Professional Documents
Culture Documents
Understanding of Case
a. Key Issues at hand
Arjun Dhawan, the CEO of HCC Concessions, a toll road development firm which was
handling the construction (2-lane to 4-lane) of the NH-34 Project in West Bengal had a
few issues at hand which were as follows:
b. Key Stakeholders
2.
a.
b.
c.
d.
Lenders: The project was funded by a $213 million loan facility which had
floating interest rate payments and higher rates could impact project
economics. The debt service was based on a forecasted 10.75% interest rate
and 13-year amortization schedule.
Government: The Government had provided grants of $135 million, which
was 32% of estimated project cost. Also, the government was supposed to
provide for land acquisition and extra costs due to delays or revenue losses.
But bureaucratic processes delayed payments by 3 to 6 years.
Land Owners: The highest stake holders were the land owners whose
properties had to be acquired for project completion purposes. Though some
people cooperated and gave away land easily, many land owners asked for
higher compensation or created obstructions. Though HCON took land on a
rented basis from them, but legal course had to be taken to provide final
compensations.
Customers: An important stakeholder was the customer. The people using
NH-34 could increase average travel speed from 30 km/h to 60 km/h. It would
ease congestion and facilitate greater connectivity between Kolkata and
countrys interior, the north-eastern states and neighbouring countries of
Nepal, Bhutan and Bangladesh.
Analysis of available options
Pros/Cons
Option 1: An American Investment Bank had proposed to purchase 50% of
the project equity for $85 million. The merits of the deal included immediate
and complete payment on deal closure, sharing of construction/traffic risks,
retention of ownership could help HCON use the project as an evidence of its
technical capabilities in future project bids and HCON subsidiary would
continue as O&M contractor. Demerits included sharing of future equity cash
flows and revenues and only a 50% say in operating and ownership decisions,
thus leading to less control.
Option 2: A major global infrastructure owner had offered to purchase 74% of
the project equity for $133 million. Though a 26% stake would reduce
construction and traffic risks for HCON to the same amount, reduce its O&M
contract to 50% and also let it retain NH-34 as an evidence of technical
capabilities,
HCON
would
lose
influence
in
future
decision
making.Additionally, it would have reduced flow of revenue and equity cash
flows and the 26% stake would be a hard sell in the market in the future.
Option 3: An Indian investment firm had offered to purchase 100% equity
at$185 million. HCON retained all downside risk due to construction, delays
and otherwise. HCON would have to pay it to buyer upon completion. HCON
would also not able to use the project in future bids. Additionally, the
payment of $185 million would be done in two tranches. While the first
tranche gave out $93 million, the second tranche would be reduced by $4.5
million for 15 reduction in base traffic. Only visible upside was that HCON
would get additional value accrued due to higher traffic growth up to $23
million
Financial analysis
Final recommendations
FINAL RECOMMENDATION:
Expected cash flow from keeping the entire project with the company itself yields highest expected cash
flows of 220m$ (in present value terms) as compared to ____ , ____ and _____ . 100% ownership allows
the firm to keep complete control of all decisions of the project. Moreover, owning and operating one of the
most successful infrastructure projects in India would add a lot of credibility to HCCs brand name when it
comes to bidding for future projects
3. Understanding of Case
b. Key Issues at hand
Arjun Dhawan, the CEO of HCC Concessions, a toll road development firm which was
handling the construction (2-lane to 4-lane) of the NH-34 Project in West Bengal had a
few issues at hand which were as follows:
The project was financed by a $213 million loan and interest payments
were expected to be floating throughout the concession period, and rising
interest rates could hamper project economics.
HCON was a subsidiary of HCC. HCC was planning to invest in hydropower
and water assets but liquidity constraints were limiting funds available for
investment. By selling an equity stake in the project, they could solve this
problem to an extent.
b. Key Stakeholders
Financial analysis
Final recommendations
FINAL RECOMMENDATION:
Expected cash flow from keeping the entire project with the company itself yields highest expected cash
flows of 220m$ (in present value terms) as compared to ____ , ____ and _____ . 100% ownership allows
the firm to keep complete control of all decisions of the project. Moreover, owning and operating one of the
most successful infrastructure projects in India would add a lot of credibility to HCCs brand name when it
comes to bidding for future projects