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schoenherr in europe

schoenherr in europe. flip answer. Where are the distressed assets? Talk to banks/leasing companies or search by industries (eg everyone in real estate development or household appliances is more or less distressed) What to do when we find them?

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schoenherr in europe

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  1. schoenherr in europe

  2. flip answer • Where are the distressed assets? • Talk to banks/leasing companies or search by industries (eg everyone in real estate development or household appliances is more or less distressed) • What to do when we find them? • If operational business is profitable, negotiate a substantial haircut with the banks and buy it - this brings you again to the banks...

  3. closer look • Which industry sectors are said to provide the most opportunities for distressed investors in 2010? Source: Merger Market, European Distressed Debt Market Outlook 2010, January 2010 5th CIS Local Counsel Forum | Minsk

  4. closer look cont‘ed • Which European countries are said to produce the greatest opportunities for distressed investors in 2010? Source: Merger Market, European Distressed Debt Market Outlook 2010, January 2010 5th CIS Local Counsel Forum | Minsk

  5. restructurings • Have European restructurings reached their peak already? Source: Merger Market, European Distressed Debt Market Outlook 2010, January 2010 5th CIS Local Counsel Forum | Minsk

  6. restructurings cont‘ed • What are the greatest challenges to achieving restructuring? Source: Merger Market, European Distressed Debt Market Outlook 2010, January 2010 5th CIS Local Counsel Forum | Minsk

  7. restructurings cont‘ed • What forms of financial restructurings are said to be the most prevalent in 2010? Source: Merger Market, European Distressed Debt Market Outlook 2010, January 2010 5th CIS Local Counsel Forum | Minsk

  8. Pros Exclusivity agreement possible Preservation of existing contracts (supply/customer agreements, licensing agreements, lease agreements etc) No negative impact on the market/ customers Time Cons Assumption of liabilities by the acquirer No privileged reorganisation measures (termination of contracts and employees) Risk of unlimited assumption of unknown liabilities (Due Diligence) Risk of challenge of transactions Seller´s liability risks Price austrian case study acquisition of businesses prior to or after their insolvency? Acquisition prior to insolvency

  9. Pros Limitation/exclusion of acquirer‘s liability Privileged restructuring measures with respect to existing contracts and employees Risk of assumption of unknown liabilities excluded or limited No risk of challenge of transactions Price Cons Lack of exclusivity (sale to the best bidder) Additional players (insolvency courts, insolvency administrator/ liquidator, creditors) Loss of essential contracts possible (termination rights) Loss of key employees Negative market impact Costs of insolvency proceedings Time austrian case study acquisition of businesses prior to or after their insolvency? Acquisition following opening of insolvency proceedings

  10. austrian case study acquisition of businesses prior to or after their insolvency? • Subject to applicable procedural law acquisition of a business subject to insolvency proceedings may be subject to challenge/invalidation if the sale of the business is disadvantageous for the businesses‘ creditors • Mitigation of challenge/invalidation risks: • Expert opinion on valuation of business • Lapse of procedural remedies for challenge (subject to applicable procedural law) • Establishment of a restructuring concept by the purchaser • Trustee/escrow structure

  11. austrian case study • Establishing a strategy for restructuring acquisition of businesses prior to or after their insolvency? • When are directors of the borrower under • the obligation to file for insolvency? • Austria • borrower’s directors must file for bankruptcy without undue delay upon insolvency (=illiquidity or over-indebtedness), but within 60 days at the latest • borrower’s directors may file a restructuring plan, including a status (assets/liabilities) and finance plan (stating how the next 90 days of the going concern and the settlement of preferential claims will be achieved) and apply for restructuring proceedings 12

  12. contact information Gudrun Stangl Managing Partner (Bratislava) T (Vienna): +43 1 534 37 267 T (Bratislava): +421 2 571 007 21 E: g.stangl@schoenherr.at

  13. Thank you!

  14. highlight deals Banking 2008 Real Estate 2010 Telecom 2009 Advising the Administrators (Ernst & Young) of the Nortel Networks on its world wide restructuring and the administration of its European entities in Austria, Czech Republic, Slovakia, Poland, Romania and Ukraine. Sale/Nationalisation of Kommunalkredit Bank AG to Republic of Austria Merger of Immofinanz with Immoeast EUR 8 billion Legal advisor to Ernst & Young Legla advisor to Volksbanken AG Legal advisor to Immofinanz

  15. highlight deals Real Estate 2009 Automotive 2009 Banking 2009/10 Sale of ÖVAG’s participation in Volksbank Wien AG, Ärztebank AG and Immobank AG EUR 210 million Acquisition of distressed Eybl Austria and its subsidiaries in Slovakia and Romania Sale by Immofinanz of WIPARK GmbH Legal advisor to Prevent DEV GmbH Legal Advisor to Immofinanz Legal advisor to ÖVAG

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