leo plank – partner – kirkland & ellis international llp
DESCRIPTION
Bucharest, 30 May 2013. Recent Trends in Financial Restructurings: How to Avoid a Value Destructive Insolvency. Leo Plank – Partner – Kirkland & Ellis International LLP. Issues Presented. - PowerPoint PPT PresentationTRANSCRIPT
www.kirkland.com | 1
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
CHICAGO HONG KONG LONDON LOS ANGELES MUNICH NEW YORK PALO ALTO SAN FRANCISCO SHANGHAI WASHINGTON, D.C.
90389651.1
Leo Plank – Partner – Kirkland & Ellis International LLP
Bucharest, 30 May 2013
Recent Trends in Financial Restructurings:How to Avoid a Value Destructive Insolvency
www.kirkland.com | 2
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Introduction to LBO Restructurings – How the Financial Creditors Set Up Structures to avoid an Insolvency
Klöckner Pentaplast Case Study
Rodenstock Case Study
Issues Presented
www.kirkland.com | 3
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Introduction to LBO Restructurings – How the Financial Creditors Set Up Structures to avoid an Insolvency
www.kirkland.com | 4
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Intercreditor AgreementAll Debt Tranches are
Party
Set Up of a Typical LBO StructureAim is to create efficient contractual and structural subordination and a clean enforcement structure to avoid value destructive insolvencies
Investor
HoldCo
HoldCoD/Lux
OpCo
OpCoT2
OpCoT3
Share pledge
Investor Debt
Mezzanine/2ndLien Debt
Senior Debt
0%
20%
40%
60%
80%
100%
Equity Mezz
2nd Lien SeniorOpCo
T1
Value Break Considerations
Value
Time
EV Value / Trading Value of debt over time
www.kirkland.com | 5
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Restructuring Solutions
Consensual out-of-court restructuring
Usually unrealistic for a debtor facing severe financial and operational difficulties.
Particularly time-intensive.
Diverse constituent groups generally assert often conflicting interests.
Minority investors and shareholders likely to obstruct process unless bought off (hold out, free rider dilemma).
Enforcement of share pledge(s) / Use Release Powers under the Intercreditor Agreement
Involves assuming control of operating entities by creditor holding share pledge.
Use the powers granted to the Security Agent under the Intercreditor Agreement to release debt and force creditors to take a haircut.
May involve new investment.
Newly-formed Special Purpose Vehicle purchases entity whose shares have been pledged through sale of enforced shares.
www.kirkland.com | 6
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Controlled (pre-arranged/negotiated) coercive process (Scheme of Arrangement / COMI Shift, Chapter 11, Local Bankruptcy)
Necessary when the Intercreditor Agreement is defective / does not work as intended.
May also be necessary when operational issues (leases, bilateral debt at the operating companies etc) must be addressed.
Restructuring Solutions (cont/ . . .)
www.kirkland.com | 7
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Obtaining ControlShare Pledge Enforcement in Luxembourg
Investor
HoldCo
HoldCo Lux
OpCo
OpCoT1
OpCoT2
OpCoT3
Share Pledge Enforcement
www.kirkland.com | 8
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Key Steps Pledge of shares in accordance with Luxembourg law. The Security Agent can acquire the shares itself (in the context of a
private sale at fair market value). Certain “fair dealing” rules apply and the Security Agent will be
required to conduct a market valuation prior to sale and transfer. Due Diligence must be commenced prior to enforcement, as the sale
will occur nearly immediately after the Security Agent calls the loan. Credit bidding also is possible.
Obtaining ControlShare Pledge Enforcement in Luxembourg (cont’d)
www.kirkland.com | 9
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Necessary Steps
Missed payment or nonpayments, causing an “event of default” under various loan covenants.
Restructuring or “lock up” agreement negotiated and executed with participating lenders. Generally, 2/3 majority under applicable credit agreements necessary.
All or a portion of the debtor’s available credit is called; guarantees (if any) triggered. Actual insolvency (and obligation to file for bankruptcy) avoided through
standstill. Security Agent commences share pledge enforcement.
Intensive negotiations necessary due to legal and practical difficulties. Lender-controlled and -financed NewCo entity formed; bids on the shares in a
controlled sale subsequent to share pledge enforcement. Payment in cash or as a “credit bid,” pursuant to § 1239 of the German Civil
Code. Payment distributed to remaining creditors pursuant to Intercreditor Agreement.
Obtaining ControlShare Pledge Enforcement
www.kirkland.com | 10
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Risk regarding improper sale process. Change of control issues. Approval requirements in credit agreements. Security Agent risks, including willingness to follow through and
indemnification issues. Antitrust challenge issues. Shareholders or prior sponsors seek to undermine the enforcement
and transfer to the SPV. In particular, insolvency risks must be considered and
comprehensively analyzed.
Obtaining ControlShare Pledge Enforcement Risks
www.kirkland.com | 11
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Klöckner Pentaplast Case Study
www.kirkland.com | 12
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
KLEOPATRA LUX 1S.À.R.L.
KLEOPATRA LUX 2S.À.R.L.
KP GROUP(see structure chart in
appendix)Newco
SVP and Participating 2nd Lien/Mezz Lenders
Senior Lenders
2nd Lien/Mezz Lenders
Ordinary Shares/PECs/TPECs
Senior Facility
2nd Lien FacilityMezzanine Facility
PRE-RESTRUCTURING POSITION
Newco
2nd Lien and Mezz Transferred to Newco
Equity/Newco PIK-TPECs
POSITION POST-RESTRUCTURING
KLEOPATRA LUX 2S.À.R.L.
KP GROUP(see structure chart in
appendix)
KP Germany Erste GmbH(Germany)
Kleopatra Acquisition Corp.(USA)
Second Lien NotesSecond Lien Notes: €255m
Klöckner Pentaplast German Holding GmbH & Co. KG
(Germany)
Senior Secured Credit FacilityRCF: $65mTerm Loan B: $435m
Participating 2nd Lien/Mezz Lenders
www.kirkland.com | 13
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Description of the Transaction
EUR 822.2 million outstanding under pre-restructuring First Lien Facilities and EUR 369.9 million outstanding under our pre-restructuring Junior Facilities (2L and Mezz).
Total consolidated debt as of March 31, 2012 was EUR 1,219.9 million, which was 8.5 x our Adjusted EBITDA for the twelve months ended March 31, 2012.
Leverage ratio covenant breach for the period ended December 31, 2011. Company obtained a waiver of this breach until June 22, 2012 from pre-restructuring Senior Lenders.
On June 21, 2012, KP was recapitalized and the equity of one of the Luxembourg holding companies was purchased by way of a private enforcement sale by an entity financed by certain of former Junior Lenders, including funds affiliated with SVP.
As part of the transaction EUR 904.8 million was paid in cash to repay in full the liabilities under our pre-restructuring First Lien Facilities (including accrued interest and cash paid to settle outstanding interest rate hedge agreements).
Recovery by holders of the group’s liabilities under the pre-restructuring Junior Facilities was effected through the equitization of their claims.
www.kirkland.com | 14
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Implementation Alternatives Available
Scheme plus pledge enforcement
Intercreditor buy-out plus pledge enforcement
Contractual amendment plus pledge enforcement
Scheme would be proposed to deal with tax issues in the absence of clearance from German tax authorities
Requires senior acceleration to trigger
Intercreditor amendment required to deal with tax issues
Timing issues given waiver timetable and new money commitments
Only implementation route that could be implemented unilaterally but impractical due to drafting
Specific intercreditor amendment provisions helpful
Requires company consent Useful leverage points Absent buy-out the senior pre-payment requires company consent
Also requires a scheme or contractual amendment to deal with tax issues
Transaction documentation contained an ability to release or “flip-up” debt, security and guarantees on enforcement but did not allow for transfer or warehousing of old debt. This resulted in significant tax challenges for both competing proposals.
www.kirkland.com | 15
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Rodenstock Case Study
www.kirkland.com | 16
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
The Rodenstock Group
The Scheme Company: Rodenstock GmbH (“Rodenstock”) German limited liability company with its headquarters in Munich. German and foreign subsidiaries and a German parent but ultimately owned by a
private equity sponsor (the “Sponsor”).The Rodenstock business
Europe’s fourth largest manufacturer and distributor of frames and spectacle lenses.
Maintained around 40 sales offices across the globe and major production facilities in Europe and Thailand.
The financial situation Rodenstock GmbH (“Rodenstock”) was main operating company in the Group with
a turnover of approximately EUR 258.3 million. Rodenstock Group’s aggregate annual turnover was approximately EUR 361.5 million.
Outstanding senior debt of approximately EUR 305,335,000 secured by a market standard collateral package.
The syndicate primarily consisted of major banks. Only very few CLOs and hedge funds were present in the lending group.
www.kirkland.com | 17
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Restructuring Process
Deterioration of the business During the 2008-2009 global financial crisis Rodenstock suffered a deterioration in
its business. The deterioration led to a breach of certain financial covenants under the existing
senior facilities agreement.
Restructuring attempt In mid-2009 the senior lenders formed a senior coordinating committee but lender
group was fractioned and did not appear to act as a homogenous group with aligned interests.
Not able to agree on a straightforward transaction with another private equity sponsor initiated by Sponsor.
Scheme in light of imminent threat of insolvency Rodenstock and the senior coordinating committee took charge of the process in
light of the imminent threat of insolvency proceedings. Ultimately, the parties chose to pursue a restructuring by way of an English
Scheme of Arrangement to preserve the going concern value of the Group.
www.kirkland.com | 18
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Restructuring Agreement and Scheme
Restructuring Agreement Rodenstock, members of the senior coordinating committee and
certain other seniors entered into a Restructuring Agreement providing the framework for the proposed restructuring.
The framework contemplated implementation by means of a Scheme in case the restructuring could not be implemented consensually or by way of any other method.
The only other alternative option available seemed to involve a share pledge enforcement.
www.kirkland.com | 19
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
Scheme Jurisdiction
Re Rodenstock [2011] EWHC 1104 (Ch)
Jurisdiction: “liable to be wound up under the Insolvency Act 1986” Section 895 (2) (b) of the Companies Act 2006 is designed simply to identify the types
of companies which may be subject to the Scheme jurisdiction . Insolvency Act 1986 confers jurisdiction to wind up both insolvent and solvent
unregistered companies with no express jurisdictional restriction to the company's place of incorporation, centre of main interest or establishment.
Nothing in either Judgments Regulation or the Insolvency Regulation (both came into force far later than the provisions on the court's jurisdiction to sanction Schemes) was intended to, and in fact does, restrict the scope of the “liable to be wound up” touchstone of jurisdiction, i.e. a company being eligible for the application of a Scheme of Arrangement.
However, Briggs J. left open whether and to what extent the Scheme Creditors must satisfy jurisdiction pursuant to Chapter II of the Judgments Regulation.
Unnecessary to resolve this issue because more than 50 percent (by value) of the Scheme Creditors, i.e. Rodenstock’s senior lenders, were domiciled in England.
www.kirkland.com | 20
A L A W F I R M S E R V I N G G L O B A L C L I E N T S
KIRKLAND & ELLIS INTERNATIONAL LLPA L A W F I R M S E R V I N G G L O B A L C L I E N T S
ChicagoKirkland & Ellis LLP300 North LaSalleChicago, IL 60654
United States+1 312-862-2000
+1 312-862-2200 fax
LondonKirkland & Ellis International
LLP30 St Mary Axe
London EC3A 8AFUnited Kingdom
+44 20 7469 2000+44 20 7469 2001 fax
Los AngelesKirkland & Ellis LLP
333 South Hope StreetLos Angeles, CA 90071
United States+1 213-680-8400
+1 213-680-8500 fax
ShanghaiKirkland & Ellis International LLP
11/F, HSBC Building, Shanghai IFC8 Century Avenue, Pudong New District
200120 Shanghai, P.R. China+86 21 3857 6300
+86 21 3857 6301 fax
Palo AltoKirkland & Ellis LLP
3330 Hillview AvenuePalo Alto, CA 94304
United States+1 650-859-7000
+1 650-859-7500 fax
MunichKirkland & Ellis International
LLPMaximilianstrasse 11
80539 MunichGermany
+49 89 2030 6000+49 89 2030 6100 fax
Washington, D.C.Kirkland & Ellis LLP
655 Fifteenth Street, N.W.Washington, D.C. 20005-5793
United States+1 202-879-5000
+1 202-879-5200 fax
Hong KongKirkland & Ellis
26/F, Gloucester Tower, The Landmark
15 Queen's Road CentralHong Kong
+852 3761 3300+852 3761 3301 fax
New YorkKirkland & Ellis LLP
601 Lexington AvenueNew York, NY 10022-4611
United States+1 212-446-4800
+1 212-446-4900 fax
San FranciscoKirkland & Ellis LLP555 California Street
San Francisco, CA 94104United States
+1 415-439-1400+1 415-439-1500 fax
CHICAGO NEW YORK
WASHINGTON, D.C.
SAN FRANCISCO
LOS ANGELES
LONDONMUNICH
HONG KONG
PALO ALTO
SHANGHAI*
CHICAGO NEW YORK
WASHINGTON, D.C.
SAN FRANCISCO
LOS ANGELES
LONDONMUNICH
HONG KONG
PALO ALTO
SHANGHAI*