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About PricewaterhouseCoopers
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Foreword – PricewaterhouseCoopers 3
1. The who, the how and the why of buying distressed debt/assets 12
Who buys and sells distressed assets, and why? How big is the global market? What is Australia’s
place in this market, and what do potential investors think of Australia? What is the secondary debt
market, and how does it operate in Australia and offshore?
3. Using secured debt to control outcomes and obtain ownership of the assets 28
What are the legal boundaries within which distressed asset investors must move? What are the
rights and responsibilities of secured debtholders? How can debtholders best protect the value
of their assets?
Useful websites 66
Contributing authors 68
James Marshall
Partner, Blake Dawson
2
Foreword – PricewaterhouseCoopers
“When one door closes another door opens; but we so often look so long and so
regretfully upon the closed door, that we do not see the ones which open for us”
When Alexander Graham Bell wrote this world famous quote it is doubtful that he
had in mind the financial crisis of 2008/09.
The Australian market is today facing a period of uncertainty like it has not faced
since the early 90’s. Like then, globally banks today are facing a rapid build up
in non-performing loans and companies are facing unprecedented pressure on
their top and bottom lines. However the market is also a very different one today
to those uncertain days. In today’s market there are so many more options open
to both distressed companies as well as lenders.
There exists a very real opportunity for banks to unlock the hidden value tied up in
non-performing loans. From freeing up management time to focus on newer more
pressing problems to releasing capital that needs to be set aside against all NPLs,
debt sales have a very real place in today’s market as has been highlighted by the
American, European and Asian markets experience.
This is why, together with Blake Dawson, we have invested in this publication to further
develop the Australian market and to highlight some of the issues around the buying
and selling of distressed debt and assets and thereby encouraging the evolution
of this fledgling market in Australia.
Please read this with the open mind that Alexander Graham Bell advocates and
help us to help you realise this opportunity and in the end maximise recovery
during these uncertain times.
Michael McCreadie
Partner, PricewaterhouseCoopers
3
Overview – Distressed
investing in Australia
4
Australian banks have never
really thought about debt sales.
They have never really had to.
Background
Australia has had little need for a distressed asset market
until today. A strong economy for well over a decade
has meant there have been relatively few bankruptcies,
non-performing loans on bank’s books have been well
within manageable limits, and investors have had a wealth
of positive, growth oriented opportunities to focus on.
Now, we are on the verge of a new market. well structured financial markets, rigorous
A market created by the rapid change in legal frameworks and clear regulatory
economic circumstances, by investment environment give it a competitive
capital looking for opportunities in an advantage over its regional neighbours,
extremely difficult environment, and by and a clearly imminent increase in
the need for Australian banks and other financial distress is attracting attention
financial institutions to find solutions from those who seek to extract value
to new problems. from financially troubled companies.
Through a period of 15 years of Global funds with experience in distressed
uninterrupted growth, Australian lenders markets are cashed up and poised on
have experienced only modest levels of the sidelines. Over the next few years,
financial distress amongst their customers. Australia may well see the birth of a
Financiers in other parts of the world have vibrant market for these assets, but it
developed efficient markets for transferring will take a change in approach on behalf
distressed assets off their balance sheets of the major financial institutions, and a
to specialist investment funds and other few breakthrough deals to kick start it.
investors dedicated to the sector. But
their Australian counterparts have been
under no pressure to do so. Bad news rising
With the global financial crisis rolling At the tail end of a 15-year boom, the
through the Australian economy, financial Australian economy is facing numerous
institutions are likely to see a sharp challenges. Seemingly overnight, the
increase in non-performing loans and credit crunch and the global financial
other distressed assets. At the same time, crisis have brought the country’s longest
banks’ revenues are reducing because of unbroken period of growth to a halt.
lower demand for credit, and there will be The years of relatively easy credit that
greater pressure from both shareholders fuelled the country’s optimism and its
and regulators to hold increased amounts investment in the future have ended.
of capital against impaired assets. In 2006, companies were offered
Meanwhile, distressed asset funds unprecedented amounts of leverage
operating across international markets to finance their futures and maintain
are eyeing Australia carefully. The country’s smooth cash flows. Much of that
5
activity came to a stop in the middle mining community, and that sector, just
of 2007 as banks faced serious liquidity 12 months ago the source of a great
challenges in the flow on from the sub- deal of economic strength, is undergoing
prime crisis in the US. The early stages swift and unpleasant adjustment.
of the credit crunch saw the collapse
In short, the credit crisis is having a
of many Australian companies whose
significant impact on Australia’s industries
rise had been emblematic of the boom:
and enterprises. Many companies with
Allco Finance Group, ABC Learning,
previously sound business models
Centro and Babcock & Brown being
have met with unexpected difficulty
the highest profile casualties to date.
when attempting to roll over their short-
The spread of bad news through the term loans, causing sudden and severe
financial markets has infected broader cash flow issues. Many have had to
sentiment throughout the economy. quickly and radically adapt their business
Companies, for many years unable operations. Others have simply failed.
to recruit enough good people fast According to the Australian Securities
enough, have been laying workers and Investments Commission, the number
off in their thousands. Consumers, of companies entering administration in
a mainstay of Australian prosperity for Australia jumped 10.3% between 2007
over a decade, have stopped shopping. and 2008 to 8,300, and the number
Despite fast and deep cuts in official of insolvency appointments jumped by
interest rates by the Reserve Bank of over 6% to 12,770.
Australia, industry has stopped investing
and the housing market has stalled.
Bad loans in the system
China, whose economic health has been
crucial for Australia, has also faltered in With the economy in freefall, banks and
recent months, its export-led GDP growth other financial institutions are bracing
stumbling from over 10% over the last themselves for a major increase in
decade to less than 7% at the end of distressed assets as companies and
2008. China’s unprecedented demand consumers find themselves unable to
for commodities placed a floor under service the loans taken on in the good
prices for much of Australia’s inventory times. By the end of the last fiscal year,
of natural resources, and underwrote the major banks had already seen a rise
soaring share prices for the country’s in bad debt charges, up some 174% over
blue chip mining companies and a flurry the year to end June 2008. The first half of
of investment in small and medium calendar 2008 was 54% higher than the
sized commodity enterprises. second half of 2007. By some measures
the increase in bad debt charges in fiscal
China also directly invested tens of 2008 was up 183%, representing 0.41%
billions of dollars in Australian resource of total loans. The Australian banking
enterprises. Much of this investment is industry hasn’t seen this level of bad
under pressure to continue to perform. debt charges since 1994, the tail end
The collapse in China’s export markets of the last downturn.
is rapidly flowing through to the Australian
6
Our conversations with the major banks
indicate that many workout desks are
already feeling the pressure.
7.0% 2.5%
Impaired assets / gross loans & acceptances (left axis)
Bad debt charge / gross loans & acceptances (right axis)
6.0%
2.0%
5.0%
1.5%
4.0%
3.0%
1.0%
2.0%
0.5%
1.0%
0.0% 0.0%
1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
30%
25%
20%
15%
10%
5%
0%
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
7
At the same time, the banks have funding lines. At the time of publication,
witnessed a marked increase in reports were emerging of the first of
impaired assets, up by 137% in fiscal such activity, with a major foreign bank
2008, or 0.43% total loans. While this offering a portfolio of leveraged loans
is still significantly below levels experienced of up to A$100 million.
during the 1990s, the banks are also
In response to the feared pullout of foreign
seeing significant increases in past-due
banks, in January 2009 the Australian
loans. During fiscal 2008, loans that were
government launched a A$4 billion fund to
“past due 90 days or more with adequate
support commercial property development
security” increased 29% in aggregate.
projects that lose their international
Our discussions with a number of financial backing due to the financial
workout professionals in the major crisis. Domestic banks will provide half
banks indicate that many are facing the fund’s capital.
unprecedented workloads. In many banks,
Many second tier banks and other
workout desks are perhaps the only
smaller financial organisations are
growing part of operations, with many
seeking consolidation or other forms
experiencing such growth in demand
of partnership with larger institutions.
they fear being overwhelmed.
Non-bank financial institutions have been
While impaired assets and debt charges significantly weakened by the increase in
are likely to increase significantly, bank the cost of funding, as well as the collapse
margins will be under pressure from in demand for housing finance with the
slowing credit growth on both the fall in house prices.
consumer and business lending sides.
Each of these issues creates new
Total credit growth slowed in 2008 to
pressures on Australia’s financial system
10.5% from 16% in 2007, with growth
whose most marked characteristic over
in business lending slowing to 13.7%
the past decade has been swift growth
in the year to September 2008 from
and fast innovation.
over 22% the previous year.
This points to a challenging environment
for the major banks, to say the least. Distressed assets
Things are likely to be worse for other A significant volume of distressed debt
players in the financial services arena. is an unfamiliar problem for Australian
The foreign banks, second tier financial lenders. Australian financial institutions
institutions, such as smaller banks, credit have generally adopted a much simpler
unions and building societies, as well business model than their counterparts
as other non-bank financial institutions offshore. While banks and other financiers
are each facing their own issues in the US, Europe and Asia have actively
and financial strains. managed their balance sheets by selling
individual loans or portfolios of non-
A fear exists that foreign banks, under performing loans (NPLs) and other
pressure to withdraw capital to support distressed assets to realise value and
their home markets, will pull out of the transfer them off their books, Australian
Australian market, transferring their banks have not done so, resolutely
Australian loan portfolios, in aggregate keeping bad loans on their own books and
totalling some A$50 billion to A$80 billion, focusing on working them out themselves.
to other counterparties or reducing
8
The full impact of Basel II is really unknown
as yet as we have not lived through a cycle
with it. If the full impact is applied, then there
is no way banks can afford to carry NPLs on
the balance sheets during the tough times.
Capital questions
Over and above the pressure banks are likely to feel from
increasing volumes of distressed assets, regulators will have a
keen eye on banks’ management of capital. The introduction of
the Basel II regulations this year will increase scrutiny of banks’
NPL portfolios. There is growing concern among the banking
community that both the banks and the regulators do not “We see a market waiting
yet appreciate the full impact of the new regulations as levels
of NPLs increase significantly.
to come to life.”
Basel II requires banks to set aside up to 25% of the gross Michael Sloan, Blake Dawson
loan value of NPLs as Tier 1 Capital, capital that could be freed
up to generate income for the bank in other ways if the NPLs
were sold to another party.
According to one senior banker: “If the full impact of Basel II
is applied, there is no way banks can afford to carry NPLs on
their balance sheets during the tough times.” He points out
that the Basel II regulations, if fully imposed, are extremely
pro-cyclical, discouraging banks from lending during
downturns, and freeing up capital during boom times.
9
Distressed corporates US, such as Cerberus and Lonestar, to
smaller specialist funds, many of which
The distressed market is not just have pan-Asian funds that would consider
confined to the impaired loans of Australia and New Zealand part of
Australian banks. Many listed and private their investment universe.
Australian companies and trusts are
experiencing severe liquidity problems A survey of 100 hedge funds across Asia
associated with looming refinancing dates by Debtwire in October 2008 found that,
and a lack of replacement debt capital. after China and Indonesia, Australia is
the market where most distressed debt
To date, some larger listed corporates opportunities are expected to arise over the
have managed to reduce gearing and raise coming year. At the same time, Australia’s
liquidity through cut price raisings on the strong legal framework and regulatory
equity market which, whilst dilutive, is a environment give potential distressed asset
better option than the other alternatives. investors security in their property rights,
an advantage over the less predictable
However, for private companies and listed
Chinese and Indonesian markets.
companies with weak share prices, this
option is generally not available. A number “There are a number of things we like
of off-shore and domestic funds and about Australia,” says one manager at
lenders are now targeting distressed an international alternative investment
corporates and offering them relatively fund. “Firstly as a global fund we like
highly priced debt (usually with a right to the language, the law and the corporate
convert to equity upon agreed terms) to governance framework. At the same
fund liquidity gaps. Such funds will also time, because we deal with distressed
consider investing equity but will seek assets we can see there are some real
assurances around the balance sheet problems brewing in the underlying
and matters such as class action risk. economy – so we are likely to see
some opportunities arise there.”
Demand for distress “The country also has a greater level
of sophistication in terms of asset
Banks are indeed likely to consider selling
management networks. We are a capital
their distressed assets in the near future.
provider, and can’t service individual loans
At the same time, there is significant
from a pool of them. Rather, we need to
demand for them from both global players
tap into an existing infrastructure to help
based in Asia and local private equity
us manage our assets, and that exists in
players looking to deploy their funds in
Australia, whereas it doesn’t in some of
the distressed asset arena. The market in
the less developed markets in Asia.”
Asia has been active since the late 1990s,
when the number of distressed companies A point made by many asset managers
shot up in the Asian financial crisis. Across was that, because many funds operate
the globe, there are hundreds of entities on a global basis, any investments in
that invest in distressed assets, from Australia would have to offer risk-adjusted
the major international players out of the rates that were competitive with those
10
There are a number of things we like about
Australia. Firstly as a global fund we like the
language, the law and the corporate governance
framework. At the same time, because we deal
with distressed assets we can see there are
some real problems brewing in the underlying
economy – so we are likely to see some
opportunities arise there.
attained in other parts of the world. At the expand workout operations by supply of
moment, there is an impression that there experience. They are also limited in their
is something of a large spread between capacity to hold NPLs by the need to set
what sellers of distressed debt might aside significant amounts of regulatory
offer, and what buyers might pay. capital against them. On the demand side,
there are a large number of funds with
“My feeling,” says another distressed
considerable amounts of capital available
asset specialist operating across Asia,
ready and willing to invest in these assets.
“is that the market in Australia is still in
price discovery mode. There is a fairly With a change in approach from Australia’s
large bid-ask differential.” major banks, an adjustment in price
expectations from both sellers and buyers,
At the same time, asset prices across
and a detailed understanding of the legal
the globe have been falling steadily since
and business issues discussed in the
mid-2008, and many investors are sitting
rest of this publication, we anticipate the
on the sidelines waiting to see when
creation and growth of a real market for
a bottom might be found.
distressed investing in Australia over the
The picture is one of a market waiting to next few years. This growth will benefit
come to life. On the supply side sit the banks, investment funds, and, in the end,
banks, with a growing pool of distressed companies experiencing financial distress
assets that will need to be managed for to have an efficient market focused on the
value, but constrained in their ability to ownership and management of their debt.
11
1. The who, the how
and the why of
buying distressed
debt/assets
The distressed debt market in Asia matured during the late
1990s as numerous countries in the region went through a
period of economic turmoil. The Asian financial crisis threw
up many “distressed opportunities” offering alternative
investors above average returns. These opportunities,
combined with a flattening of returns in the US/Latin
American distressed markets focused investors’
attention on the Asian markets.
The initial influx of buyers came primarily The current global economic turmoil has
out of the US and included larger players/ seen a number of funds pull out of the
funds such as Cerberus and Lonestar, market and others take a very cautious
and finance houses such as GE. Target approach to investing. To quote a common
acquisitions included large secured NPL phrase, no one wants to catch a falling
portfolios, real estate and large corporate knife. Our discussions with investors
debt. As the economic crisis worsened have indicated that while this was the
more opportunities arose across Asia and general consensus in 2008, most expect
especially in countries such as Taiwan, to revisit these views in 2009. Also it
Japan, Korea, Thailand, Philippines, would seem that established buyers are
India, China and Malaysia. With early looking to raise new funds and capitalise
deals reportedly generating significant on the movement of capital away from
returns, the market for distressed traditional areas to distressed investing.
debt quickly grew and the number The chart on page 36 indicates the extent
of “players” expanded exponentially. of raisings by distressed funds over the
past couple of years.
While statistics vary, in today’s market
there is estimated to be hundreds A unique characteristic of the current
of investors involved in the distressed economic turmoil is the true global nature
debt market. The major distressed debt of the downturn. Previous downturns have
investors have been around since the focused on particular regions and hence
early 1980s and have developed unique distressed investors focused on particular
skills and expertise in valuing, buying and markets. An issue for Asia Pacific sellers
managing distressed debt acquisitions. is that due to the state of markets in the
Initially the majority of distressed debt US and Europe, the big global distressed
investors originated in the US and investors who work with a global pool of
Europe, but the growth of opportunities capital will focus their attention wherever
in Asian markets in the last 10 years the best returns can be achieved.
has seen the emergence of numerous Currently this is in Europe and the US.
Asian-based buyers focusing solely For the market in distressed debt to grow
on Asian opportunities. in Australia, pricing and returns will have
to be comparable with global valuations.
12
Established buyers are looking to
raise new funds and capitalise on
the movement of capital away from
traditional areas to distressed investing.
13
COUNTRIES RATED ON THEIR DISTRESSED DEBT OPPORTUNITIES IN 2009
China 65 17 8 4 4
Indonesia 49 23 15 11 2
Australia 38 22 22 16 2
South Korea 36 16 31 13 4
India 25 25 29 17 4
Thailand 16 27 36 16 5
Vietnam 21 18 41 15 5
Philippines 17 24 37 17 5
Japan 12 21 43 19 5
Malaysia 14 17 43 19 7
Taiwan 9 21 47 18 5
Hong Kong 12 20 32 34 2
New Zealand 3 14 54 26 3
Singapore 8 13 36 28 15
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Percentage of respondents
Source Debtwire: Asia-Pacific Distressed Debt Outlook 2009, December 2008. Survey canvassed 100 hedge fund
managers and proprietary trading bankers.
14
Assessment approaches Key elements
While each of the above investment While each investor has a specific
types will require a different “assessment” “investment decision matrix” and
approach, typically investors will consider a “preferred investment type”, the
the following issues in relation to each key elements that they all look for
potential transaction: in any transaction include:
• Determining an exit strategy • Reasonable transaction size relative to
– depending on the nature of the the fund size, i.e. the effort to be put
investment, exit strategies may into a deal needs to be justified through
range from regular debt repayments, a meaningful investment amount.
foreclosure actions, sale of assets or Typically the average investor is looking
realisation of equity holdings at deal sizes (across Asia) of between
US$10 to 25 million with larger investors
• Estimating future cashflow – what are
looking to allocate up US$100 million
the timings and total expected gross
on a deal by deal basis
cashflow amounts generated by the
proposed exit strategy, for example • Access to reliable and current data with
the timing and amount of forecast debt which to make the investment decision
repayments or the realisation of assets
• Certainty of a transaction taking place,
• Estimating costs to be incurred especially in the case of a NPL sale
in relation to the adopted exit strategy by a bank
such as outsourced collection costs or
• A clear exit strategy including a relatively
the cost of establishing a local presence
predictable timeframe. In this regard
• Agreeing on the desired required return some investors look for a relatively short
factoring in the cost of debt/equity and turn around such as less than 1 year
estimated risk to the investment. while others prefer longer timeframes.
It is not uncommon for distressed debt
investments to have an average life
of 2 to 4 years
• Above average return requirements –
while return requirements vary between
investors and for each investment type,
all distressed investors are looking
for above average returns.
15
Secondary debt trading terms
Traded distressed debt includes secured and Where only part of a particular debt is sub-participated
unsecured bank debt, trade debts, liquidated a key issue will be how voting rights under the relevant
and unliquidated damages claims and other loan are executed. Generally, the lender of record
choses in action. will not be able to split its vote so voting rights will
generally go to the institution with the largest exposure
The transfer of economic risk associated with a debt
subject to consultation. However, in some instances
may be achieved either by transferring the debt itself
where the lender of record is keen to protect a client
so that the purchaser of the debt enters into a direct
relationship it may be reluctant to cede voting control
relationship with the debtor or by sub-participation
even to a sub-participant of the majority of its debt.
of the debt in which case the purchaser assumes
the economic risk associated with the debt pursuant Other important considerations in distressed debt
to a contractual relationship with the seller only. trades are whether the sub-participant has the ability
to force a transfer of the debt to it and whether it
Debt transfers are normally carried out by legal
receives an interest in ancillary rights to the debt
novation or assignment and the mechanism for
(e.g. claims against advisors in respect of reports
transfer is likely to be set out in the relevant loan
provided to the vendor).
documentation. Any such transfer must be carried
out in accordance with the terms of the loan In distressed debt trading a central issue of focus is
documentation which may include restrictions on whether the purchaser is taking the risk only on the
the minimum amount of debt that can be transferred level of return or on the risk of the validity of the claim.
or the nature of transferees. For instance, it is Often the vendor will retain the risk that the claim
common for loan agreements to include provisions is rejected by a liquidator.
providing that the debt may only be transferred
The Asian secondary debt markets (including
to another financial institution.
Australia) have not yet developed their own
Sub-participation is more flexible because the standard documentation or terms for distressed
debtor is not party to the arrangement and debt trading, but the Asia Pacific Loan Markets
has no influence on the terms. For this reason, Association is seeking to progress standardised
portfolio sales are likely to be carried out by documentation for Australia. For most trades within
sub-participation. Sub-participations can be funded these markets, parties typically adapt local par debt
(the purchaser makes payment upfront) or unfunded trading documents using distressed debt terms
(the purchaser indemnifies the vendor in the from the US market (Loan Syndication and Trading
event of a payment default). Association (LSTA) terms) or the European market
(the Loan Marketing Association (LMA) distressed
A funded sub-participant assumes a credit risk
debt trading terms). Standard documentation
on the seller whereas in the case of an unfunded
available includes risk transfer documentation and
sub-participation the seller assumes a credit risk
associated documents for carrying out a debt
on the purchaser.
trade such as confidentiality arrangements.
Sub-participants are also exposed to increased
cost risk and withholding tax risk as they do not
receive the benefit of the protections under the loan
agreement. Similarly a sub-participant will not be able
to access market disruption provisions.
16
Perspective
17
2. Portfolio debt sales –
the key considerations
in value
The key considerations are summarised • Are there director liability issues?
in the diagram below. • Who has provided the guarantees?
• Is the company still trading?
18
The emergence and continued growth of a
secondary market for distressed debts and
assets is a sign of the increasing depth and
sophistication of Australian financial markets.
Addressing each of these questions will How long will it take to collect?
assist in determining if a restructuring
Any purchaser of debt will factor in the
or renegotiation of the debt will be
time value of the investment, and discount
possible. If a restructuring or discounted
the future payment stream back to present
pay out is not possible then how
value. Assumptions regarding the time
much of the loan over and above the
it is likely to take to recover the debt will
security is recoverable? Some of the
have significant influence on the overall
issues here include whether there are
valuation. There are a number of factors
guarantees in place, what assets are
that will be key, including:
behind the guarantors and where are
the guarantors located? • What restructuring or discounted
payoff is to be put in place,
and over what period?
Consumer loans
• How long will it take to foreclose
For consumer loans the questions
on a property?
are similar:
• What are the potential impediments
• Are the loans secured, and if so,
to enforcing security?
what is the realisable value of the
underlying security? • How long is the typical bankruptcy
process for corporates or individuals?
• What are the chances of renegotiating
the loans? • How long does it take to sell assets?
• What are the chances of recovering • How far through the recovery process
any of the shortfall after realising is the seller?
the security?
• For unsecured loans what are the Australian
chances of recovering any amount
from the borrower?
insolvency procedures
The main steps in each of the major
• What is the likely timing of any
formal recovery procedures in Australia
liquidation dividend?
are outlined below.
To determine the likelihood of recovery,
borrower characteristics such as age, Administration
sex, location and employment status
Voluntary administration is the most
must be assessed. Other factors
common formal corporate rescue process
influencing recoverability will be the
used in Australia. It is most often initiated
type of loan and what it was used for
by the directors of the company because
and what sort of recovery process has
the appointment of an administrator
the loan been through?
will relieve the directors from any risk
of personal liability for insolvent trading
in relation to debts incurred following
the appointment of an administrator.
An administrator can be appointed by
the directors (by resolution), a liquidator
of the company, or the holder of a fully
secured charge over the company.
19
Administrators are given wide powers
to control and manage the company,
and the directors are not permitted
to exercise any powers except with
the consent of the administrator.
20
THE KEY STEPS AND TIMELINES FOR VOLUNTARY ADMINISTRATION
Action Timeframe
First meeting of creditors 8 business days from appointment (omit the first day)
Adjournment of second meeting of creditors Permitted for up to 45 business days with creditor approval;
further extensions possible with court approval
Given the extensions which may be made Where the creditors accept a proposal
to the timing of the second meeting of that the company is to continue to trade,
creditors, in complex administrations the execution of the deed of company
it may take between 3 and 12 months arrangement marks the end of the
before the company’s fate is voted upon. administration. The terms of the deed
replace the statutory moratorium on
At the second meeting of creditors, the
company debts and the arrangement
creditors vote on whether the company
binds all of the company’s creditors,
should enter into a deed of company
shareholders, directors, the company
arrangement, be liquidated, or returned to
and the deed administrator.
the control of the directors (a majority vote
is counted in terms of numbers and value).
Significantly, no court approval is required. Administration and
If a deed of company arrangement Chapter 11 compared
is entered into, the limited statutory
Overseas investors are often interested
requirements allow tremendous flexibility.
to compare Australia’s voluntary
Deeds can be used to implement almost
administration regime with the
whatever type of arrangement the situation
United States’ Chapter 11 procedure.
requires – from a simple compromise of
The table on page 22 highlights the key
debts to a complete corporate restructure,
similarities and differences between
a capital raising or a continuation of the
Australia’s voluntary administration
business. Recent reforms have also
and the United States’ Chapter 11
enhanced this flexibility by facilitating
regimes, based on the Australian
post-restructuring equity raising
Government’s, Corporations and Markets
and debt financing.
Advisory Committee, Discussion Paper,
‘Rehabilitating large and complex
enterprises in financial difficulties’,
September 2003.
21
AUSTRALIA’S VOLUNTARY ADMINISTRATION VS US CHAPTER 11 PROCEDURE
Benefits in appointing Directors can avoid incurring liability To avoid some contracts, avoid some past
for insolvent trading. transactions and restructure balance sheet.
Recent amendments enhance flexibility
in balance sheet restructuring.
Role of the court No mandatory role in either situation, though Procedure initiated by petition to the court.
in commencing the court has various ancillary powers Continuing close court involvement in the
the procedure and exercisable on application. rehabilitation procedure, including final
approving the plan approval of plan.
Who controls the The administrator, who must be a The directors (unless the court orders their
company during the registered liquidator. replacement by an independent trustee).
rehabilitation procedure
Committees or creditors Limited functions, namely to consult with Major role. Can employ professional advisers at
administrator in relation to the administration the company’s expense.
and consider reports by the administrator.
Information to creditors Report by the administrator about the Court-approved disclosure statement.
company’s business, property, affairs
and financial circumstances and a
recommendation about what is to be done.
Moratorium on claims Automatic moratorium, with significant Automatic moratorium, which applies to all
against the company exceptions for some secured creditors secured and unsecured creditors.
and property owners.
Liability for Administrator personally liable, with a right to Company liable as debtor in possession, with
goods and services an indemnity out of the company’s assets. debts having priority over pre-commencement
unsecured debts.
Ability to Company can generally repudiate Company can disclaim executory contracts, with
disclaim contracts contracts, with counterparty ranking counterparty ranking as an unsecured creditor.
as unsecured creditor.
Avoiding prior transactions Administrator cannot avoid Company can avoid selected classes
pre-administration transactions. of transactions.
Loan financing during Lender is an ordinary unsecured creditor The court can give a lender a priority over all
rehabilitation procedure of the company, but recent legislative existing unsecured creditors and, if necessary,
amendments allow for priority to be over existing secured creditors.
adjusted with secured creditors’ consent.
Who devises The administrator, although other parties The directors, usually in consultation with
rehabilitation plan can put forward proposals. professional advisers, during the exclusivity
period (see below).
After the exclusivity period, any interested party,
including the creditors.
Majority required to 50% majority by number and by value of all Two-thirds in amount, and more than one-half by
approve the plan the creditors who vote. number, of creditors who vote, class by class.
A dissenting class can be overridden by the
“cramdown” rules.
Rehabilitation plan binding Yes, if the secured creditors agree or the Yes, provided:
secured creditors court so orders. • if impaired class of secured creditors, at least
one impaired class assents; and
Rehabilitation plan The creditors can approve a deed that Under the “absolute priority” rule, senior creditors
discriminating between discriminates against particular creditors, but are paid before junior creditors. All creditors are
creditors cannot alter employees’ priority rights. paid before shareholders. One class cannot
receive less than another class with identical
priority without the consent of its members.
22
Receivership The timeframe required for a receivership
to be completed depends on the
Financers typically require a debtor complexity of the receivership and the
company to provide security, usually a receiver’s ability to recover the secured
mortgage debenture, containing a fixed creditor’s security. A company can
and floating charge. The debenture usually concurrently be under both administration
allows the financier to appoint a receiver and receivership. Creditors with a
to the debtor upon default under the charge over all or substantially all of
instrument. A receiver is appointed to a company’s assets can choose to
the company for the purposes of realising appoint a receiver “over the top” of an
company assets to discharge the debt administrator. The receiver can then deal
owing to the secured creditor. Receivers with the secured assets unfettered by the
enjoy sweeping powers under both the administration. Accordingly a prospective
debenture and statute, including the power purchaser of assets would usually deal
to take possession of the company’s with the receiver, and not the administrator.
assets, realise those assets or carry Such concurrent appointments (especially
on the business of the company. to large companies) are common.
However, concurrent appointments
The terms of the security govern the
can make balance sheet restructuring
appointment. The secured creditor decides
very difficult, given that the focus of
the identity of the receiver and, in doing
secured creditors is usually the sale
so, is under no obligation to consult with
of secured assets.
the debtor company. Usually the receiver
is a professional insolvency practitioner.
A receiver owes duties principally to the Liquidation
secured creditor, not to the debtor or its Winding up may be initiated by court
unsecured creditors. However, a receiver order (winding up in insolvency) usually
is subject to statutory duties in exercising upon a creditor’s petition, or by the
his or her powers, including a duty of care creditors (creditors’ voluntary winding up).
in exercising a power of sale to achieve a A simple creditors’ voluntary winding up
market price. The receiver is also subject takes between 6 to 8 weeks and entails
to the supervision of the court and the various notices and meetings. A complex
corporate regulator, Australian Securities winding up, which may involve recovery
and Investments Commission (ASIC). actions being pursued through the courts,
The appointment of a receiver offers could take considerably longer.
considerable advantages in terms The liquidator winds up the company
of immediate control (particularly of and applies the assets to satisfy the
commencement, which may take only liabilities and distributes any surplus to the
1 to 2 days), cost and flexibility. However, shareholders. The directors’ powers cease
it does not create a moratorium on upon the appointment of the liquidator.
the initiation or commencement of
proceedings against the debtor. There is a stay on proceedings against
the company. Liquidators have extensive
In a very limited number of cases forensic recovery powers, can recover
a court is given the statutory power voidable transactions and bring
to appoint a receiver. claims against directors.
Usually a deed of indemnity is provided Set out on page 24 is a table that
by the secured creditor to the receiver. outlines the liquidation priority regime
for secured creditors for both fixed
and floating charge assets.
23
LIQUIDATION PRIORITY REGIME
24
Recapitalising a distressed company
can be achieved either informally or
through a formal insolvency procedure.
Bankruptcy
BANKRUPTCY TIMEFRAME
Action Timeframe
Creditor issues bankruptcy notice, First step
demanding payment
If person ignores notice a creditor’s At least 21 days after the bankruptcy
petition for bankruptcy can be made notice
In all cases there is an application Within 7-14 days of the expiry of
to court for a creditor’s petition the bankruptcy notice, but not more
for bankruptcy than 6 months
Court determines application (if Within 4 to 8 weeks of application
successful, court sequesters bankrupt’s
assets and appoints a Trustee)
Trustee notifies creditors of After 42 days of Trustee’s appointment
the bankruptcy
Trustee’s report to creditors on likelihood After 3 months of Trustee’s appointment
of receiving dividends
Trustee may pay dividends, interim Usually after 3 months
and final of Trustee’s appointment
25
What is the risk associated with the purchase?
There are many factors that may be taken into Any calculation however will need to be compared
account when determining the discount rate to be to the investor’s desired internal rate of return for
applied to the net present value of the future cash distressed investments, whether they be portfolios
flow. One approach is to apply a formula and calculate or single credits. A common theme that many of
the weighted average cost of capital. This takes into the larger investors have expressed is that they are
account such variables as the risk free rate, country working in a global environment and they are therefore
risk premium, debt to equity ratio, cost of debt competing against returns in deals in Europe and
and the effective tax rate. the US. If they can get similar or better returns on
deals in other markets, then it is hard to get these
past credit committees. As such most investors have
indicated they are working on internal rates of returns
in excess of 20 – 25%. For more information on
using secured convertible notes see page 34.
26
Perspective
• Buyers will consider the type of loans, whether they are corporate or
consumer, how much of the individual debt can be recovered, whether
the debt is secured or unsecured, how long it will take to collect, how
much this will cost and the risks associated with the debt recovery process.
27
3. Using secured debt
to control outcomes
and obtain ownership
of the assets
A secured creditor who is entitled to enforce a charge over the
whole, or substantially the whole of a company’s property has
wide powers of enforcement especially in relation to companies
that may also be in administration. Such a secured creditor
can elect to appoint a receiver over the secured property
even during the first 13 days of an administration.
Thus, a secured creditor can opt out In the case of a secured creditor whose
of the voluntary administration process entitlement does not extend to the whole
and enforce its security. If the secured or substantially the whole of the company’s
creditor fails to take this step within the property, then that secured creditor will
13 days it will be unable to enforce its be unable to appoint a receiver without
security during the period of the voluntary the administrator’s or the court’s consent.
administration; however a practice has In these circumstances, the secured
developed whereby administrators extend creditor becomes subject to the actions
this period in order to encourage secured of the voluntary administrator during the
creditors to support their appointment. course of the administration. An exception
to this rule arises if the secured creditor
takes steps to enforce its charge before
the appointment of an administrator.
This enforcement power may, however,
be restricted by the court on an
application by the administrator.
28
A receiver exercising a financier’s power
of sale over secured property must take
reasonable care to sell the property
at no less than its market value.
29
Pre-pack appointments
A “pre-pack” appointment occurs in There have been few pre-pack
a receivership or an administration when administrations and receiverships to date
the sale of an insolvent company, or its in Australia. This is due to the difficulties of
assets, is negotiated by stakeholders managing stakeholders and the concerns
(including creditors, shareholders, key about the duty of the administrator or
customers and key trade suppliers) receiver in the sales processes. Although
and agreed before the formal this concern is legitimate, the pre-pack
procedure is commenced. sales exist to maximise the value of the
business and its assets and avoid the
The key advantage of a pre-pack is to
loss of goodwill often associated with
maximise the chances of a rescue for
unplanned insolvencies.
the company while it remains a going
concern without the loss of goodwill
usually associated with an unplanned Control strategies
insolvency announcement. Pre-packs
are commonly used on companies with A party looking to invest in a distressed
contract or service based businesses. company or its assets will often seek to
acquire secured debt in the company as
The process begins with negotiating the a first step to gain control and then drive
pre-pack arrangement. Once agreement through a sale or recapitalisation.
is reached, an administrator (or receiver)
is appointed, and the pre-ordained sale
of the company or its assets is executed
expeditiously. Because the pre-pack
sale occurs without the business or
its assets being offered on the open
market, the sale could be impugned as a
breach of the administrator’s or receiver’s
duty of care in selling the company or
assets (discussed above). To avoid this,
administrators are required to show
that due enquiries were made regarding
the real value of the asset or business
during the pre-pack process before the
administration, and that the sale continues
to be reasonable and in the best interests
of creditors after administration begins.
30
Perspective
31
4. Recapitalising distressed
listed/unlisted companies
These advantages include: The ASX Listing Rules generally limit the
amount of equity that can be placed
• Tax advantages – Asset sales can attract
to an investor without shareholder
significant stamp duty (although stamp
approval to 15% in any 12-month period.
duties on business assets other than
Australian takeover laws prevent an
land are progressively being phased
investor from subscribing more than
out in Australia)
20% of voting shares in a company
• Investors can retain company without shareholder approval. A significant
specific benefits such as the existing feature of shareholder approvals of this
infrastructure of a company’s operations, nature is that an expert’s report as to the
including contracts and employees. proposal’s fairness and reasonableness
is generally required, adding to the
Recapitalising a distressed company can cost and complexity of the proposal.
be achieved either informally or through a Obtaining shareholder approval (and
formal insolvency procedure. A distressed, an expert’s report if one is required)
though solvent, company and its can result in considerable delay in the
lenders may decide that the company distressed company getting access to new
can return to health despite its current funds, which it may not be able to afford.
difficulties with debt.
However, there are various exceptions
Privately-held companies can be to the shareholder approval requirement
recapitalised with relative ease. With that can be used to facilitate a
supportive lenders and shareholders, recapitalisation quickly. In particular,
substantial new equity can be injected exceptions to both the 15% Listing
quickly and with minimal publicity. Rule limit and the 20% takeovers law
It may even be possible to recapitalise restriction are available for pro-rata rights
a distressed company without the issues (including underwritten rights
support of its existing shareholders. issues) to shareholders. In addition,
Publicly listed companies face more waivers from the general 15% rule can
complex challenges, although it is equally be sought from ASX to facilitate rights
possible to recapitalise a distressed issues on an “accelerated” basis, which
listed company quickly. combine advantages to the company
of an accelerated institutional offer (quick
access to funds) with the advantages
to retail shareholders of a rights issue
(minimising dilution through participation
in the recapitalisation).
32
Recent reforms to the voluntary
administration regime certainly
encourage recapitalisations.
Raising equity is now much easier.
33
Secured convertible notes creditors irrespective of whether or not
they voted in favour of the resolution.
Secured convertible notes offer investors Conversely, only those secured creditors,
a way to combine potential equity upside lessors of property and owners that voted
and control, while protecting themselves in favour of the resolution of a deed will
against the risk of having to compete be bound by it.
against a multitude of unanticipated claims
if the recapitalisation should fail. In light The liabilities management of the
of the decision in Sons of Gwalia, which insolvent company is enhanced by a
allows shareholders who believe they deed of company arrangement because,
have been misled into buying shares in depending upon the terms of the deed,
a company to make a claim against an all or some of the company’s pre-existing
insolvent company and be treated as an debts and claims may be extinguished
unsecured creditor, secured convertible after the deed obligations are met.
notes have become an increasingly Having creditors reduce the size of their
important instrument for investors claims enhances a company’s ability to
in distressed entities. For a detailed recommence trading. Unsecured creditors
discussion of Sons of Gwalia see page 26. agree to a reduced return on the basis that
they will receive a greater return from a
deed of company arrangement than they
Liability management would if the company went into liquidation.
Creditors may also contemplate receiving
through deeds of increased returns from the future trading of
company arrangement/ the company operating under a deed.
schemes of arrangement Deeds of company arrangement
have been traditionally used to
The voluntary administration regime in
restructure a company’s debt capital,
Australia provides a way for companies
but are now increasingly being used
in financial distress to be reorganised.
to effect a whole of balance sheet
A deed of company arrangement is
(including equity) restructuring.
a mechanism incorporated within
the voluntary administration regime A scheme of arrangement is an alternative
and allows a company to enter into way for a company to come to a financial
compromise arrangements with its agreement with its members and creditors.
creditors to avoid going into liquidation. The liability management advantages of
a deed of company arrangement can
The law provides for extensive flexibility
also be achieved through schemes of
when dealing with a deed of company
arrangement. Schemes of arrangement
arrangement so the deed can be drafted
can be useful to manage class action risk.
to meet the particular circumstances
of the company and its creditors. The
passing of a resolution to implement a
deed binds all of the company’s unsecured
34
Perspective
35
5. Why should an Australian
bank sell debt?
The reason given for this general level of inactivity is simply BAD DEBT EXPENSES
that they have not had to. Until recently, the Australian (AVERAGE ACROSS ANZ, CBA, NAB AND WBC)
economy had been on an unbroken growth trajectory
since the early 1990s. Levels of defaults and hence non- 2.0%
36
This is the first year in which the full
implications of Basel II will be felt
and there is a real concern that banks
and regulators have not appreciated
the full impact of Basel II as levels
of NPLs increase significantly.
37
• Managing the bank’s reputation The graph below is an example of the
or brand in the market above description from an economic
One of the key assets of each point of view. In summary if a bank has
Australian bank is its brand. a A$100 million loan impaired by 45%
Brand recognition and awareness are then from an economic point of view
generally very high. Therefore anything if the loan can be sold for anything greater
that may potentially damage the brand than A$32 million, the bank comes out
should be avoided. Brand damage is ahead. However the example does not
likely to come from two main sources, take in account indirect costs such as
with the first centred on the bank’s management costs, reputation costs or
financial health. Growing levels of the opportunity costs associated with
provisions or NPLs may contribute the interest earned from applying the
to a general level of unease as to a Tier 1 capital to performing loans.
bank’s overall financial security. The The example below assumes an
second source is from association 8% interest rate on performing loans,
with loan foreclosure. There have been 11% cost of capital, a 3 year recovery/
a number of high profile administrations workout period of the loan and an
where the banks have had their annual tax rate of 30%.
names linked to company closures.
120
100
80 -45.0
$m
-11.3
60 -2.8
100 -8.5
40
55
20 32
0
Cost of deferring
Cost of deferring
on capital reqd)
reporting provision)
the recovery
Source: PricewaterhouseCoopers
38
Perspective
The main reasons for Australian banks to consider selling debt are:
39
6. How does a
non-performing loan
portfolio sale work?
Determining what to sell, the method of the key driver for the sale at the beginning
sale, the information about the portfolio of the process is a crucial step.
and how to present it are all key aspects
Financial institutions principally have two
that need to be considered to ensure that
options for dealing with NPLs – internal
the seller maximises return. Establishing
or external workout, as illustrated below.
The outsourcing of NPLs to an external Aside from the above general benefits,
servicer still involves the continued banks that intend to conduct a NPL sale
involvement of the bank in monitoring will often have an overriding objective
and overseeing portfolio management, for the sale (such as timing or profit
which in turn diverts time and focus generation) and this will determine
from more profitable banking activities. the size and composition of the NPL
An outright sale removes NPLs from portfolio to be taken to market and
the bank’s balance sheet, favourably the sale process.
impacting the bank’s overall NPL levels
and capital adequacy, and may allow the
bank to redeploy staff resources to less
time consuming, higher return customers
in the early stages of delinquency.
40
Determining what to sell, the method of
sale, the information about the portfolio
and how to present it are all key aspects
that need to be considered to ensure
that the seller maximises return.
• Improved liquidity position of the Secured corporate • Sale of secured loans is likely to
institution, freeing up funds for generate higher values.
Secured consumer
new lending and investment
• Reducing the balance sheet doubtful
Real estate
• Better capital & debt market debt provision and improving
owned assets
perception, thus reducing funding capital adequacy ratios is generally
costs and raising share price viewed favourably by capital and
debt markets and rating agencies.
• Improved ratings (S&P, Moody’s),
However this may need to be traded
again reducing funding costs and
off against the potential profit and loss
raising share price
(P&L) impact caused by the differing
• Improved capital adequacy position valuation methodologies used by
– particularly in light of Basel II sellers and buyers.
requirements for weighting on NPLs
• Basel II requires Tier 1 capital
requirements to be based on the
gross value of loans rather than the
net value hence selling higher gross
value NPLs will have a greater impact
on capital adequacy calculations.
• Immediate and future positive impact Unsecured corporate • Generally limited or no underlying
on profit and loss via possible collateral and therefore larger
Unsecured retail
provision write backs, utilisation of tax provisions can be raised against
assets, accelerated recoveries and Delinquent these debts making it easier to
savings on human resources costs receivables portfolios result in a profit on sale.
(telco and utility
• Overcome an inability to manage • Substantial number of customers/
debts, store cards,
problem loans in-house effectively loans with relatively low average
etc.)
balances outstanding. Requires
• Freeing up management time and
a similar amount of contact
focus resources on more profitable
and monitoring as a secured
activities/collections
debt but generally has a lower
• Release/redeploy staff resources, yield. A reasonable size portfolio
thus improving cost to income ratios (approximately A$300 million)
could remove up to 60,000 loans
41
DETERMINATION OF THE SALE STRUCTURE
The determination of the sale structure is also fundamental to the sale process and often
involves consideration of the following three strategies:
1. Private placement
3. Securitisation
42
SALE PROCESS
Notwithstanding the sale type, the sale process often involves the following four work phases, with each phase
being interconnected:
Phase 1
Phase 2 Phase 3
Project Portfolio Phase 4
Strategy Sale
Planning Identification Execution
Development Preparation
& Valuation
Confirm your overall Portfolio identification Develop overall Development of bid Investor and
goals and objectives and classification sale strategy documents and SPA sale management
Establish due
Finalise Due diligence Negotiation
diligence and data
work program review and validation support
room procedures
Marketing of the
Valuation Closing
sale transaction
Project Management
The three sale processes on page 42 are unfeasible for the originator due to
should not be considered mutually political or market perception reasons.
exclusive. One strategy may apply to Unlike banks, unlocking value in NPLs is
the whole portfolio or to different pools the core business of a distressed debt
or each of the three strategies could be investor and they use proven collection
applied to different asset pools depending methodologies in order to achieve this.
on an assessment of how value will For this reason such investors are willing
be maximised and the seller’s exact to pay competitive prices to gain access
priorities. For example, if maximising to such assets/markets.
the net proceeds is paramount, then
To diversify their exposures, distressed
an auction or securitisation process
debt investors are beginning to look
would be preferable. If speed of sale or
outside the traditional and established NPL
confidentiality of information is paramount,
markets. However, these investors have
then a private placement is likely to provide
come to expect sale processes and legal
the quickest exit route.
documents to be reasonably consistent
Given the recent increase in the supply from country to country. Combine this
of NPLs in the global market created expectation with the fact that one of
by the recent global financial crisis, the key determinants of value for an
coupled with competition for investor investor is the speed with which they
resources, the NPL market appears to can start “working” the portfolio and it is
have moved from what was considered clear that the information prepared and
a “seller’s” market pre 2007 to a more presented to investors as part of the due
“buyer” centric market. This may impact diligence process is critical to the success
the sale structures going forward as of any sale.
generally buyers will show a preference
Investors have very specific information
for bilateral deals.
requirements when bidding for distressed
Distressed asset loan portfolios have assets and some of this information can
become an established asset class take time to collect. Contacting investors
for many international distressed debt and commencing a sale process without
investors. The major distressed debt the required information will most probably
investors have developed unique skills result in a long drawn out sale process,
and expertise in buying and working which in turn will both increase the cost
out NPL portfolios throughout the of participating in the sale and decrease
US, Asia and Europe and can often the overall value of the portfolio.
negotiate deals with borrowers that
43
To maximise value for investors and, ultimately through Confidential information received from a borrower or
higher prices provide more value for the bank, it is information about the status of the debt (e.g. potential
considered market best practice to consider the default or a proposed restructure of the terms) may
following (in conjunction with appointing a qualified be price sensitive and therefore “inside information”
sell-side advisor): for the purpose of the insider trading laws. If the debt
is a financial product to which the insider trading laws
• Consistent sales process – Investors are looking
apply (e.g. notes, bonds or debentures issued by the
for a professional sales process and confidence that
borrower) possession of inside information prevents
the seller will proceed with the transaction closing
the lender from dealing in the debt until the inside
at a realistic market-based price.
information becomes generally available or ceases
• Quality and timely information – Investors to be price sensitive.
require quality information to minimise additional
Some strategies to limit the risk of liability include
risk discounting and maximise value. Key
the use of “Chinese walls” to manage receipt of
information includes historical data, virtual data
confidential information and to ensure the lender’s
rooms, representative sample information of
flexibility in trading the debt, and only trading under
scanned documentation, updated real estate
information symmetry between counterparties, such
appraisals for collateralised assets, past
as between other creditor committee members or
collection policies, repayment plans, recent
other investors with the same degree of knowledge.
borrower correspondence, financial information
on large corporate borrowers, and standardised Lenders can also include specific provisions in
market-based legal sale documentation. their lending documentation to facilitate distressed
debt trades. This may extend to a requirement
• Simple sale process – From an investor’s
that the borrower confirms the accuracy and
perspective the less complex the sale process the
currency of financial information if the lender
better. A process with too many bid stages or that is
intends a debt transfer.
unstructured can be time consuming and confusing
for investors. It can also make it difficult for the seller In addition, publicly listed borrowers are subject to
to compare bids at the end of the process. continuous disclosure obligations, which in broad
terms require them to immediately disclose information
• Reliable and realistic sale timetable – A timetable
that would be expected to have a material effect
that is adhered to by the bank and investors
on price or value to ASX as soon as the company
limits the resource commitment from the bank
becomes aware of that information.
and the investor.
In its Companies Update 02/08 issued last year,
A key area of concern for sellers of debt revolves
ASX made it clear that listed entities that have
around the confidentiality of the borrower’s
in place (or have put in place or altered) material
information. The ability of a lender to trade a
financing arrangements which contain covenants
borrower’s debt in circumstances where they
that may be triggered on certain events occurring,
have confidential information may be restricted
may need to disclose details of the arrangements
by obligations of confidence and insider trading
at the time the covenants are (or are likely to
laws. It may also be impacted if the lender has
be) activated. Disclosure may need to include
a representative on a creditors’ committee.
details of the covenants in question, as well as
Lenders will typically be provided with access to other information such as any impact that the
financial and other sensitive information about a triggering of the covenant may have on the entity’s
borrower which is subject to express or implied relationship with its bankers, its financial position
obligations to keep the information confidential or and its financial performance (to the extent that
to use it only for certain specific purposes (such as information is material). In practice, market disclosure
monitoring performance of the company). The lender of this nature may overcome the lender’s inability
may breach its duty of confidentiality to the borrower to deal with the debt by reason of confidentiality
if it discloses information to a prospective buyer constraints or possessing “inside information”.
of the debt without the borrower’s consent.
44
Perspective
45
7. Structuring options for
sellers of debt/assets
From the buyers’ view the sellers have not adjusted their price expectations given the
state of the economy, and from the sellers’ perspective the buyers are over emphasising
the risk. One potential step to try and bridge the gap between the bid and asking prices
is to structure a deal that shares risk and rewards. From single credits to portfolios,
returns may be improved by considering various alternative structures.
Any intended structure will need to take into consideration the seller’s objective
for the debt sale.
Typically most sellers of debt, especially financial institutions, are motivated by
both the quantitative and qualitative benefits of selling problem loans:
Depending on the goals of the seller, and the regulatory environment in which the
seller operates, typically three types of sales structures are considered to maximise
the seller’s objectives, as outlined below.
SELLING LOANS
46
SALES STRUCTURES MAXIMISING SELLER’S OBJECTIVES
Option 1: Outright sale alongside the buyer. Under this option, the
SPV would acquire the credit/portfolio from
– typically for cash the bank for a combination of cash (from
The first option involves the outright sale the buyer) and non-cash “contribution”
of the debt. Most buyers of debt in this (the NPLs) from the bank. The economic
scenario will establish an on-shore entity interest in the portfolio would then be
or special purpose vehicle (SPV) in which shared by the equity holders pro rata to
to warehouse the transaction. In fact, their equity stakes or another method
many jurisdictions in Asia require an entity (e.g. profit sharing) as agreed between the
which meets local regulatory requirements, parties.
typically local majority ownership, to be Generally the main reason for choosing this
established for these types of transactions. option is price, especially if a value cannot
In this instance, all economic interest in the be determined or the value depends upon
credit/portfolio would pass to the SPV and some future event. JV arrangements
its ultimate owners. The selling bank would are often adopted for real estate finance
not retain any interest in the credit/portfolio projects or where there may be some
although in some instances the selling perceived sensitivity in relation to the
bank may be contracted to continue portfolio, for example the bank wishes
servicing the credit or portfolio. to remain involved and minimise any
negative publicity that may result in the
At present, this is generally the preferred event of an outright sale. Alternatively it
option of most selling banks in Asia, is also a mechanism to give the bank the
particularly for portfolios, as it achieves ability to increase its return if actual returns
the following aims: are greater than a buyer’s expectations.
• A reasonably quick process The form of the JV arrangement is at the
absolute discretion of the parties involved
• Immediate release of resources
but typically sees certain buyer costs and
• Immediate de-recognition from return requirements being met in priority to
the balance sheet any return back to the selling bank. Other
advantages of a JV arrangement include:
• Perceived to be transparent transaction.
• Ability to engage expert asset managers
Investors are also generally in favour of
to maximise value (whether these
this structure as it provides complete
are provided by the bank or the
control over the transaction and allows
third party buyer)
for a relatively free hand in structuring
the ownership of the SPV.
Option 2: JV arrangement
The second option involves forming a joint
venture (JV) between the selling bank and
the buyer. In this scenario the selling bank
typically holds an equity stake in the SPV
47
SALES STRUCTURES MAXIMISING SELLER’S OBJECTIVES
OPTION 3: SECURITISATION
Investors
Investor
servicing
Cash
Trustee SPV
Asset
transfer
Cash
Servicer
(could be selling bank) Selling bank
48
Perspective
49
8. Tax implications of selling
and buying debt
50
The taxation consequences from
the acquisition of debt will depend
on a number of factors, including
whether the debt is acquired directly
or through an acquisition of shares
in a company holding the debt.
51
More than 50% change in shareholders The same business test is a strict test and requires
the company to carry on exactly the same business.
Broadly, where the acquisition of shares results in an
The test may be satisfied for immaterial or organic
at least a 50% change of the company’s shareholders,
changes in the business.
the availability of bad debt deductions in respect of
the debt held by the acquired company will depend If the debt is forgiven instead of being written off,
on a number of factors. more complex provisions dealing with unrealised
losses will apply to determine whether a deduction
The change in shareholders is determined for the
in respect of a debt is allowed. These provisions
period starting from the date the debt was incurred by
may allow a deduction or capital loss notwithstanding
the company and ends on the last day of the income
the company failing to carry on the same business
year during which the company seeks to claim a bad
(e.g. where a company does not have a net unrealised
debt deduction in respect of the debt. If there was a
loss at the acquisition time) or disallow a capital loss
more than 50% change in the ultimate shareholders of
or deduction even where the same business test has
the company, in order to claim a bad debt deduction
been satisfied after the acquisition (in some cases
in respect of the debt, the company must carry on
where the company leaves a tax consolidated group).
the same business as it was immediately before
the ownership change during the income year in The investor’s expenses in respect of the acquisition
which the bad debt deduction is claimed. should be included in the cost of the shares for
tax purposes, unless the investor is in the share
trading business and the shares are acquired
Example as part of that business.
52
It is expected that the TOFA legislation
will be enacted in 2009 which will require
that most large taxpayers recognise interest
income on an accrual basis for tax purposes.
53
The TOFA rules are complex and change the current debt agreement will require detailed consideration
taxation treatment of financial arrangements, including of the taxation consequences.
debts, by prescribing a number of methods, some of
• Writing off all or part of the debt – the holder
which are elective, to recognise income or losses from
may re-assess the recoverability of the debt and
financial arrangements for tax purposes.
choose to write-off all or part of the debt in its
accounts. However, a corresponding deduction
Converting debt will only be available where:
The holder may choose to convert the debt to another
instrument, normally equity in the issue of the debt,
− The debt exists at the time of the writing off
(i.e. it has not been extinguished, etc)
if the debt agreement allows such a conversion.
Briefly, the tax cost of shares received from the − The debt has actually gone “bad”, that is,
conversion will be equal to the cost of the debt for example, reasonable recovery attempts
and incidental expenses related to the conversion have failed, the debtor is in liquidation,
and no gain or loss will generally arise. etc. A mere expectation of a default
is not sufficient for a deduction
Alternatively, a deduction for the difference between
the value of the received shares and the debt amount
− The holder bought the debt in the ordinary
course of the holder’s business of lending money.
may be allowed to the creditor if the creditor bought
The deduction is limited by the amount the debt
the debt in the course of its business of lending
was bought for
money. In this case, the tax cost of shares will
be equal to their market value. − Forgiveness of accrued interest incurred after
the purchase will give rise to a deduction
Outcomes for creditor if debtor has only if the interest has been included in the
difficulties in servicing the debt holder’s assessable income or if interest can
be classified as debt in respect of money lent by
If the debtor has difficulties in servicing the debt, the holder in the course of the holder’s business
the following outcomes may be possible: of lending money
• Payments are below the required payments − See comments above regarding when the debt
– unless the debt agreement and a subsequent is held by a company purchased by the investor
agreement between the debtor and creditor − Future recoupments of a debt written
specifies otherwise, the creditor will be deemed off for tax purposes will be included in
to receive interest before principal. For example, the holder’s assessable income.
where the required payment is A$100 interest
• Legally forgiving the debt – the creditor may
and A$10 principal, but only A$90 payment
choose to legally forgive all or part of the debt,
is made, the creditor will be required to deem
therefore fully or partially discharging the debtor.
this payment as interest only.
A discharge is likely to give rise to a deduction
• Changes to the debt agreement – the parties or a capital loss for the holder; however, the
may choose to renegotiate the debt agreement exact amount of the deduction will depend on
to provide for a change in the payment schedule, the specific facts of each case. Further, the
etc. These changes may result in a debt for forgiveness may also result in taxation implications
tax purposes being converted into an “equity for the debtor and/or debtor’s group entities
interest”, return from which will be deemed to under the commercial debt forgiveness rules.
be a frankable distribution. Renegotiation of the
54
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Incidental expenditures of the holder • Debt may also be acquired by a trustee of a trust.
If a trust is a fixed trust, that is its beneficiaries
• Broadly, the purchaser and holder of the debt
are entitled to a fixed share of the trust’s income
should be entitled to a deduction for incidental
(e.g. a unit trust), it is the beneficiaries and not the
expenditures incurred in acquiring and holding
trustee who should generally be assessed for tax
the debt as those expenditures are incurred.
in respect of their entitlement.
This will include legal fees, factoring fees, etc.
Where all or some of the beneficiaries are non-
However, where an expenditure is of a capital
residents, and the trust qualifies as a “managed
nature, for example, due diligence fees in respect
investment scheme”, income from collection and
of an acquisition of a business together with debt,
disposal of Australian debts (but not interest) to which
the deductibility may be restricted by including
foreign beneficiaries are entitled to, may be subject
the expenses in the tax cost of certain assets
to a reduced rate of final Australian withholding tax.
or allowing a deduction over 5 years.
Australian stamp duty
Overseas matters
Australian stamp duty is a State-based tax
Generally, the above rules apply to debts where a
imposed on transactions and legal documents.
debtor or creditor is a non-resident. However, the
There are eight different sets of rules governing
following considerations should be kept in mind:
stamp duty in Australia.
• Where the debtor is a non-resident, interest
There is no logic or uniformity to the various regimes.
payments and payments in the nature of
However, outlined below are some of the broad stamp
interest (e.g. discounts) may be subject to
duty issues which will need to be considered by the
a foreign withholding tax. The creditor may
buyer of distressed assets, as the obligations to pay
reduce its Australian tax by the foreign tax
duty generally fall on the buyer. Given the complexity
withheld from interest
and differences in the rules for each jurisdiction,
• Where the debt is held by a foreign branch of the the actual stamp duty exposure will depend on
Australian holder and income of the branch is the circumstances of the particular transaction.
exempt from Australian tax, no bad debt deduction
• Transfer duty is imposed on the acquisition
in respect of the debt will be available, even
of assets located in Australia. Assets which
though legally the debt is held by an Australian
are subject to duty, in some or all jurisdictions,
taxpayer and other conditions for the bad debt
include land and buildings, business assets
deduction are satisfied
(e.g. plant and equipment, goodwill, intellectual
• Any transfers of the debt between international property, trade debts etc.). The rates of duty
related parties must be on arm’s length terms vary in each jurisdiction and among jurisdictions
but can be as high as 6.75%. Duty is calculated
• If the debt is held by an Australian branch of a on the greater of the market value of the asset
non-resident, the rules above will generally apply and the consideration paid (inclusive of GST).
to the branch. However, if the debt is held by a Accordingly, the stamp duty exposure on the
non-resident not through a branch in Australia, acquisition of distressed assets will depend on the
the acquisition, holding and disposal of the debt nature of the distressed assets and their location.
should not have Australian taxation consequences
for the non-residents
55
• Transfer duty may also apply to any subsequent • In Queensland and South Australia, there are
transfer of the assets between entities of the buyer’s “trust look-through” provisions that need to be
own corporate group. However, any intra-group considered if units in unlisted unit trusts are part of
transfer may qualify for corporate reconstruction the distressed assets. These “trust look-through”
relief but formal application for relief is required provisions operate to treat dealings in the units as
to be made. dealings in the underlying assets of the trust located
in South Australia or Queensland and duty is
• Where the distressed assets include shares
imposed at transfer duty rates on those assets that
or units, marketable securities duty is payable
are “dutiable property” located in those jurisdictions.
in New South Wales, the Australian Capital Territory
and South Australia on the transfer of shares • If a buyer borrows or finances the acquisition
in unlisted companies and unit trusts connected of distressed assets through secured lending
with those jurisdictions. Marketable securities arrangements, mortgage duty is payable in
duty is imposed at 0.6% (or 0.3% in South Australia New South Wales and South Australia on any
from 1 July 2009) on the higher of the market value mortgages and charges relating to assets
of the shares/units and the consideration paid. located in these jurisdictions. Mortgage duty is
imposed at the rate of 0.4% (in NSW) and 0.15%
• The acquisition of interests in entities which hold
(in South Australia) on the amount secured
any land assets located in Australia, either directly
by the mortgages.
or indirectly or on a consolidated basis, could
also attract land rich or land holder duty. Land • If any leases of real property are entered into where
rich or landholder duty is imposed at transfer duty a premium is paid for the granting of the lease,
rates (i.e. up to 6.75%) on the market value of the transfer duty may be payable.
underlying land assets (although in one jurisdiction,
duty is imposed on both land and chattels). Broadly, GST
these provisions effectively deem an acquisition
The GST treatment of the supply of distressed assets
of an interest in the entity as a direct acquisition
will be determined by the seller. In general, the supply
of an interest in the land assets held by the entity
of distressed assets by a GST-registered seller
or its associated entities.
will be a taxable supply subject to GST unless the
supply is a GST-free supply (e.g. a “going concern”)
or an input taxed supply (e.g. financial supplies).
56
The disposal of distressed assets can have
a number of income tax consequences
for the seller. Any gain or loss from a
financial asset (e.g. loan) will generally
be assessable or deductible.
57
New tax-timing rules If the new rules apply to the seller of a distressed
asset, the disposal of the distressed asset will
New TOFA tax-timing rules will apply to income
generally result in a balancing adjustment which
years commencing on or after 1 July 2010
will require the seller to recognise an assessable
(or 1 July 2009, if a taxpayer elects). The new rules
gain or a deductible loss. The new rules will
will effectively remove the capital/revenue distinction
not apply to the disposal of an equity interest
for eligible taxpayers and allow them to rely on
(e.g. ordinary shares) if the seller has not elected
their financial accounts in determining their tax
to rely on their financial accounts for tax purposes.
liability if they so elect.
Debt restructuring
In general, the sale of distressed assets by an entity, Entities with distressed assets may also look to
likely to be undertaken to raise funds to enable restructure their debt through debt defeasance
debts to be repaid, will give rise to either gains or arrangements. Such arrangements allow a debtor,
losses for income tax purposes. Any gains made with a liability to repay a loan at some future date,
on the sale of distressed assets will be assessable. to pay a third party a reduced amount (e.g, the current
Losses made on the sale of distressed assets will present value of the future liability) in consideration
generally be deductible. Losses made on the sale of the third party assuming the liability to repay the
of non-depreciating assets held on capital account amount owed by the debtor when it becomes due.
can only be deducted against capital gains. This may include situations where the distressed
assets are sold to finance the up-front payment
Entities should be aware, however, that in certain
to the third party.
circumstances amounts may be included in
assessable income where assets have been acquired With the exception of finance entities, savings made
under limited recourse financing arrangements by an entity under debt defeasance arrangements
and, upon termination of that debt (which may be will typically not be treated as ordinary income,
expected to occur in conjunction with the sale of but are likely to fall for consideration and give rise
the asset), the amount owing is not fully repaid. to consequences under the CGT provisions.
Broadly, assessable amounts may arise where
In circumstances where distressed assets
capital allowance deductions (such as depreciation)
are transferred directly by an entity to discharge
are considered to have been claimed excessively
a debt, tax implications under the commercial debt
over the life of the asset.
forgiveness provisions may also arise, depending
Further, amounts may also be included in on the market value of the assets and the market
assessable income in respect of the sale of leased value of the debt at the time the debt is extinguished.
plant by an entity, again in circumstances where
Debt may also be restructured via the dealing
depreciation has been deducted in respect of the
with distressed assets under sale and leaseback
asset. Broadly, this may occur where a liability of the
or hire purchase type arrangements but entities
entity is reduced as a result of the sale of the asset,
should also seek to confirm the tax implications
for example, on the entity receiving a benefit in the
in advance of entering into such arrangements.
form of being relieved of a debt.
For example, in broad terms, the ability of a lessee
It is important to consider the tax impact of these or hirer to obtain depreciation deductions in respect
“recoupment” type provisions when determining how of the assets is likely to depend on the existence
best to deal with distressed assets, as their application of a right, or obligation, to purchase the asset at
may result in an entity receiving significantly less the end of the term of the arrangement.
value than first anticipated on the sale of an asset,
therefore potentially affecting the entity’s course
of dealing with that asset.
58
The new tax-timing rules will effectively
remove the capital/revenue distinction for
eligible taxpayers and allow them to rely
on their financial accounts in determining
their tax liability if they so elect.
Equity restructuring
Selling a subsidiary member Selling a foreign subsidiary
of a consolidated group Where the shares of a foreign subsidiary are sold, a
capital gain or capital loss will be triggered. However,
Where the shares of a subsidiary member of a
where the shares were held by an Australian resident
consolidated group are sold, the subsidiary member
company that held a direct voting percentage of at
will leave the consolidated group (leaving subsidiary).
least 10% in the foreign company for a continuous
This will trigger a number of tax consequences for the
period of at least 12 months in the 2 years before the
head company of the consolidated group as follows.
sale, the capital gain or capital loss can be reduced.
• The head company will be required to recalculate
The capital gain or capital loss is reduced by
the cost base of the shares of the leaving subsidiary.
the foreign company’s “active foreign business
The cost base is broadly equal to the cost base of
percentage”. The “active foreign business
the assets that the leaving subsidiary takes with it
percentage” is the value of the foreign company’s
minus the value of the leaving subsidiary's liabilities.
active business assets as a percentage of the
• Using this recalculated cost base, the head value of the foreign company’s total assets.
company will be required to determine whether
The Australian resident company can choose to value
it has made a capital gain or a capital loss
the foreign company’s assets at either book value or
from the share sale.
market value, but if either of those methods cannot
• Where the leaving subsidiary's liabilities exceed be used, or if no choice is made, a default method
the cost base of its assets, the head company will applies under which capital gains are fully taxable and
make a capital gain under CGT event L5 equal capital losses are reduced to nil. If the “active foreign
to that excess. business percentage” is less than 10%, it is rounded
down to zero (so that a capital gain becomes fully
• For the leaving subsidiary, leaving a consolidated taxable) and if it is greater than 90%, it is rounded
group may trigger an obligation to make a up to 100% (so that a capital gain is reduced to zero).
payment to the head company under a tax sharing
agreement to enable the subsidiary member
to leave the consolidated group clear of any joint
and several liability to pay the group's tax liabilities.
In addition, any tax losses, franking credits or other
tax attributes of the consolidated group will remain
with the head company and will not be passed
to the leaving subsidiary.
59
Paying for others’ mistakes
The disposal of distressed assets can have income trustees, liquidators and receivers), be jointly and
tax consequences for parties beyond the seller where severally liable to pay administrative penalties (in the
there is a certain type of fiduciary relationship between case of company directors where a selling company
the seller and a third party in particular circumstances. has failed to comply with a tax law) or be deemed to
Such third parties include agents, trustees, liquidators, have committed a taxation offence in relation to an
receivers and directors of the seller. act or omission done by the company (in the case of
company directors where a company has committed
Under special rules which can apply, such a third
a taxation offence).
party may become personally liable to discharge
certain tax liabilities of the seller (in the case of agents,
Indirect tax
The GST treatment of supplies of distressed assets The ATO takes the view that a representative of an
will depend on a number of factors including: incapacitated entity will be liable for GST, entitled to
GST input tax credits, and has adjustments, in respect
• The legal capacity of the seller
of supplies and acquisitions it makes from the date
• The character of the distressed asset being supplied it is appointed as representative of the incapacitated
entity. The incapacitated entity will continue to be liable
• The entity responsible for the GST consequences for GST on supplies and entitled to GST input tax
of the supply credits on acquisitions made prior to the appointment
• Whether the assets being supplied would otherwise of the representative, subject to an exception
be GST-free or input taxed under the GST Law. relating to adjustments.
In general, the supply of a distressed asset by a Further, where a mortgagee in possession sells
GST-registered seller will be a taxable supply subject property in satisfaction of a debt owed by a debtor,
to GST unless the supply is a GST-free supply the mortgagee in possession will be responsible
(e.g. a "going concern") or an input taxed supply for the GST consequences of the supply.
(e.g. financial supplies). For each supply, the seller Where the asset being supplied is real property,
will also need to consider whether an adjustment the characteristics of the property will determine
is required for GST input tax credits claimed at the whether it is a taxable, GST-free or input taxed
time the asset was acquired. supply of real property. If the real property being
Difficulties can and do arise for GST purposes where supplied is taxable, the seller should consider
the seller is a representative (e.g. administrator, whether the "margin scheme" will apply to the supply.
receiver, liquidator) of an "incapacitated entity"
(e.g. an entity that is in liquidation or receivership).
60
Perspective
61
Appendix A –
Economic outlook
62
However, the fortunes of the Australian most cities have housing demand
economy are still deeply entwined exceeding new supply, and the recent
with international factors including: Federal stimulus package contained
an increase in new home owner grants
• The negative financial contagion effect
that could buoy demand
where assets and industries in Australia
become negatively affected by declines • Falling levels of inflation as petrol prices
in asset values which originated soften and consumer confidence
in the US levels remain low
• A softening in commodity prices, • Increases in household savings rates,
accompanied by a sharp slowing in as spooked consumers choose to pay
demand has seen Australian resources down debt and lock away wealth as
facing both a contraction in the value the short-medium term outlook remains
and volumes of exports. The results uncertain. This has the important side
have been mine closures, deferment effect of blunting the effectiveness
of infrastructure and asset sales of fiscal stimulus packages designed
to boost consumer spending.
• Health of top export markets, Japan,
China and South Korea which together However considerable attention will also
account for 39% of total exports. be paid to the impact of rapid monetary
The Japanese and South Korean and fiscal responses. While these
economies have been two of the responses will not counter the structural
hardest hit, while the performance adjustment currently taking place in the
of the Chinese economy is being global economy, it has signalled policy
keenly watched from around the makers’ willingness to cushion the blow
world. Sustained contractions in to the Australian economy. Australia was
these markets, implying reduced fortunate to have a strong fiscal position
demand for Australian commodities, prior to the onset of the crisis. The second
will hurt Australian businesses and fiscal package recently announced
strain Australia’s terms of trade shows a willingness to fully exploit this
position and even put the budget into
On the domestic front, a number
deficit in order to prop up spending. The
of factors influencing our outlook
announced package also coincided with
for the coming period include:
a further 100pb cut to official interest rates,
• A slow rise in unemployment towards bringing them to a record low of 3.25%.
6 – 7% (currently 4.5%), affecting These actions mirror the policies of other
all sectors and States G-20 nations in a coordinated attempt to
stave off a prolonged global recession.
• A weakening Australian property Combined, these actions should moderate
market with more suburbs and market the recent rapid growth in non-performing
segments experiencing declines. loans, however the extent to which they
However, our property prices are reaffirm confidence and stabilise the
traditionally sticky on the downside, economy remains to be seen.
63
Appendix B –
Summary of Australian
Big 4 Banks Basel II disclosures
The following provides a summary of the ANZ, CBA, NAB and Westpac’s Basel II disclosures (also known
as Pillar 3 or APS330 disclosures). The figures for ANZ, NAB and Westpac are as of 30 September 2008,
whilst CBA is as of 30 June 2008.
The table below provides a summary of the carrying value of defaulted assets which is defined as being 90 days
past due or unlikely to pay.
Risk-Weighted Risk-Weighted
Exposure Assets Exposure Assets
Source PricewaterhouseCoopers
Based on the above the big 4 banks in Australia are carrying a total of A$6.7 billion in corporate loans that
are at least 90 days past due and A$4.3 billion of consumer related loans.
The following table provides a summary of the total lending, defaulted loans, impaired loans and specific provisions
on the balance sheets by industry for the Big 4. The total write-offs represent loans written off to the profit and loss
for the respective year ends collectively for the big 4 banks. These write-offs are typically taken as either a charge
to the specific provisions or a charge to the collective provisions for credit losses. The big 4 banks have written
off a total of A$1.4 billion in consumer and A$1.0 billion in corporate loans for the 12 month period.
As can be seen in the table below Specific Provisions are considerably lower than the value of Impaired Loans. In many
cases a bank may not be able to accurately estimate the Individual/Specific Provision, in which case it will estimate the
credit risk provision on a collective basis. The collective provisions for the Big 4 banks were approximately A$8.0 billion.
By far the largest exposure for defaulted loans is the Personal sector, which includes a considerable volume
of residential mortgages. On the Corporate side the largest exposure is in the property and business services
sector with total of A$2.1 billion in defaulted loans.
64
Defaulted Impaired
Industry Exposure Specific Write-Offs
Loans Provisions
Energy 17,611 2 0 0 -6
Sovereign 22,897 0 0 0 0
Source PricewaterhouseCoopers
65
Useful websites
BLAKE DAWSON
www.blakedawson.com
The Blake Dawson website includes information about the firm, updates on recent legal developments,
partner profiles and contact details.
PRICEWATERHOUSECOOPERS
www.pwc.com/au/car
PwC’s Corporate Advisory & Restructuring division is a dedicated team of specialists with extensive
skills in diagnosing, advising on and deploying commercial solutions for underperforming, inefficient
or distressed organisations and those confronted with unexpected events.
AUSTRADE
www.austrade.gov.au
The Australian Trade Commission (Austrade) is the Australian Government’s trade and investment
development agency.
CORPORATE REGULATION
www.asic.gov.au
The Australian Securities and Investments Commission regulates Australia’s companies.
66
DEBTWIRE
www.debtwire.com
Debtwire is a commercial information provider to the fixed income markets. It publishes regional surveys
of distressed debt markets.
FOREIGN INVESTMENT
www.firb.gov.au
The Foreign Investment Review Board examines proposals by foreign interests to undertake direct
investment in Australia.
GOVERNMENT INFORMATION
www.gov.au
The Government Entry Point provides access to Australian Federal, State, Territory and Local
Government websites.
www.business.gov.au
The Business Entry Point is a government resource for business.
PROPERTY
www.propertyoz.com.au
The Property Council of Australia is the peak industry body for the Australian commercial real estate sector.
TAXATION
www.ato.gov.au
The Australian Taxation Office’s website includes information for business, large corporates and multinationals.
TMA
www.turnaround.org.au
The Turnaround Management Association is the only international non-profit association dedicated
to corporate renewal and turnaround management.
67
Contributing authors
Blake Dawson
Michael Sloan
Partner, Restructuring & Insolvency
Duncan Baxter
Partner, Tax
Craig Boyle
Senior Associate, Tax
Carl Della-Bosca
Partner, Corporate
Jemaya Mackie
Senior Associate, Restructuring & Insolvency
James Marshall
Partner, Restructuring & Insolvency
Matthew May
Partner, Corporate
Stephen Menzies
Partner, Corporate
Paul O’Donnell
Partner, Tax
Paul Pyanic
Senior Associate, Tax
David Ryan
Partner, Corporate
Marcus Ryan
Senior Associate, Tax
Steve Smith
Partner, Financial Services
Natasha Thomson
Senior Associate, Restructuring & Insolvency
Sanjay Wavde
Senior Associate, Tax
68
PricewaterhouseCoopers
Michael Codling
Partner, Financial Assurance
Nick Colman
Manager, Distressed Debt Group
Melissa Humman
Senior Manager, Corporate Advisory and
Restructuring
Frank Janik
Director, Distressed Debt Group
Chris Kinsella
Partner, Tax and Legal Services
Paul Kirk
Partner, Corporate Advisory and Restructuring
Scott Lennon
Partner, Economics and Strategy
Steven Lim
Partner, Actuarial Services
Michael McCreadie
Partner, Distressed Debt Group
Rob Spring
Partner, Financial Assurance
Tom Toryanik
Senior Manager, Tax and Legal Services
Rob Tyson
Senior Consultant, Economics and Strategy
69
Contact information
Blake Dawson
James Marshall
Partner, Sydney
Restructuring & Insolvency
T 61 2 9258 6508
james.marshall@blakedawson.com
PricewaterhouseCoopers
Michael McCreadie
Partner, Melbourne
Distressed Debt Group
T 61 3 8603 3083
michael.mccreadie@au.pwc.com
www.blakedawson.com www.pwc.com/au