expropriated
asset seizure, diversion, or
creeping • Multilateral lenders’ involvement detracts governments from
expropriation since these agencies are development lenders and
lenders of last resort. However these agencies only lend to stand
alone projects.
47
How Does It Create Value?
48
Value creation by organizational structure:
Debt Overhang Structural Solutions:
Debt overhang is a debt burden that is so large that an entity cannot take on additional debt to finance future projects.
49
This includes entities that are profitable enough to be able to reduce indebtedness over time.
Value creation by organizational structure:
Risk Contamination Structural Solutions:
50
Value creation by organizational structure:
Other motivations Structural Solutions:
Problems
• Joint venture projects with • The stronger partner is better equipped to negotiate terms
heterogeneous partners: with banks than the weaker partner and hence participates in
Financially weaker partner project finance even if it can finance its share via corporate
cannot finance its share of financing
investment through corporate
borrowings, and needs project
finance to participate
51
How Does It Create Value?
• Drawbacks of using Project Finance
• Value creation by Project Finance
– Organizational structure
• Agency costs, debt overhang, risk contamination, risk mitigation
– Contractual structure
• Structuring the project contracts to allocate risk, return, and control
– Governance structure
• Benefits of debt-based governance
• Case examples to value creation
52
Value creation by contractual structure:
• An introduction to risk management
53
Value creation by contractual structure:
An Introduction to Risk Management
Risk Management:
54
Value creation by contractual structure:
An Introduction to Risk Management
Who bears risk?
• Sponsors bear the residual gains and losses, and make key investment decisions.
In simple terms,
Return to equity = Revenues – Material / service costs – Labor costs - Depreciation – Interest expenses – Taxes
• Other earners of net income (or net value added) from investment can also share risk:
Net Value added
= Return to equity + Interest expenses + Taxes + Labor costs
= Revenues – Material / service costs – Depreciation
Profit sharing mechanisms or tax incentives may change how variability in income is shared among sponsors, lenders, government, and labor
• Output purchasers and input suppliers can also share the risks as they experience variability in their markets
55
Value creation by contractual structure:
An Introduction to Risk Management
How are costs of risk reduced?
• Some risks can be reduced by spreading the burden across many participants; some other risks cannot
be spread, but can be shifted or reallocated
• Different stakeholders in a project may have different preferences, and hence different willingness and
capacity to bear risks
– Cost of risk is lower to those with greater capacity and willingness to bear risk
– Risk-return trade-offs may enable integrative (not necessarily competitive) negotiations among
different stakeholders and may create value in a project setting
• Gains in economic efficiency can be achieved if overall cost of risk declines through risk shifting and
reallocating:
– The same risk will have a lower cost if born by parties better capable and willing to do so
56
Value creation by contractual structure:
An Introduction to Risk Management
Mechanisms to reduce cost of risk:
• Real options: Design flexibility into project to allow for responses of new information or market changes
• Project design itself for risk mitigation (elements of production process, technology used, etc.)
• Project Finance mechanism: complex contractual arrangements involving all mechanisms of contractual
risk allocation and reduction to deal with risk in large scale investments
57
Value creation by contractual structure:
Contracting and Project Finance to reduce cost of risk
• Generally well developed capital, financial, and futures markets may not always be available
• Special contractual arrangements are often required to manage risk to make projects viable
• The aim of extensive contracting is to reduce cash flow volatility, increase firm value and debt
capacity in a cost-effective way
• Guarantees and insurance for those risks that cannot be handled through contracting
Elements of contracting:
• General form:
– Exchange risk (x) for return (y)
• Additional considerations:
– Participation or partial transfer of ownership
– Timing of x and y
– Contingency of x and y (under what circumstances)
– Penalties on non-performance
– Bonus on performance
58
Value creation by contractual structure:
Contracting and Project Finance to reduce cost of risk
Contracting criteria:
60
Value creation by contractual structure:
Pre-completion risks:
Risk Solution
•Risks related to contractor: •Reputation, references for similar projects and technology being used
–Is it competent to do the work? •Experience with the country, good relationships with local subcontractors
•Similar references for the subcontractors
–Is it also one of project’s •Contract supervision by the project company’s other personnel not directly
sponsors? (Conflict of interest) related to the contractor
–The contractor’s credit standing? •Careful review of contractor’s credit standing
If the contractor’s wider business •Careful review of the project scale in relation to the size of contractor’s
gets into difficulty, the project is overall business
likely to suffer •If project too big for the contractor to handle alone, a joint venture approach
with a larger contractor
•Guarantees of obligations by the contractor's parent company
61
Value creation by contractual structure:
Pre-completion risks:
Risk Solution
•Construction cost overruns: reduce equity •Pre-agreed overrun funding (contingency finding)
returns, and DSCR •Fixed (real) price contract, as the EPC contract is normally the largest cost item
in budget (60-70%)
•Engineering, Procurement, Construction and is a prominent form of contracting agreement in the
construction industry. •Contractor takes junior debt and/or equity stake in operations (BOT or BOO)
•Delay in completion: failure to meet the •Completion guarantees, date-certain EPC contract
milestones increase costs, reduce equity returns, •Performance bonds
and reduce DSCR •Completion bonuses/penalties
–Financing costs, especially as debt will be •Reputable contractor
outstanding longer
•Close monitoring / testing of project execution (operational, financial, etc.) for
–Revenues from operating the project will be early detection of problems
lost or deferred (significant risk also especially
if part of financing depends on early •Careful definition of “completion” in all the contracts (EPC contract, input
revenues) supplier contracts, off-taker contract, etc) so that it is acceptable and
manageable by all parties involved
–Penalties may be payable under contract to
input suppliers or off-taker
63
Value creation by contractual structure:
Pre-completion risks:
Risk Solution
•Third party risks: •If the third party is not otherwise involved in the project,
–The contractor may be dependent on third parties incentive mechanisms to keep the timetable
such as suppliers of utilities to complete the project •If the third party is involved with a project contract, the
contract should include terms such that the third party should
be held responsible for the delay losses
•Contractor’s good relationships and experience with the third
parties may be a plus
–The project may be dependent on completion of
another project – worst type of third party risk
especially when the project financing is dependent on •Financing the projects as one package may be examined as a
it. potential solution, as long as the sponsors’ interests on both
sides can be aligned
•Market risk: Uncertainty •Long term off-take contract with creditworthy buyers:
regarding the future price –take and pay, take or pay, take if delivered contracts:
and demand for the output •Price floors
–Volume risk: •A fixed price growth path
cannot sell entire
output •An undertaking to pay a long-run average price
–Price: cannot sell •Specific price escalator clauses that would maintain the competitiveness of the product, such
output at profit as indexing price to the price of a close substitute or cost of major input
•Hedging contracts
•Operating cost risk: •Risk sharing contracts to increase correlation between revenue and some cost items:
Uncertainty regarding the –If there is an off-take contract, linking input supply price to it:
changes in the operating •Basing the product price under the off-take contract on the cost of the input supplies
cost throughout the life of (more likely if input supply is a widely traded commodity like oil)
the project
•Basing the input supply price to product price under the off-take contract: (more likely
if the input is a specialized commodity, or if there is no off-take contract and risk is
passed to the input supplier)
–Price ceilings
–Profit sharing contract with labor
65
–Output or cost target related pay
Value creation by contractual structure:
Post-completion risks:
Risk Solution
•Input supply risk: Uncertainty regarding the •If there is an off-take contract, linking the terms of the output contract with input
availability of the input supplies throughout the supply contracts such as the length of contract, volume, or force majeure
life of the project •If there is no off-take contract, making the input supply contract run for at least the
term of debt
•An input supply contract is off-take contract for the supplier
•Organizational risks: Incentive problems •Profit sharing / stock options
relating to management or workers •Output or cost target related pay for workers
•Exchange rate changes: Uncertainty regarding the changes •Revenues, costs, and debt in same currency (indexing if they are
in the exchange rate throughout the life of the project not in the same currency)
•Implications of a sudden major local currency devaluation in •Market-based hedging of currency risks (though not widely used)
cases where the project revenue is in local currency and debt •For protection from a sudden major devaluation, a revolving
in foreign currency liquidity facility can be utilized to cover the time lapse between the
devaluation and the subsequent increase in inflation that should
compensate the project company for debt payments
•Currency convertibility / transferability risk: As it is often •Government Support Agreement: Government guarantee of
not possible to raise funding in local currency in developing foreign exchange availability: However, if the host country gets into
countries, revenues earned in local currencies need to be financial difficulty and runs out of foreign currency reserves, then
converted into foreign currency amounts needed by offshore the government may forbid either the conversion of local currency
investors/lenders, and then need to be transferred outside the amounts to foreign currency, or the transmission of these amounts
country to pay for them. Additionally, foreign currency may be abroad The support agreement may become invalid
needed to import materials, equipment, etc. •Enclave projects: If the project revenues are paid from a source
outside the host country, the project can be insulated from foreign
exchange and transfer risks (Example: sales of oil, gas across
borders) 67
•Offshore debt service reserve accounts
Value creation by contractual structure:
Sovereign risks:
Risk Solution
•Hyperinflation risk: Relative changes in the price of inputs and output •Indexing the output price (in the long term sales contract) against the CPI and
may adversely affect the project or industry price indices in the host country where the relevant costs are
incurred (Indexing means increasing over time against agreed, published
economic indices)
•Expropriation: Direct, diversion, creeping •Government guarantees or regulatory undertakings to cover taxes, royalites,
•Government’s breach of contract and court decisions prices, monopolies, etc.
•Involvement of multilateral/bilateral agencies
•Offshore accounts for proceeds
•Government’s equity ownership
•Using external law or jurisdiction
Risk Solution
69
Value creation by contractual structure:
Financial risks:
Risk Solution
70
How Does It Create Value?
71
Value creation by governance structure:
• Benefits of debt-based governance
– Tighter covenants limit managerial discretion and enforces greater discipline via
better monitoring
– High leverage reduces free cash flow exposed to discretion
– High leverage reduces expropriation risk
– High leverage also reduces accounting profits thereby reducing the potential of
local opposition to the company
– Tax shields
72
2. How Does It Create Value?
73
Case examples to value creation
Australia-Japan Cable – Structuring a Project Company:
Background:
The project included a 12,500 km submarine telecommunications system between Australia and
Japan via Guam at a cost of $ 520M.
In Japan, it needed to either obtain permit from the government for building new stations, or contract
or partner with other companies to obtain access to the existing ones.
Japanese Government seemed not likely to approve building of a new landing station.
The lead sponsor, Telstra, has to structure the project company, selecting an ownership, financial,
and governance structure.
74
Case examples to value creation
Issues:
1. Selection of strategic sponsors who would bring the most value to the project
2. Mitigation of market risk: Growing demand and capacity shortfall that triggers
competition, rapid improvements in cable technology and resulting price decline
necessitates moving very quickly
1. Telstra partnered with Japan Telecom (who would bring its landing station in Japan
and was interested in buying capacity) and Teleglobe (a major carrier who would
bring significant volume) as sponsors (reducing cash flow variability)
2. Other equity investors to be selected would be high rated sponsors who were also
capacity buyers. They would be made to sign presale capacity agreements (
reducing variability).
3. Capacity agreements with high rated sponsors would also be instrumental in raising
debt with favorable conditions
76
Case examples to value creation
How project structure may help:
5. As for an interim management team, sponsors would also be made equal partners
in control, regardless of individual ownership shares
6. A permanent management team was discussed, that would work exclusively for the
project:
• Management compensation package was easier to craft, since it was a single
purpose company with limited and well-defined growth opportunities
• Single cash flow easier to monitor
77
Case examples to value creation
How project structure may help:
78
Case examples to value creation
Calpine Corporation
Background:
79
Case examples to value creation
Issues:
3. Operating a system of power plants to gain scale economies and also the
flexibility to switch between the plants to offer uninterrupted service
80
Case examples to value creation
Issues:
• Benefits:
• Costs:
A hybrid structure was crafted that combined elements of both project and corporate finance:
1. Project Finance:
i. Calpine project financed a portfolio of plants rather than a single plant. This reduced legal and
other fees, transaction costs, and saved time.
ii. Project finance allowed raising a large amount of debt on a non-recourse basis, which was
impossible at the parent level
2. Corporate Finance:
i. The structure gave Calpine flexibility to build the plants using equity, and manage them flexibly
as part of a power system (which would be impossible with separately project financing the
individual plants)
83
Case examples to value creation
BP Amoco
Background:
A large and well-capitalized company, BP Amoco tries to decide on the best way to
finance its share in the $8 billion development project of Caspian oil fields,
undertaken by a consortium of 11 companies.
Each of the partners had a choice in how to finance its share of the total investment.
Of these companies, 5 formed a Mutual Interest Group (MIG) to obtain project loan
with assistance of IFC and EBRD.
The alternatives BP Amoco considered for its share were corporate financing,
project financing, or a hybrid structure.
84
Case examples to value creation
Issues:
1. Project Risks: The project had considerable political, financial, industrial (price and
reserve volatility), and transportation related risks largely due to the unique region it
was located.
85
Case examples to value creation
How project structure may help:
• Benefits:
– Financially strong enough to support a corporate funding strategy with favorable terms
– Easier to set up and less costly
• Costs:
– Project might create additional risks in BP Amoco’s current asset portfolio Risk contamination
– BP Amoco’s absence in the IFC/EBRD finance deal for the MIG would make it harder for the
weaker partners to negotiate good terms, reducing flexibility in operations and management
– BP Amoco’s using corporate funding while at least some of the other partners’ using the
IFC/EBRD deal might potentially create disagreements
– Other partners might accuse BP Amoco as free rider, since BP Amoco would benefit at no cost
from the political risk protection IFC/EBRD deal would have provided
– How they funded the initial phase would change possibilities of financing for the coming stages
86
Case examples to value creation
How project structure may help:
• Benefits:
– Reducing project’s potential negative impact on the balance sheet: The project
was very large and posed too many risks which BP Amoco could not bear alone,
meaning a potentially huge negative impact on the balance sheet if financed
solely by internal funding
– More protection from the many project risks due to risk sharing
– Accommodating the financially weaker partners in the consortium to negotiate
better deals with creditors for the sake of future managerial and operational
flexibility
– Benefiting from IFC/EBRD’s existence to shield from possible conflicts with the
host governments
• Costs:
– Harder, costlier, and more time consuming to set up
– Less flexibility compared to corporate finance alternative 87
Recent Uses of Project Financing
• Project financing has long been used to fund large-scale natural resource projects.
(Appendix B provides thumbnail sketches of several noteworthy project financings, including a variety of natural resource
projects –already uploaded)
• One of the more notable of these projects is the Trans-Alaska Pipeline System (TAPS) Project,
which was developed between 1969 and 1977.
• TAPS was a joint venture of eight of the world's largest oil companies. It involved the
construction of an 800-mile pipeline, at a cost of $7.7 billion, to transport crude oil and natural
gas liquids from the North Slope of Alaska to the port of Valdez in southern Alaska.
• TAPS involved a greater capital commitment than all the other pipelines previously built in the
continental United States combined.
88
• More recently, in 1988, five major oil and gas companies formed Hibernia Oil Field Partners to
develop a major oil field off the coast of Newfoundland.
• The projected capital cost was originally $4.1 billion.
• Production of 110,000 barrels of oil per day was initially projected to start in 1995.
• Production commenced in 1997 and increased to 220,000 barrels per day in 2003.
• Production is expected to last between 16 and 20 years.
• The Hibernia Oil Field Project is a good example of public sector-private sector cooperation to
finance a large project.
89