1 14:00/15:15- Panel 2 Mergers & Acquisitions between India
and Europe
Slide 2
2 Chairperson: R. SANKARAN, Advisor, Rothschild India Sanjay
BHANDARKAR, Managing Director, N M Rothschild & Sons (India)
Sanjay BHANDARKAR, Managing Director, N M Rothschild & Sons
(India) Kalpesh KIKANI, Senior General Manager, ICICI Bank Kalpesh
KIKANI, Senior General Manager, ICICI Bank Tim THOMAS, Chief
Operating Officer, Bharti AXA Life Insurance Co. Tim THOMAS, Chief
Operating Officer, Bharti AXA Life Insurance Co. 14:00/15:15- Panel
2
Slide 3
3 India Europe Connexion Sanjay BHANDARKAR Managing Director N
M Rothschild & Sons (India)
Slide 4
4 GDP Growth rate amongst the highest in the world Clocked at
8.4% last year and estimated c.9 % for the current year 5th largest
nation in the world in PPP terms ( 3 tn)* Per Capita GDP (PPP) :
2,720* Growth spurt led by manufacturing and service sectors
Highest FII inflow amongst emerging Asian economies in CY06 (
6.2bn) FDI Inflows at 5.5bn in FY 06 (40% YoY growth) Among the
four fastest developing BRIC economies in the world Population of
over 1bn with 54% less than 25 years old India An Overview Note * -
As of 2006 est
Slide 5
5 Has one of the most developed capital markets among emerging
countries Only BRIC country with Market Cap. higher than GDP 115
companies with a Market Cap. greater than 1bn (As of 15 th May
2007) Substantial PE interest Indian corporates have made
aggressive cross-border acquisitions backed by Funding from
investors, hedge funds and banks Government pursuing progressive
liberalization and easing of FDI norms 100% FDI allowed in most
infrastructure sectors India Developed Capital Market Capital
markets Foreign attractiveness Source A T Kearney Study 2005 Source
Rothschild analysis Note Indices rebased to 100
Slide 6
6 The Indian Multinational A steel company in UK, an oil &
gas explorer in Norway, a generic drug manufacturer in Germany; all
have one thing in common - they are all flying the Indian tricolor
Value of outbound deals larger than inbound In Jan-March 2007, 40
out-bound deals with a total value of 15bn Led by Tata-Corus,
Hindalco- Novelis, Aban-Sinvest Companies looking to expand their
product portfolio, access new markets, technologies From regional
to global player Indian Companies Going Abroad
Slide 7
7 Indian companies on a massive acquisition spree in past 2
years Led by Iron and Steel, Energy and Pharmaceutical sectors More
outbound deals than inbound deals in 2006 in value terms Largest
portion of outbound acquisitions in Europe (42%) followed by North
America (24%) Tata Corus deal represents largest ever acquisition
by an Indian company Indian Acquirers European Targets Source:
Thomson Financial Note:1) 2007 figures are YTD 2) All completed
Deals only
Slide 8
8 Indian Acquirers European Targets Sectoral Split Source:
Merger Market, Rothschild analysis Note:1) Includes all announced
deals from 2004 till 2007 YTD 2) Excludes Tata Corus deal Iron
& Steel Tatas 9.5bn acquisition of Corus Group PLC Energy Aban
Offshores 1.1bn acquisition of Sinvest ASA, an oil & gas
E&P company Suzlon Energy is currently in the process of
acquiring German based REpower Systems Has placed a competitive bid
of 710m Pharma & Biotech Dr. Reddys 577m acquisition of German
pharma major betapharm GmbH Ranbaxy Laboratories acquired Romanian
based Terapia SA for 270m
Slide 9
9 Indian Acquirers European Targets Top 10 Deals (2005 2007YTD)
Source: SDC, Merger Market, Rothschild analysis
Slide 10
10 European investment in India constantly on the rise Majority
of inbound investments seen in Telecom, IT and Financial Services
sectors Vodafones recent acquisition of Hutchs 67% stake in
Hutchison Essar Largest ever acquisition by a foreign company in
India European Acquirers Indian Targets Source: Thomson Financial
Note:1) 2007 figures are YTD 2) All completed Deals only
Slide 11
11 Sectoral Split Source: Merger Market, Rothschild analysis
Note:1) Includes all announced deals from 2004 till 2007 YTD 2)
Excludes Vodafone Hutchison Essar deal Telecom Vodafones 10.5bn
announced acquisition of Hutchs 67% stake in Hutchison Essar In
2005, Vodafone also picked up 6% stake in Bharti Airtel for 686m
Mining UK based Vedanta Resources recent announced acquisition of
71% stake in Sesa Goa for 972m Cement Swiss cement major, Holcim
picked up 20% stake in Gujarat Ambuja Cement for 466m European
Acquirers Indian Targets
Slide 12
12 Top 10 Deals (2005 2007YTD) Source: SDC, Merger Market,
Rothschild analysis Note *- Through its Indian Subsidiary, Mysore
Breweries European Acquirers Indian Targets
Slide 13
13 Cross border activity on a continuous rise Number of cross
border deals increased from 60 in 2004 to 266 in 2006 A significant
proportion of M&A activity (in terms of volume) was done by mid
cap companies Number of Indian companies that are able to do major
acquisitions abroad is growing constantly In the first few months
of 2007, Indian M&A crossed 26bn led by large cap companies
like Tata, Suzlon, Hindalco (Birla group) Easy availability of debt
for acquisition financing Inbound acquisitions constrained by
limited availability of high quality companies In Conclusion
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14 Advised Tata Steel on 9.3bn acquisition of Corus Group
Advised Dr Reddys 577m acquisition of betapharm Advised Azure on
113m sale to Subex Systems 1.4bn Dabhol power project Daewoo
automobile plant in India Air Deccan, first Indian LCC Radio
Mirchi, first private FM channel Radha Krishna Foodland, first food
distribution deal Lanco Amarkantak power project, first coal based
IPP in India Rothschild India Office Entertainment Network (I) Ltd.
Financial Adviser on fund raising 2002 2004 Foodland US$25m private
equity infusion from Warburg Pincus Advised on induction of
financial partners in 600 MW coal based Amarkantak Power Project
2006 Lanco Group Air Deccan Raising US$40m private equity from
ICICI Ventures and Capital International 2005 ICICI IDBI EXIM
Advised Indian Lenders to Daewoo Motors (India) on the monetisation
of assets ICICI, IDBI, SBI US$1.9bn disposal of assets of Dabhol
Power Company to Ratnagiri Gas & Power Pvt Ltd (a JV between
NTPC and GAIL) 2005 2007 Tata Steel Advised on US$ 11.9bn
acquisition of Corus Group plc 2006 Dr. Reddys Laboratories Advised
on the US$576m acquisition of Betapharm, Germany 2006 Azure
Solutions Advised controlling shareholders on their US$ 140m
disposal of shareholding to Subex Systems through a GDR
issuance
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15 14:00/15:15- Panel 2 Mergers & Acquisitions between
India and Europe
Slide 16
16 India-Europe M&A Kalpesh KIKANI Senior General Manager
ICICI Bank
Slide 17
17 Agenda M&A activity in India Trends in Indian outbound
M&A Considerations in European deals
Slide 18
18 Increased corporate activity Indian corporates aspiring to
become market leaders in their business segments not only in India
but also globally Growth drivers Strong growth in demand leading to
increased utilisation of existing capacity Product portfolio and
service offering enhancement Access to new technology and markets
Derisking the business aided by easier access to capital
supply
Slide 19
19 Increased access to capital reflecting in the sharp increase
in M&A activity in the recent past Private EquityDomestic
Public issue ADR/ GDR issueECB/ FCCB issue
Slide 20
20 USD billion Share of India in global market M&A activity
in India Value of Indian deals grew at a CAGR of 140 % from USD 8.3
bn in CY04 to USD 47.4 bn in CY06 ICICI Bank was involved in USD
16.5 billion worth of deals in CY06 Outbound M&A deals till
March was USD 8.8 billion in 2007 Estimated total outbound M&A
projected to be more than USD 35.0 bn in 2007 This appears to be
just the beginning of the M&A wave in India * 2007 figure is
estimated Source : Bloomberg
Slide 21
21 India-Europe M&A Europe represents the region with the
largest number of acquisitions from India Indias share of outbound
deals originating from Western Europe has increased from 5.0% to
8.5% between CY04 and CY06 In value terms it has increased from USD
0.7 billion (CY04) to USD 3.1 billion (CY06)
Slide 22
22 Agenda M&A activity in India Trends in Indian outbound
M&A Considerations in European deals
Slide 23
23 Explosive growth India's M&A has grown by 150%, next
only to France and Hong Kong, each of which achieved more than 200%
growth More than 80% of large Indian companies are exploring the
M&A option to grow India is second largest investor in the UK,
with investments of around USD 2.0 billion (2005 - 2006) Notable
Deals in Europe Aban Offshore acquires Sinvest, Norway for USD 1.3
billion (2007) Tata Steel acquires Corus for USD 12.8 billion
(2006) Ranbaxy acquires Terapia for USD 324.0 million Suzlon
acquires Hansen, Belgium for USD 565.0 million (2006) Dr Reddy's
Lab. acquires Betapharm for Euro 480.0 million (2006) Reliance
acquires Flag Telecom for USD 207.0 million (2003) Tata Tea
acquires Tetley Tea for USD 430.0 million (2000)
Slide 24
24 Increasing leverage Total Debt on target/EBITDA levels
increased from 4.93 (2005) to 5.28 (2006) Senior Debt/EBITDA levels
also increased from 3.92 (2005) to 4.21 (2006) Debt/EBITDA Target
Debt/EBITDA levels in Western Europe
Slide 25
25 Pricing Trends (W Europe) Source : LoanConnector Downward
trend in Average Margins Average Margins in 2006 : 238 bps (247 bps
in 2005)
Slide 26
26 Agenda M&A activity in India Trends in Indian outbound
M&A Considerations in European deals
Slide 27
27 Key considerations in deal structuring From a lenders
perspective Key challenge is to get direct access to
cashflows/assets of target (based in Europe) Regulations differ
across countries in Europe UK has a whitewash procedure Such is not
available in other geographies
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28 Financial Assistance in Europe
CountryBelgiumFranceGermanyItalyNetherlandsSpain Financial
Assistance Permitted? No Exceptions? Very limited, none relevant
Refinancing may be OK if entirely separate NoneNone for AG &
subsidiaries Other common forms of entity (e.g. GmbH) not covered
None relevant Merger with target may be allowed None for NV or
subsidiaries BV can give loans up to distributable reserves None
relevant
Slide 29
29 Key messages Indian clients are increasingly looking at
acquisitions for growth The confidence level has increased and
these companies are not shying away from acquisitions of much
larger companies Requirements of Indian clients are not necessarily
same as for corporates in other geographies Hence, solutions need
to be tailored for Indian requirements All key decision makers in
ICICI Bank are based in Mumbai, thereby enabling quicker turn
around in case of last minute changes in structure/ quantum of
financing ICICI Bank knows the people who are driving the
acquisitions in India and thus in critical situations has the
ability to look beyond numbers
Slide 30
30 Recent Transactions Acquisition Hansen Technologies USD 565
million Structuring & Financing Acquisition of 30% stake in
Energy Brands Inc. USD 712 million Structuring and Lead Arranger
Acquisition of Thomson SAs CPT plants USD 283 million Structuring
& financing Acquisition of Carbogen Amcis USD 75 million
Structuring & Financing Acquisition of West Asia Drilling N.V.
USD 33 million Structuring & Financing Acquisition of Amann
Holdings Euro 35 million Lead Arranger Acquisition of Pinewood USD
118 million Sole advisor and arranger Acquisition of Sinvest A.S.A
USD 800 million Structuring & Financing
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31 Recent Transactions Acquisition of Keyline Brands GBP 18
million Sole Arranger Acquisition of 20.2% stake in Great Lakes
Carbon, US USD 101 million Sole advisor and arranger Acquisition of
Typhoo Tea GBP 80 million Sole advisor and arranger Acquisition of
Typhoo Tea GBP 80 million Sole advisor and arranger Acquisition of
spirits business of Shaw Wallace USD 300 million Advisor
Acquisition of spirits business of Shaw Wallace USD 300 million
Advisor Acquisition of a South African tyre manufacturer USD 62
million Guarantee facility Acquisition of Tashkent Toytepa Textiles
USD 103 million Structuring & Financing Acquisition of DCS
Software GBP 12 million Sole Arranger Employee buyout of Tata Tea
plantations USD 13 million Advisor
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32 Thank You
Slide 33
33 14:00/15:15- Panel 2 Mergers & Acquisitions between
India and Europe
Slide 34
34 Indian Market Entry Experience Tim Thomas Chief Operating
Officer Bharti AXA Life Mumbai Wednesday, May 16, 2007
Slide 35
35 1.0 Market entry - a phased approach Pre- launch and the
'start- up' phase preparation Regulatory license approvals Launch
comms Manpower recruitment Sales force training, compensation and
recruitment Launch sales incentive programs/KPI tracking Lead
generation management Establish JV committees Establish the
viability of commencing a project to detail India market entry
Confirm scope, plan, and deliverables Draft critical success
factors Agree project governance Desk top data research Initial
view of potential in market First filter of potential strategic
partners Strategy formulation for market entry into India and
detailed business case examining viable entry options Assess
critical success factors for entry options Evaluate potential
partners interest and suitability and define preferred partner list
Joint Venture and structuring options Evaluation of entry model
options and optimal business model recommendation Financial
modelling and high level business case Finalise partner
negotiations, JV structuring and preparation of legal agreements
Detailed operational design (partner specific) Marketing plan
Implementation planning covers: process, systems, infrastructure
and back office, branch roll-out Business planning and financials
Reporting and governance Appoint key executives Establish a project
team on the ground in India, consisting of AXA secondee, advance
hire, implementation partners and external resources Finalise
partner selection for Management Board endorsement Develop
regulatory relations Develop high level target operational model
Finalise advance hires short list Phase 1 Desk top analysis Apr-Jul
2004 Phase 2 Strategy & business case Aug-Dec 2004 Phase 3
Partner selection & planning Jan-May 2005 Phase 4 JV execution
and operational design Sep 05-Mar 06 Phase 5 Implementation Oct
05-Aug 06 Launch Aug 06
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36 Thank you
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37 14:00/15:15- Panel 2 Mergers & Acquisitions between
India and Europe